Government Tolaram College

A Term paper
on
Training & Development of Employees Performance
A case study on Dutch-Bangla Bank Ltd.

Submitted to:
Md. Nazir Uddin Mia
Associate Professor
Department of Management
Govt. Tolaram College

Submitted by:
Md. Minhazul Islam
Reg. No. 14326095569
Master’s Degree (Final)
Academic Session: 2014-2015
Department of Management
Govt. Tolaram College

Date of Submission:
Letter of Transmittal:

Date:

To
Md. Nazir Uddin Mia
Associate Professor
Department of Management
Govt. Tolaram College

Subject: Submission of Term Paper on “Training & Development of Employees Performance”.

Dear Sir,

In the following pages, I have presented the Term Paper on “Training & Development of
Employees”, which you have authorized me to prepare and submit.

This particular report has given me the opportunity to get hands on experience regarding
different entry modes of banking sectors. I am tremendously thankful to you for giving me the
opportunity to learn the practical skills during the course.

I have enjoyed preparing the research paper though it was. In preparing this research paper, I
have tried my level best to include all the relevant information.

Sincerely,

Md. Minhazul Islam

Reg. No. 14326095569
Master’s Degree (Final)
Academic Session: 2014-2015
Department of Management
Govt. Tolaram College

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Acknowledgement:

I have prepared my Term Paper project on “Training and Development of Employees

Performance”.

It was really a nice experience for me to do the project on above topic. While preparing the
project lots of people helped me on various occasions. Among these people our classmates,
course instructor, teaching assistant are mentionable. In this regard, I would like to give a
special thanks to our course instructor Md. Nazir Uddin Mia, Associate Professor, Department
of Management, Govt. Tolaram College.

I am also grateful to our friends and the people who helped us a lot in doing this project. Special
thanks, gratefully and lovingly offered to our parents, for their overall steadfast and loyal
support during the preparation of this project. Finally, our gratitude along with thanks goes to
The Almighty for keeping everything on right track.

I want to talk about my limitations that I had to accept during the completion of this project.
However, I believe that I have tried my best to make this project more reliable and acceptable.

Sincerely,

Md. Minhazul Islam

Reg. No. 14326095569
Master’s Degree (Final)
Academic Session: 2014-2015
Department of Management
Govt. Tolaram College

Date:

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 Certificate of Supervisor

This is to certify that Md. Minhazul Islam is a student of Master’s Degree (Final) Reg. No:
14326095569 successfully completed his Term Paper Entitled “Training and Development of
Employees Performance – A case study on Dutch-Bangla Bank Ltd.” under my supervision as
the partial fulfillment for the award of Master’s Degree (Final). He has done this job according
to my supervision and guidance. He has tried his best to do this best, to do this successfully. I
think this paper will help him in the future to build up his career. I wish his success and
prosperity in life.

……………………………
Md. Nazir Uddin Mia
(Associate professor)
Department of Management
Govt. Tolaram College

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 Declaration

I declared that the term paper entitled “Training and Development of Employees Performance
– A case study on Dutch-Bangla Bank Ltd.” in the group of “Meghna” Embodies the result of my
own research work, perused under the supervision of Associate Professor Md. Nazir Udin Mia,
Department of Management, Govt. Tolaram College, Narayangonj.

I further affirm that the work reported in this paper is original and is no part of any other
students for the completion of MBA for the degree have submitted whole of the report.

……………………………..
Md. Minhazul Islam

Date:

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Table of Contents

Introduction...............................................................................................................1

Brief History of DBBL.................................................................................................3

Mission of Dutch-Bangla Bank...................................................................................4

Overview of training..................................................................................................5

Motivation & Training...............................................................................................6

Functions of HRD Section..........................................................................................7

Steps of training & development..............................................................................8

Staff development ..................................................................................................10

Training of Dutch-Bangla Bank Ltd..........................................................................11

Training for DBBL employees..................................................................................12

Conclusion...............................................................................................................16

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Introduction:

Bank is the important financial institution in the economy. The economic development of a
country depends on the development of banking sector. Today’s modern banks are not only
providing traditional banking services but also expanding many financial services.

Foreign Exchange Division occupies an important place in a nation’s economy because of its
intermediary role; it ensures allocation of resources and keeps up the momentum of economic
activities. A banking institution is indispensable in a modern society. It plays a pivotal role in
the economic development of a country and forms the core at the money market in any
country. In a developing country like Bangladesh the banking system as a whole has a vital role
to play in the progress of economic development.

The internship Program exercises a significant importance as it enables a student to be

accustomed with the business activities practically. The student gets the chance to work
closely with the people of an organization and learn about the functions, responsibility and
corporate culture of that organization. This program enables a student to develop their
analytical skills and scholastic aptitudes and to have a real- life orientation of the academic
knowledge.

As a student of Department of Management, National University, I have conducted my Term-

paper Program on Dutch-Bangla Bank Ltd. one of the reported second generation bank in the
growing banking sector in Bangladesh.

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Objectives of the Study:

The objectives of this paper are as follows:

 Provide an overview of Dutch-Bangla Bank Ltd.

 To evaluate the employees of Dutch-Bangla Bank Ltd.
 To evaluate the training & development process of the company.
 To identify the factors influencing on the employee analysis of the company.
 To find out the strategies need to implement for achieving its long term goal.

Methodology:
The study covers the operation of Dutch-Bangla Bank. Moreover, history of Dutch-Bangla Bank,
Its prospects in Bangladesh, its operational issues and problems, mission, vision and objectives
of the company are also covers. A detail of functional activities of Dutch-Bangla Bank is
provided to get an understanding of the organizational structure and activities of the Company.

For this study information is collected from both primary and secondary sources. Investor
relations section of the website https://www.dutchbanglabank.com and Annual Report 2016 is
an immense source of information about the bank.

As a student of MBA due to time constraint comprehensive study based on information collected
from primary source is not possible by us. So, we interview some of the marketing executives to
get an idea of operations and issues in the company.

Limitations:
Despite of the researcher’s highest effort the internship is not free from limitations. Some of
those limitations are mentioned as follows:
• One of the major limitations faced while conducting the study was to communicate with the
selected corporate clients because they were very busy with their regular jobs.
• As, I had more dependence on the primary sources, so there might be some levels of
inaccuracy with those collected information.
• Confidential information regarding past marketing and sales information was not accurately
obtained.
• Many of the analysis on the obtained data are based upon my sole interpretation. This in
result might bring some biases, as lack of knowledge and depth of understanding might hinder
me to produce an absolute authentic and meaningful report.

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Brief History of DBBL:
Dutch-Bangla Bank Limited (DBBL) is a bank in Bangladesh. DBBL is a scheduled joint
venture commercial bank between local Bangladeshi parties by M Sahabuddin Ahmed (Founder
& Chairman) and a Dutch company FMO. DBBL was established under the Bank Companies Act
1991 and incorporated as a public limited company under the Companies Act 1994 in
Bangladesh with the primary objective to carry on all kinds of banking business in Bangladesh.
DBBL commenced formal operation from June 3, 1996. The Bank is listed with the Dhaka Stock
Exchange Limited and Chittagong Stock Exchange Limited.
The bank is often colloquially referred to as "DBBL", "Dutch Bangla" and "Dutch Bangla Bank".
(DBBL Limited)
From the onset, the focus of the bank has been financing high-growth manufacturing industries
in Bangladesh. The rationale being that the manufacturing sector exports Bangladeshi products
worldwide. Thereby financing and concentrating on this sector allows Bangladesh to achieve
the desired growth. Dutch Bangla Bank other focus is Corporate Social Responsibility (CSR).
Even though CSR is now a cliche, Dutch Bangla Bank is the pioneer in this sector and termed the
contribution simply as 'social responsibility'. Due to its investment in this sector, Dutch Bangla
Bank has become one of the largest donors and the largest bank donor in Bangladesh. The bank
has won numerous international awards because of its unique approach as a socially conscious
bank.
Dutch Bangla Bank was the first bank in Bangladesh to be fully automated. The Electronic-
Banking Division was established in 2002 to undertake rapid automation and bring modern
banking services into this field. Full automation was completed in 2003 and hereby introduced
plastic money to the Bangladeshi masses. Dutch Bangla Bank also operates the nation's largest
ATM fleet and in the process drastically cut consumer costs and fees by 80%. Moreover, Dutch
Bangla Bank choosing the low profitability route for this sector has surprised many critics. Dutch
Bangla Bank had pursued the mass automation in Banking as a CSR activity and never intended
profitability from this sector. As a result it now provides unrivaled banking technology offerings
to all its customers. Because of this mindset, most local banks have joined Dutch Bangla Bank
banking infrastructure instead of pursuing their own.

Even with a history of hefty technological investments and an even larger donation, consumer
and investor confidence has never waned. Dutch-Bangla Bank stock set the record for the
highest share price in the Dhaka Stock Exchange in 2008.

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Mission of Dutch-Bangla Bank:
Mission of Dutch-Bangla Bank engineers enterprise and creativity in business and industry with
a commitment to social responsibility. "Profits alone" do not hold a central focus in the Bank's
operation; because "man does not live by bread and butter alone".

Vision of Dutch-Bangla Bank dreams of better Bangladesh, where arts and letters, sports and
athletics, music and entertainment, science and education, health and hygiene, clean and
pollution free environment and above all a society based on morality and ethics make all our
lives worth living. Dutch-Bangla Bank’s essence and ethos rest on a cosmos of creativity and the
marvel-magic of a charmed life that abounds with spirit of life and adventures that contributes
towards human development.

Core Objectives of Dutch-Bangla Bank believes in its uncompromising commitment to fulfill its
customer needs and satisfaction and to become their first choice in banking. Taking cue from its
pool esteemed clientele, Dutch-Bangla Bank intends to pave the way for a new era in banking
that upholds and epitomizes its vaunted marquees "Your Trusted Partner".

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Overview of training:
Training can provide employees with knowledge and skills to perform more effectively,
preparing them to meet the inevitable changes that occur in their jobs. However, training is
only an opportunity for learning. What is learned depend on many factors such as the design
and implement of training, the motivation and learning style of trainees and the learning
climate of the organization? Training is the part of integrate in which performance is against
criteria.

Training is developed and implemented in partnership with line managers, so a clear link is
create between what happens on the job. This text will take complete training process as it is
conducted under ideal conditions. Unfortunately most of the organizations ideal condition is
not exist.
One key factor in employee motivation and retention is the opportunity employees want to
continue to grow and develop job and career enhancing skills. In fact, this opportunity to
continue to grow and develop through training and development is one of the most
important factors in employee motivation. There are a couple of secrets about what
employees want from training and development opportunities. So organization should
provide those scopes for employee’s development. These ideas emphasize what employees
want in training and development opportunities. Training Development opportunities help to
create devoted, growing employees who will benefit both the business and employee’s
through your training and development opportunities.

In every company, Human Resources (HR) training or employee-related and legally-related

topics are mandatory, especially for managers and supervisors. We need to equip our
employees to handle their employee relations responsibilities competently. But, for
maximum positive impact and learning, we need to make the HR training motivational and
engaging.
The proper employee training, development and education at the right time provides big
payoffs for the employer in increased productivity, knowledge, loyalty, and contribution.
Learn the approaches that will guarantee a return on your investment in training.

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Motivation & Training:
Motivation:
Motivation as the direction, persistence, and amount of effort expended by an individual to
achieve specified outcome. Key factor in employee motivation and retention is the
opportunity to continue to grow and develop job and career enhancing skills. There are a
couple of secrets to what employees want from training and development opportunities.
Training:
Training is the process of change the behavior. Giving Knowledge, skills & ability to a person.
Training helps employees do their current job, the training benefits of training mat extent
throughout a person’s career and help develop that person for future responsibilities.

Basic objectives of training & development:

Training and Development objective, which should state the desire behavior and condition
under individual performance and program, can be measured.
 Improves the job knowledge and skills at all level of the organization.
 Help employee identify the with organization goal.
 Improves relationship between Boss and Subordinate.
 Proper guidelines for work.
 Provide information for future needs in all areas of the organization.
 Create an appropriate climate for growth and communication.
 Employees adjust with new change.
 Provide information for improving leadership knowledge, communication skills and
attitude.
 Increase job satisfaction and regeneration.
 To improve the level of the skills, attitudes.
 To enhance the effectiveness of the organization.

Importance of training & development:

 Organization’s get more effective decision making and problem solving.
  Develops sense of responsibility to the organization for being competent and
knowledgeable.
 Training reduces outside consulting cost by utilizing component internal consulting.
 Through the Training & Development, motivational variables of recognition,
achievement, growth, responsibility are internalized and operational zed
 Training & Development program increase job satisfaction and reorganization.

Training & Development:

This Section is responsible for assessing training needs in collaboration with the operating/line
Managers and in advanced countries of the world. This Section is also responsible for the
career planning of all the top Executives of the organization.

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Functions of HRD Section:

Assessing Training needs: Each unit will assess it Manpower’s training needs on an annual

basis based the objectives specified in the Annual Operating Plan as well as the analysis of
individual training needs defined in Individual Operating Plans emerging out of the Annual
Performance Appraisal process. Prior to these annual planning exercises, HRD will provide
instructions and guidance about how this planning should occur.
Responsibilities: The responsibility for assessing training needs is shared:
a) Employees together with their supervisors will discuss competencies and areas that need
development as part of the annual appraisal process.
b) Supervisors will negotiate with their employees about which areas can be feasibly
developed. The supervisor and coordination unit must provide the required support (financial,
time, logistics) needed to make the training happen.
c) Department need to assess their future directions and needs. Out of this planning process
will emerge training priorities? It is important that senior managers are sincere and
transparent with information sharing about planned training events and approaches.
d) HRD must play a coordinating role. Besides compiling training plans, its role is to match
needs with planned initiatives.

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Steps of training & development:

On the job Training:

a) Job Instruction Training is received directly on the job, and so it is often called on the job
training. It is use primarily to teach workers how to do their current jobs.
b) Job Rotation: To cross train in the verity of the jobs, some trainers move a trainee from job
to job. Through the rotation is most often associated with hourly employees, it can used for
jobs on many levels within the organization.
c) Coaching: In the coaching program coach attempts to provide a model for the trainee to
copy. Most company uses the coaching method.
d) Assistant to Position: Employees with demonstrated potential are same times given the
opportunity to work under a second and successful manager, often in the different areas of
the organization.
e) Committee Assignment: can provide an opportunity for the employee to share in decision
making, to learn by watching others, and to investigate specific organization problem.
f) Equipment Simulators: are mechanical devices that require trainee to use the same
producers, movement, or decision processes they would use with equipment back on the job.
It is imp. That the simulators be designed to replicate, as closely as possible, the physical
aspects of the equipment and operating environment trainees will find at their job site.
g) Outdoor Training: A trend in employee development has been the use of outdoor training.
The primary focus of such training is to trainees the importance of working together, of galling
as a team.

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Off the job Training:
a) Case Studies: attempts to simulate decision-making situations that trainees might find on
the job. The trainee will usually presented with a written or videotape history, key elements
and the problems or area or imaginary org. or submit. The written case study can be from a
few pages to 100 or more. A series of question s usually appears at end of the case. The
trainee must then make certain judgments and identify possible solution to the problem. The
learning objective is to get trainee to apply known concepts and solutions and discover new
ones.
b) Role Play: is an enactment of a scenario in which each participant is given a part to act out.
Trainees are provided with a description of the context-usually a topic area, a general
description of a situation, a description of a situation, a description of their roles and the
problem they each face. For example, the topic area could be managing conflict and the
situation and might revolve around scheduling vacation days with the two parties in conflict
being the supervisor and subordinate.
c) Lectures: is an extensive presentation of information which the trainee attempts to absorb.
The lecture is typically thought of in terms of a person (the trainer) speaking to a group the
trainees about the topic. Lecture may also take the form of printed text. The only differences
between a straight lecture and the same material in print are the lectures control of the speed
at which material is presented, voice inflections and body language used to emphasize points
and the visual image of the lecturer.
d) Demonstrations: is a visual display of how to do something or how something work.
Showing the trainee how to perform the tasks of the job. To be effective, a demonstration
should at a minimum be accompanied by a lecture and preferably by a discussion.
e) Video & Films: Using various media production to demonstrate specialized skills that are
not easily presented by other training method.

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Staff development:

Staff development means employees development is Future oriented training, focusing on the
personal growth of the employee. Employee development is more future oriented and
concern with education than employee job specific training. Employee’s development
activities focus more on the employee’s personal growth.
It is important to consider one critical component of employee development all employees,
regardless of level, can be developed. Development was reserved for potential management
personnel. The use of the work teams, reductions in supervisory roles, allowancing workers to
participate in setting the goals of their jobs, and a greater emphasis on quality and customers
have changed the way developing staffs viewed.

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Training of Dutch-Bangla Bank Ltd:

Human Resource Development activities aim at fulfilling the banks mission. One of Southeast
Bank four major missions is to: “Provide service to our clients with the help of a skilled and
dedicated workforce whose creative talents, innovative action and competitive edge make our
position unique in giving quality service to all institutions and individuals that we care for”.
Skilled and dedicated workforce with creative talents, innovative action is not always readily
available. Appreciating the scarcity of such manpower, the bank from the very beginning laid
important to HRD that conceptually includes activities like: pre-recruitment drill, recruitment,
induction training in the academy, job rotation, placement and posting, reward and
promotion. All these activities are planned by the bank in an integrated way aiming at
manpower with required technical, managerial, human and conceptual skills.
Management of  Dutch-Bangla Bank not only appreciates the need of skills required for day to
day banking but also realize the need of skills meet the national and global financial and
economic environment that are changing fast.
The training & research academy of Dutch-Bangla Bank Ltd.:
At the very beginning the bank laid a foundation by setting up an academy at Head Office
under Human Resource Development Division to human resource internally. Equipped with a
professional library, modern training aids, knowledgeable faculty and other facilities, the
academy of the bank had been a leading one among the banks on private sector.
The academy regularly conducts foundation course, specialized courses and seminars in
different areas of banking to take care of the professional banking needs. In addition, officers
are regularly sent to Bangladesh Institute of Bank Management (BIBM) and Bangladesh Bank
Training Institute (BBTA) for professional training. Sending officers abroad for higher training is
regular feature. A research department also works in aid of HRD operational areas.

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Training for DBBL employees:
Dutch-Bangla Bank employs a large number of employees for performing various jobs. Some
of them are newcomers. They need more knowledge and skill for better performance of jobs.
They are, therefore, in need of proper training to contribute to the achievement of the
organizational goals. There are some jobs that require little or no training but many of them
need to be performed by adequately training. The use of modern technology has created new
jobs in the organization, which required training.
Training involves the change of skills, knowledge, attitudes or behavior of employees.
Although training is similar to development in the methods used to attract learning, they differ
in time frames. Training is more present day oriented; its focus is on individuals’ current jobs,
enhancing those specific skills and abilities to immediately perform their jobs. Employee
development, on the other hand, generally focuses on future jobs in the organization.
Training differs from education. Training is concerned with increase in knowledge, skills, and
abilities of the employees in doing a particular job. It has a narrow aim limited to increase in
knowledge and skill related to a job. Education, on the other hand, broadens the mental
faculties and horizon of knowledge. It is concern with enhancing general knowledge and
motivating one to understand the total environment.
Training is often understood as a learning experience. So, if employees are to understand what
training can do to improve an employee’s job performance, employee should begin by
explaining how learn.
Training widens job related knowledge of the employee. Employees become more skilled and
update their knowledge through training. Training provides necessary instructions for
performing the current job efficiently.  Training differs from education and development.
Imparting of training to the employees has become very much important in modern times for
better performance of the job. Here it can be said that the question of training does not arise
but making choice of the method of training arise.
Training & development of Dutch-Bangla Bank:
We have given emphasis on need based trainings. During the promotion interview, we tried to
identify the weakness and the individual need for training and development. Besides that, we
have met numbers of employees and interviewed them training need. From the employees
yearly performance appraisal report we have taken the data and information on training need.
Since most of the supervisors/ managers are involved with the planning , therefore, in this
regard we have given due importance to their recommendations, HR Division sent a draft

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Training & Development proposal to all concerned of the bank and obtained their
comments/suggestions. We have tried to identify the need for training in developing new
product based on the retail banking. From the different level interview and management
interview, it has been found that our potential managers need development on different skills
(i.e. managerial skill, leadership skill, decision making skill, communication skill etc.)
Objectives of the training & development plan:
 To encourage growth and career development of employees
 To improve the Bank’s effectiveness by providing employees development of job
related KSAs (knowledge, skills & attitudes)
 To meet the needs of Bank’s business while simultaneously responding the needs of
individual employees development
 To prepare & make ready our workforce to comply with the new changes in the
banking business
 To create an outstanding professional image in the banking industry by developing
our workforce through need based & future requirement training
 
Types of training program:
For fresher, foundation courses on elementary knowledge of banking are organized.
Specialized courses on the area like credit, foreign exchange, accounts and marketing etc. are
meant for officials working in those areas. Higher level courses are run on specific knowledge
area. Certain courses are a blend of different knowledge areas. In addition, certain priority
programmers are also being conducted by the academy. These include programmed on
Productivity Improvement, Money Laundering Prevention, new skills required to perform new
jobs.
Training techniques of Dutch-Bangla Bank:
Dutch-Bangla Bank Provide Several Training methods. Methods in training include: discussion/
lecture/workshop/case study/games/ role play/ film show/ simulation/group work &
Presentation/ project visit and so on. The major Types of training are:
1. Freshmen Orientation
2. Continues Orientation
3. On The Job Training
4. Off The Job Training
Freshmen Orientation:
Freshmen orientation can solidify the new employee’s relationship with your organization.
Here’s how to make sure your orientation integrates new employees into your company and
makes them feel comfortable and welcome. Freshman orienting the new employee is a critical

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step in helping him adjust to the workplace and the job. This article provides tips for the
process and the contents of orientation.
Continuous Orientation:
DBBL arrange also orientation for other employees likes for Account section, Foreign
Exchange, or Marketing division going to introduce some new technology or upcoming new
service. DBBL management evaluates their employees within every six month and they try to
find lacking of employees. Then they are going to arrange this orientation.

On the Job Training:

Foundation courses have two parts: theoretical training in the academy and job rotation. The
officers on probation are required to undergo both in a period of one year. During this period,
three-phased training programmed is effective. On theoretical training say, general banking,
the officers are required to undergo rotation in general banking activities under the
supervision of HRD. Similar process is followed in case of CRM & Foreign Exchange.

Off the Job Training:

Which employees are already exist in the DBBL for these employees better performance need
some special training which are called Off The job Training in that case DBBL take some Off The
Job trainings are describe as below:
 Class Room or lecture is best use to create understanding of a topic or to influence
attitudes through education about a topic. In its simplest form the lecture is merely
telling someone about something.
 Video Presentation allows the trainee to be placed into a real-life job situation, solve
a specific problem, and receive immediate feedback as to effective of the decision
made. This training can be as simple as providing some declarative or procedural
knowledge, or complex as teaching how to diagnosis or improve communication skills.
 Laboratory Training designed the interpersonal skills, which can be help for future job
responsibilities; its main form is sensitivity training which increases a person’s
sensitivity to other.
 Case Study attempt to simulate decision making situation that trainee might find on
the job. The trainee must make certain judgment and identify possible solution to the
problem. This training is very much important for top management employees. By this
training they learn about the real hypothetical circumstances.
Faculty of DBBL training program:

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The academy has built up a pool of knowledgeable trainer within the bank. In addition to
permanent and professional trainers, speakers are drawn from operational side so that on
the job experience may be exchange and shared. Over and above, speakers from Central
Bank, professional training institutions, universities, research organizations and Govt.
organizations are also invited to share views and experience. Senior and retied bankers are
also regularly to enhance effective of training.
Library of DBBL academy:
The academy has a good collection of books, journals and magazines. The books are mainly
on subjects like banking, economics, accounting, management and marketing etc
Recommendation:
Employee Recruitment:
 Recruitment advertisement may be published in both newspaper and website.
 There may be an option of application through online.
 Organization may be issued regrets letter to them who were not selected for the
interview and shall be informed the reasons of regret.
 Recruitment and Selection processes complex and involve human decision making
which could be imperfect. This needs careful monitoring to minimize subjectivity and
ensure fairness.
 Quality of employee recruitment decision must be ensured.
 Recruitment and Selection process needs careful monitoring to minimize subjectivity
and ensure fairness.
 Human is most dynamic resource for an organization. Getting the best person is a
critical issue.
 Good and effective recruitment in effect is a job well began in the dynamics of
organization’s growth and progress.
 The knowledge, skills, Experience and Job specific competences assessment
framework currently development should reflect the guidance in the statutory codes of
practice, be non-discriminatory, transparent, promote equality of opportunity and be
objective.
 Recruitment and selection are an integral component of Human Resource activities,
which includes employees training development and compensation and employee
relation.
 A comprehensive monitoring system, tracking applicants from application through to
appointment, should be developed and implemented.
 All those who sit on selection panels be required not only to be trained but also to
attend refresher courses after an appropriate period of time.
Working Environment:
 The organization may ensure a very good working environment. Thus the employee
turnover reducers.

15
 Training Facilities:
  The organization may ensure training facilities for all employees so that they can
serve better to the customer.

16
Conclusion:

Dutch-Bangla Bank introduce in 1995. When service came with lower tariff was the strong path
to influence people about the new service. In that time Dutch-Bangla Bank followed a smooth
marketing strategy. Dutch-Bangla Bank maintains relationship marketing policy as well. So that
there sales volume is more than others. At a time Dutch-Bangla Bank takes also better position
in consumer mind by its quality, attractive saving plan etc. I gather some essential information
from my survey that has needed to improve in some sector like network coverage, marketing
strategy, promotional activities, customer satisfaction etc. Finally it says that Dutch-Bangla Bank
estimates of life time relationship value accentuate the importance of retaining current
customers. Dutch-Bangla Bank provides proper information to their customer about new
product or service. It is another good way to stay in touch and increase sales or get referrals.
Dutch-Bangla Bank offer discount for valued customer to maintain good relationship.

Report on Customer Relationship Management in corporate sales of Dutch-Bangla Bank is the

part of our credit course of BBA Program. I learn so many things from this report about Dutch-
Bangla Bank Bangladesh its service nature, its distributors, retailers, consumers and its overall
marketing condition in communication sector. This report will assist me to build up a better
career in the job section.

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References:
1. Annual Report of Dutch-Bangla Bank 2016

2. https://en.wikipedia.org/wiki/Dutch_Bangla_Bank

3. https://www.dutchbanglabank.com/

4. http://www.dsebd.org/displayCompany.php?name=DUTCHBANGL

5. https://www.linkedin.com/company/dutch-bangla-bank-limited

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