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Status of the Female Trainers in Bangladesh
Status of the Female Trainers in Bangladesh:Study in Public and Private Training Organizations
 
Khan Sarfaraz Ali
∗
 
Abstract
Training is the most useful device for enhancing the knowledge, skills, and attitudes of managers to accomplish their tasks efficiently. It helps inculcate right values and attitudes among the managers as well as administrators and their subordinates. It keepsthem abreast with changes taking place in various spheres. It is thus, an investment inhuman resources to ensure the continued quality and adaptability of the administratorsof both public and private sector organizations to change and their ability to graspcontemporary social and economic problems. Today it has come to be regarded as veryvital and a precondition for national development. With a view to serve the purpose properly a group of women engaged themselves in training profession and they areworking hard along with male colleagues to turn our people into human resourcesthrough appropriate need based training. This article focuses on the status of these female trainers, especially who are involved in public training institutes. The study hasbeen undertaken to contribute to both our general knowledge on formal training and to suggest a series of action for the well being of the female trainers. This piece of writing will work as a basis for the policy makers and plan executors to adopt realistic plans toadd new strategies for the greater welfare of this group of women. A unique feature of the article is its analytic style. All information in it are carefully organized. This will bevery important resource for anyone interested in professional training and femaletrainers in Bangladesh. The purpose of this article is to explore the entire status of the female trainers in Bangladesh.
Methodology
This study is the result of a series of interview and life experiences of the female trainerswho are working in public and private training institutes as full time faculty member or trainer. Though the study is based on primary data, secondary information also has beenused to enrich the structure. This is a qualitative type of study and case study method wasapplied for this purpose. A check-list containing both structured and unstructuredquestions was developed to collect data from the respondents. Direct participation in theinterview with the female trainers and observation techniques were also active during thestudy period. 24 female trainers respectively 12 from two reputed public traininginstitutes and other 12 from two private training organizations were interviewed directly
 
Associate Management Counselor, Bangladesh Institute of Management (BIM),sarfarazbim@gmail.com/ 01817528067 
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Status of the Female Trainers in Bangladesh
to gather information.
Study Area
Secondary data shows, there is a lack of sufficient studies on status of the femaletrainers in Bangladesh. A significant number of the female trainers work in the trainingorganizations in our country. As the two renowned public training institutes in thecountry, Bangladesh Public Administration Training Centre (BPATC) and BangladeshInstitute of Management (BIM) and two familiar training organizations in private sector like: Training and Resource Centre (TARC) and HAMIBA HRD Centre were selected purposively as the study area and twenty four female trainers of these organizations wereselected as the respondents to get necessary information. As these training institutesrepresent other training organizations in the country, experience from these organizationswill help to get a clear scenario about the situation of female trainers in Bangladesh.
Background
In today’s world everything is changing rapidly and every country has to cope with suchchanges. The strong urge felt by governments to formulate appropriate policies, maketimely decisions and implement those decisions to meet the changing demands of thecitizens, force them to improve the managerial skills and competence through systematictraining. Even the poorer nations of the world now embark upon building traininginfrastructure for the development of their human resources in an attempt to achieve thegoals for wider social, economic and political development. They are often supported intheir efforts by international donors, whose advocacy of good governance is another important reason for the increasing emphasis on training and the consequent expansiontraining arrangements in poorer countries.With the increasing understanding of this need and importance of training innational development, both developed and developing countries in the world are givingmore attention to training. As a result, number of training institutions and allocation of resources for the purpose are also increasing globally. A number of countries like USA,Israel, South Korea and Sri Lanka are known to have achieved high economic growth withsignificant investment in training and education. The USA alone spends nearly US$ 12 billion on training annually. In Bangladesh also, a large number of management andadministrative training institutions in different sectors have been established.Unfortunately, quality has not been assured in case of many training institutes.Most of the training institutions in the country consider training as a routineactivity carried out as a part of their annual obligation, without giving any seriousconsideration to the impact and quantitative or qualitative return from the investmentmade for the activity. In a ritualistic way, the institutions usually evaluate the participants
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Status of the Female Trainers in Bangladesh
internally and the participants evaluate the classroom performance of trainers, mostly for  preparing a
happiness document 
at the end of the program.So far it is known, Bangladesh Public Administration Training Center (BPATC),the apex training institution in public administration, is the only training institution inBangladesh that was given
 ISO 9001
certification in 1999. This was in recognition to itsmanagement standard on the basis of an assessment done by a competent third party fromoutside the country. Though there are many other training institutions in the country,established even much earlier than the BPATC, and some of them are internationallyreputed, no one else is known to have received such recognition. One obstacle on the wayof the training institutions in getting such recognition is that Bangladesh does not have acountry standard of assessment of training institutions for quality training. It may bementioned here that such a country standard (certification), based on a third partyorganizational audit to determine the availability, and sustainability attributes required for getting
ISO 9001 or 9002
recognition.The government establishes public sector training institutes either as autonomousinstitutes or as attached departments directly under the Ministry or under relevantdirectorates. Usually the National Parliament passes acts to establish autonomous traininginstitutes with their mandates and functions. The training institutes with the status of attached department are usually established through the government resolution, thoughthere are exceptions also. The initial trend was to establish training institutes with legallygiven autonomy to cater to the needs of development/planning sector (e.g. ruraldevelopment, agriculture, industries, etc), but gradually almost every Ministry or divisionestablished its own training institute(s) as a matter of routine program. The process led toquantitative growth in number of training institutions, but since each one was functionally brought under the administrative control of the Ministry or division, the individual traininginstitutes got mostly confined within the domain of the respective Ministries or directorates.According to Bangladesh Society for Training and Development (BSTD) report
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,out of the 20 training institutes under review, 50 percent had an existence of 21-30 years,15 percent was established before 31-40 years and 10 percent had the maximum period of existence of more than 40 years. The rest 25 percent had a period of existence of I to 20years. The findings reveal that particularly in the public administration, rural developmentand banking sectors (to which most of the training institutes under assessment belong), priority to training and establishment of training institute for human resource developmentwas high. But out of the 20, only 7 (35%) were established as autonomous bodies throughadopting acts in the national parliament, though the authority given to them to work asautonomous bodies is limited in practice. The rests continued their existence mostly as
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Performance of the Training Institutes in Bangladesh. BSTD. 20073
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