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Part-01

Introduction

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1.1 Introduction:

HRM cycle as well as in any organization, training and development program plays an
important and vital role in achieving organizational mission, goals and objectives.
Training and development is the major factor that has a critical impact in hiring and
retaining superior human resources.

Training and development is one of the most vital activities of HRM. Training and
development is the only device to make the human resources effective in any
organization. Training and development is a continuous process and effective growth of
the organization that we mean depends on the proper utilization of human resource. To
stay competitive in the industry, we need advance technology, new product, new method
or working process and innovative research. So we need proper application of our
theoretical knowledge to get some benefits and make it more faithful. To apply the
theoretical knowledge in the practical working area internship program plays the eventual
role.

1.2. Background of the study:

Internship Program is a mandatory program for all students of BBA under Bangladesh
University of Business &Technology (BUBT). Practical orientation is positive
development in professional area. For the completion of this internship program, I have
chosen a bank named “Grameen Bank" and my internship report isbased on “Training
and development program of Grameen Bank”. I have prepared this report under
Mr.Md.Johirul Islam at Bangladesh University of Business and Technology. In the
study period mainly students’ gain theoretical knowledge but now a days, in the job
market there is no substitute of practical work experience. This program gives the
students the real life flavor & thereby helps to launch a career with some prior
experience.

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1.3. Scope of the study:

Since I have worked in the Grameen Bank, Mirpur -2 head office, I get the opportunity to
gain knowledge of different parts of banking activities of Grameen bank. The present
study aims to assess the level of training and development programs of the employees of
the Grameen bank. The employees belong to different categories such as officers, clerical
staff and sub-staff. The study explores level of training and development among
employees working in the Grameen bank and examines it in organizational context, such
as, rewards, promotion policies, working conditions, career development, inter-
relationships etc.

1.4. Significance of the Study:

Education will be the most effective when theory and practice blends. Theoretical
knowledge gets its perfection with practical application and the internship is designed to
bridge the gap between the theoretical knowledge and real application. We all know that
there is no alternative of practical knowledge which is more beneficial than theoretical
aspects. The prime reason of this study is to become familiar with the practical business
world and to attain practical knowledge about the overall Banking and Corporate world,
which is so much essential for each and every student to meet the extreme growing
challenges in job market.

1.5. Objectives of the Study:

There are two types of objectives, which are-

1.5.1 Broad objective

1.5.2 Specific objectives

1.5.1 Broad objective:

The broad objective of the study is to discussthe Training and development practices
of Grameen Bank.

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The following aspects can be listed as the specific objectives for the practical orientation
in Grameen Bank.”

 To know about the training & development program of Grameen Bank.

 To identify the methods used to provide training in Grameen Bank.”
 To know the opinion of employees about training program of Grameen Bank.”
 To identify the problems of training & recommend some measures to make it
more effective.

1.6. Methodology of the Study:

In this report I have used questionnaires & interview method. In questionnaire section I
have put only close ended questions those have been answered by the employees. & I
have measured this answered in a rating scale so that, I can understand the percentage of
the employee overview. I also took some help from internet.

1.6.1 Research design:

This is a descriptive type of research, which briefly reveals the training & development
procedure of Grameen Bank. It has been administered by collecting both primary &
secondary data.

1.6.2 Sampling plan:

 Population: A group of individuals or items that possess similar characteristics

from which data can be gathered and analyzed is called population. The target
population was the employees who are working in Grameen Bank. The total
population of this study is ……

 Sample size: The sample size was 10 respondents.

 Sampling method: The convenience sampling technique was used for collecting
the information.

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 Questionnaire design: Questionnaire was prepared with both open ended & close
ended questions. Quantitative question were scaled with well knownlikert
method.

1.7 Types of Data Used:

Mainly two types of data were used.

Primary data: Primary data is the data, which is collected by the researcher directly by
survey, observation and experience.

Primary source:

A. Through questionnaire survey

B. Through observation and face to face interview

Secondary data: Secondary data is the data taken by the researcher from secondary
sources, internal or external. That means the data, which was collected and used
previously for another purpose is called secondary data.

Secondary source:

 Annual report and training manual of Grameen Bank.

 Different text books.
 Various reports related to the study.
 The website of Grameen Bank. (http://www.Grameen Bank.com/)

1.8 Data Analysis:

The data gathered from both primary and secondary sources has been arranged orderly to
get a clear picture of training and development program of Grameen Bank(GB). The
study includes both qualitative and quantitative analysis. Quantitative questions were
scaled with well-known Likert method. In this study I used some computer software like
Microsoft office, Microsoft excels, Microsoft PowerPoint.

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1.9 Limitation of the Study:

However some of the limitations faced while preparing this report are shown below:

 Time limitation: To complete the study time was limited by three months. It was
really very short time to know about an organization like Grameen Bank.
 Inadequate Data: The unwillingness of the busy key persons, necessary data
collection became hard.
 Lack of Record: Large scale research was not possible due to constrains and
restrictions posed by the organization. Unavailability of sufficient written
documents as required making a comprehensive study. In many cases up to date
information was not available.
 Lack of Experiences: Lack experiences have acted as constraints in the way of
meticulous exploration of the topic. Being the temporary member of the
organization, it is not possible on my part to express some of the sensitive issues.
 Connectivity with Study: The study may not give exact result as it is a study of
our learning process.
 Restriction of Collection of Information: Again for formalities constraints
allowance was restricted. That’s why information shortage occurred.

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Part -02

Company Profile

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2.1 Background of the Grameen Bank:

The origin of Grameen Bank can be traced back to 1976 when Professor Muhammad
Yunus, Head of the Rural Economics Program at the University of Chittagong, launched
an actionresearch project to examine the possibility of designing a credit delivery system
to provide banking services targeted at the rural poor. The Grameen Bank Project
Grameen means “rural" or "village" in Bangla language came into operation with the
following objectives: extend banking facilities to poor men and women, eliminate the
exploitation of the poor by money lenders; create opportunities for self-employment for
the vast multitude of unemployed people in rural Bangladesh; bring the disadvantaged,
mostly the women from the poorest households, within the fold of an organizational
format which they can understand and manage by themselves; and reverse the age-old
vicious circle of "low income, low saving & low investment", into virtuous circle of "low
income, injection of credit, investment, more income, more savings, more investment,
more income”. The action research demonstrated its strength in Jobra (a village adjacent
to Chittagong University) and some of the neighboring villages during 1976-1979. With
the sponsorship of the central bank of the country and support of the nationalized
commercial banks, the project was extended to Tangail district (a district north of Dhaka,
the capital city of Bangladesh) in1979. With the success in Tangail, the project was
extended to several other districts in the country. In October 1983, the Grameen Bank
Project was transformed into an independent.

2.2 Vision of the Grameen Bank:

The vision of Grameen Bank is “Banking for the poor people”

2.3 Mission of the Grameen Bank:

The mission is to help the poor families to help themselves to overcome poverty. It is
targeted at the poor in rural area in Bangladesh, particularly poor women. It promotes
credit as a human right. It is not based on any collateral or legally enforceable contracts.
It is based on "trust", not on legal procedures and system. It is offered for creating self-

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employment for income-generating activities and housing for the poor people, as opposed
to consumption.

2.4 Goal and Objective of the Grameen Bank:

The goal, which is proclamation by the GB, is poverty alleviation mentioning the credit
as the most powerful instrument of engine of development, if has been providing group –
based credit facilities to the poorest section of rural society for the creation of self-
employment and income generating activities. The objectives, which are spiffed by the
GB, are mentioned here: -

 To empower the rural poor especially the women who are seriously neglected and
ignored, through creation of self-employment opportunities and freedoms of
them.
 To provide financial services exclusively to the poorest section of rural area
which is excluded from the formal credit institutions.
 To rescue the poor people from the informal moneylenders who arte exalting
them by charging exorbitant rate of interest of credit.
 To provide organizational support to the disadvantage people for better use of
credit and income as well.
 To develop human capital in the rural areas through providing developmental
programs regarding education, health, nutrition, disaster management etc.
 To mobilize savings as a part of future nope for poor.
 To reduce rural unemployment and dependency rat by offering self-employment
opportunities. In rural non-farm sector.
 Extend banking facilities to rural bottom poor, without any collateral.
 Eliminate the exploitation of money lenders.
 Reverse the age-old vicious cycle of poverty through small credit.
 Provide self-employment opportunities for the unemployed.
 Extend banking facilities to poor men and women.

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2.5 Strategies of the Grameen Bank: There are some strategies of the Grameen Bank.
They are given below:

 Strategies for Poverty Reduction.

 Strategies for Financial Intermediation.
 Grameen's Success as a Bank in Reaching the Poor.
 Grameen's Success in Poverty Reduction.
 Grameen's Sustainability.
 Grameen's Reliability.
 Grameen Bank Increase women self dependent.
 Grameen Bank given the loan any bond.

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2.6 Organogram of the Grameen Bank:

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2.7 Functional Department on Grameen Bank:

There are some functional Department of the Grameen Bank. They can given below

1. Grameen Telecom
2. Grameen Communications
3. Grameen Cyber net Ltd.
4. Grameen Software Ltd.
5. Grameen IT Park
6. Grameen Information Highways Ltd.
7. Grameen Star Education Ltd.
8. Grameen Bitek Ltd.
9. Grameen Shamogree (Products)
10. Grameen Sheikh (Education)
11. Grameen Capital Management Ltd.
12. Grameen ByabosaBikash (Business Promotion )
13.Grameen Trust

2.8 Grameen Bank products and services:

Grameen Bank claims to be different from conventional banks in that it provides loans to
the poor, who are otherwise seen as not credit-worthy.  And this entrepreneurship can lift
a person, family and society up from poverty and into a self-sufficient, productive work-
force. The following are quick notes Grameen Bank products and conditions.

2.8 Grameen Products and services:

2.8.1: Basic Loan

 10K to 15K taka per new borrower

 granted for any activity that generates income
 Interest rate: 20% on a declining basis.

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 Equivalent to 10% if installments are paid on time – weekly payment installment.

 A Micro-Enterprise Loan: up to 300K taka (after 3 years of membership).

2.8.2 Flexible Loan

 Granted while in probation for non- payment: flexible to basic.

 Cannot borrow more until flexible loan is paid.

2.8.3 Housing Loan

 granted upon 3yrs of successful basic loan

 interest rate: 8% on declining basis

2.8.4 Higher Education Loan

 granted to children of borrowers

 after 12th grade
 interest rate: 5%: no interest during cu
 social objective over income generation
 up to 5K taka with no interest charge

2.8 Saving Products:

 claims to have higher interest than other banks

 savings are from borrowers and non-borrowers
2.8.1 Personal Savings

 Open to all nationals; Deposit and withdraw at anytime

 8.5 % interest
 Every borrower has savings (with a min of 10 to 20 taka deposit weekly required).

2.8.2 Grameen Pension Scheme

 Borrower and employee / monthly deposit

 5 year scheme (at 10% interest)

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 10 year scheme (at 12% interest)

 Less than one year (no interest); <3year (8% interest); 3-5 years(10% interest)
 Compounded interest (this appears to be a losing venture for the bank)

2.8.3 Fixed Deposit

 open to all
 1 year scheme (8.75% interest)
 2 year scheme (9.25% interest)
 3year scheme (9.5% interest)

2.8.4 Double in 7year

 open to all
 10.4% interest or double in 7 years

2.8.5 Monthly Profit Scheme

 open for both members

 fixed
 1000K taka will receive 850 taka profit

2.8.6 Loan Insurance Savings

 Deposit, with no interest paid

 Purpose: wife 3% from loan amount and additional 3% for husband, if death
occurs, 100% of loan is paid by fund.

2.8.7 Defaulted Loans

 written off loans go to memorandum by provision with collection attempt: half to

provision / half to income
 Provision: after 10 weeks of non-payment, 100% provision.

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2.9 SWOT Analysis of Grameen bank:

SWOT analysis is an important tool for evaluating the company’s Strengths, Weaknesses,
Opportunities and Threats. It helps the organization to identify how to evaluate its
performance and can scan the macro environment, which is turn would help the
organization to navigate in the turbulence Ocean of competition. Following is given the
SWOT analysis of Grameen bank.

2.9.1 Strength
1. Creator of service himself has a personal experience and feel of being with the
customers. Muhammad Yunus himself being a resident of the Jobra village knew exactly
the problem that the community was
facing and hence he could very well cater to the needs of the destitute by providing them
tailor-made lending services which can maintain a balance between their earnings and
repayment rates.
The biggest strength of Grameen Bank lies in bringing financial services to poor people
and making it financial sustainable by the economies of scale effect.
3.Grameen banks not only provides credit to its borrowers but also helps them grow their
small business and helps them learn the basic principles of healthy living and grows
along with the customers. This helps in the creation of loyal customers to the bank.

2.9.2 Weakness

Grameen Bank suffers from various weaknesses.

1. It has been reported that female recipients of Grameen loans have experienced a higher
levels of violence.

2.  There are also reports that the group-lending strategy implemented by Grameen has
led to greater conflict and violence between families.

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2.9.3 Opportunities:

1. It has microfinance business.

2. It has scope of market penetration through diversified products and wide banking
network.

2.9.4 Threats:

1. Grameen has one particularly powerful threat: The Bangladeshi governing party, The
Awami League.

2. It has increased competition for the market for public deposits.

3. Market share for lowering interest rate.

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Part -03

Theoretical Aspects

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3.1 Human Resource Management (HRM):

Human resource management (HRM) is an important part of any business. HRM is useful
to companies because it is what keeps employees motivated and helps the company
achieve goals. It will also outline how human resource management plays an important
role in the strategic planning in an organization. HRM aids a company in shaping it
employee base and eventually the overall the success of the company. Human Resource
Management (HRM) is the function within an organization that focuses on recruitment,
management and providing direction for the people who work in an organization. Human
Resource Management can also be performed by line managers. Human Resource
Management involves the planning, organizing, directing and controlling the functions of
procuring, developing, maintaining and motivating a labor force.

According to R. W. Griffin, “Human resource Management is the set of organizational

activities directed at attracting, developing and maintaining an effective workforce.”

According to Robbins &DeCenzo, “Human resource management is concerned with the

‘people’ dimension in management. Since every organization is made up of people,
acquiring their services, developing their skills, motivating them to high levels of
performance, and ensuring that they continue to maintain their commitment to the
organization are essential to achieving organizational objectives.”

Organizations also perform HRM functions and tasks by outsourcing various components

to outside suppliers and vendors.

3.2 Objectives of Human Resource Management:

There are four basic objectives that are common to Human Resource Management. The
objectives can be as under:

 Organizational Objectives: HRM is a means to achieve efficiency and

effectiveness. It serves other functional areas, so as to help them to attain
efficiency in their operations and attainment of goals to attain efficiency.

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 Functional Objectives: To maintain the department’s contribution at a level

appropriate to the organization’s needs.
 Societal Objectives: To be ethically and socially responsive to the needs and
challenges of society while the negative impact of such demands on the
organization.
 Personal Objectives: To assist employees in achieving their personal goals, to
get their commitment. Creating work life balance for the employees is a personal
objective.

3.3 Functions of Human Resource Management

The four Basic Functions of Human Resource Management are:

(1) Acquisition of Human Resource (Getting people)
(2) Training and Development of Human Resource (preparing people)
(3) Motivation of Human Resource (Stimulating people)
(4) Maintenance of Human Resources (Keeping them)

Figure: Function of HRM

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3.3.1 Acquisition of Human Resource: There are two steps involved in acquisition
process

Recruitment: Recruitment is a process by which organizations locate and attract

individuals to fill job vacancies. There are mainly two sources of recruitment:-

Internal &
External
Promotion from within an organization is called internal source and recruiting
new people from outside the organization is known as an external source.

 De-recruitment: On the other hand, de-recruitment is a process to reduce workforce

to make a balance between demand and supply of employee. If HR planning shows a
surplus of employees, managers may want to reduce the workforce through de-
recruitment, which is not a pleasant task for any manager. De-recruitment options
may include firing, layoffs, attrition, transfer, early retirement and job sharing.

 Selection: Once the recruiting effort has developed a pool of candidates, the next step
in the HRM process is to determine who is the best qualified for the job. Selection is a
process of hiring suitable people for the job. It is the process of screening job
applicants to ensure that the most appropriate candidates are hired. The right man for
the right job is the main goal of selection. Selection device must be valid and reliable.
Managers can use a number of selection devices to reduce errors. The best known
selection devices are applicable forms, written tests, interviewing, medical test,
references or background investigations, and final decision of hiring.

 Placement: Placement is the assignment or reassignment of duties to an employee. It

may take different forms such as promotion, transfer, demotion, and termination.

 Orientation: It is a process of getting new employees acquainted with the

organization, its culture, rules and regulation, objectives and supervisors and other

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employees. It is the act of introducing new employees to the organization and their
work units. Many organizations have formal orientation programs which might
include a tour of the work facilities, a PowerPoint presentation describing thehistory
of the organization. It is important because it helps the new employee to adapt to new
situations.

 Training: It is a continuous process of helping employees to perform at a high level.

It is a process of acquiring new skills to do the job properly. Training changes and
modifies employee attitudes and behaviors that will improve his ability to perform on
the job. To be effective, a training program must accomplish a number of objectives.

 Job Evaluation: It is a process of measuring and determining the value of each job in
relation to all jobs within the organization. Jobs are ranked in order to arrive at each
job’s appropriate worth. It is the basis of designing a well-balanced compensation
program. The widely used methods of job evaluation are ranking method,
classification method, point rating method, and factor comparison method.

 Performance Appraisal: It is process in an organization whereby each employee is

evaluated to determine how he or she is performing. Employee may be appraised
against absolute standards, or relative standards. The performance appraisal process
consists of six steps:
 Establish performance standards
 Communicate performance expectations to employees
 Measure actual performance
 Compare actual performance with standards
 Discuss the appraisal results with the employee if necessary and
 Initiate corrective action

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Managers can choose different performance appraisal methods such as written essays,
critical incidents, graphic rating scales, behaviorally anchored rating scales, MBO and
360 degree feedback.

 Compensation: Compensation is the reward or price for labor. The goal of

compensation administration is to design the lowest-cost pay structure that will
attract, motivate and retain competent employees, and that also will be perceived
as fair by these employees.
 Collective bargaining: Collective bargaining is the negotiation, administration
and interpretation of a written agreement between two parties; at least one of
which represents a group that is acting collectively, that covers a specific period
of time.

3.3.2 Development of Human Resource: After selecting and recruiting individuals in

the right position of the organization the next function is to train and develop them, so
that they can become efficient employees and work toward the achievement of the
organization goal.

3.3.3 Motivation of Human Resource: The motivation function is one of the most
important functions. After training and developing the employees the HR manager should
stimulate them to work well. For motivation purpose the HR manager have to give the
employees some compensation and benefit package.

3.3.4 Maintenance of Human Resource: The last phase of the HRM function is called
the maintenance function. For maintaining the people HRM should go for some method
of providing a safe and healthy work place, labor relation & collective bargaining.

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3.4 Definition of Training and Development:

3.4.1 Training:

Training is a process of achieving the knowledge to improve the current work skills and
behavior.

According to Edwin Flippo, “Training is the act of increasing the skills of an employee
for doing a particular job”

3.4.2 The Training Cycle which includes:

Figure: Training cycle

 Establishing the skill requirements and the subsequent training needs of the
workforce.
 The design of the most suitable events and most effective training methods for
your organization
 Delivery of the training with additional support for any open learning aspects.

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 Evaluation and validation of the training event to ensure that you achieve
identifiable and cost effective business improvements from the development of
your staff

3.4.3 Development:

Development is a learning process to improve the managerial knowledge that helps to

improve the performance of future activities.

According to Gray Dessler ”Development means any attempt to improve future

management performance imparting knowledge, changing attitude or increasing skills”

3.4.4Training and Development:


Training
for

Individuals: Some training are designed only for the individuals, for those the
employees are individually responsible for their own development.
 Training for teams: Trainings served for teams, when team performance is
necessary.

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 Training for organizations: organizational training that may contain creating fair
and productive organizational environment, developing knowledge sharing
culture inside the organization.

3.5 Features of Training and Development:

Many authors defined training in different view or aspect. Such definition are many but
quite sufficient to reveal the important characteristics of training. A close look at them
shows the following important features:

Here are 5 key features your employee training program needs to have to be effective for
the modern workforce. 

3.5.1 Use the best trainers

Learn from the best. You want your employees to emulate the best trainers. Choosing the
wrong trainers can actually hurt you employees' business performance if they lose
interest in the training or are trained incorrectly. If you're limited to only a few great
trainers, you can easily replicate their great training through video.

3.5.2 Include more than you need too

Go above and beyond simply training each employee for their specific role. Employees
will be better equipped to assist others, exceed expectations and handle new
responsibilities better when they are equipped with more knowledge.

3.5.3 Make it scalable

Make sure your program is built to expand. Sending in-person training is antiquated,
difficult to grow and extremely costly. Use the Internet and mobile training applications
to easily distribute training to as many employees as you need and easily share with new
employees when they join. Scalable programs can also reduce costs. By using mobile

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training applications to make virtual copies of their training, the USDA saved over $1
million for training on one application.

3.5.4 Make it accessible

Make sure your employees can access the training you provide at anytime. What's the
point of providing great training when employees will forget most of it
anyway? Employee handbooks and DVDs were the old way of providing
accessible information. Nowadays you can use video to replicate training sessions and
distribute the information for employees to access anytime. Supplemental materials,
beyond the core training, can also be made easily available through video.

3.5.5 Verify understanding and ask for feedback

If your company is going to invest in training, make sure your employees are enjoying
and absorbing the information. Maybe you are providing the wrong training, not enough
training or maybe your employees become qualified enough to take on new
responsibilities. You will never know without the properfeedback methods. At Retrieve,
we integrated certifications and support into our training applications because our
customers wanted to make sure the information they provided was as effective as
possible.

3.6 Reason for Training and Development :

 Workers are helped to focus, and priority is placed on empowering employees.

 Productivity is increased, positively affecting the bottom line.
 Employee confidence is built, keeping and developing key performers, enabling
team development and contributing to better team/organization morale. 
 Employees are kept current on new job-related information, thereby contributing
significantly to better customer service.

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 Employees are updated on new and enhanced skills, with a view to aligning them
to business goals and objectives.
 After a downsizing, remaining workers are given the technical and management
skills to handle increased workloads.
 Companies with business problems are given a fresh or unbiased professional
opinion or exploration, evaluation, or critique.
 Job satisfaction, employee motivation and morale are increased, reducing
employee turnover.
 Processes increase in efficiency, resulting in financial gain.

3.7 General Benefits of Employee from Training and Development:

The different benefits of training are:

 Increased job satisfaction and morale among employees.

 Increased employee motivation.
 Increased efficiencies in processes, resulting in financial gain.
 Increased capacity to adopt new technologies and methods.
 Increased innovation in strategies and products.
 Reduced employee turnover.
 Enhanced company image.
 Risk management.

3.8 Importance of Training and Development:

 Communications: The increasing diversity of today's workforce brings a wide

variety of languages and customs.
 Computer skills: Computer skills are becoming a necessity for conducting
administrative and office tasks.
 Customer service: Increased competition in today's global marketplace makes it
critical that employees understand and meet the needs of customers.

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 Diversity: Diversity training usually includes explanation about how people have
different perspectives and views, and includes techniques to value diversity
 Ethics: Today's society has increasing expectations about corporate social
responsibility. Also, today's diverse workforce brings a wide variety of values
and morals to the workplace.
 Human relations: The increased stresses of today's workplace can include
misunderstandings and conflict. Training can people to get along in the
workplace.
 Quality initiatives: Initiatives such as Total Quality Management, Quality
Circles, benchmarking, etc., require basic training about quality concepts,
guidelines and standards for quality, etc.

3.9 Other Importance:

 To develop the skills of human resource.

 To prepare the employee as a valuable assets.
 To create positive attitude towards responsibilities.
 To provide necessary information to the management.
 To reduce accident.
 To control wastage.
 Development of human relation.
 To increase job satisfaction.

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3.10 Training Methods:

There are two types of training methods. They are given below

Figure: Training Methods

3.10.1 On-the-job Training Methods:

On-the-job Training allows employees to learn by actually performing a specific job or

task. The employee will perform the job and learn as he goes. On-the-job training can be
structured by using hands-on application supported by classroom-type instruction.
Important methods include:-

1. Coaching

2. Mentoring

3. Job Rotation

4. Job Instructional Technique (JIT):

6. Understudy

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Coaching: Coaching is a one-to-one training. It helps in quickly identifying the weak

areas and tries to focus on them. It also offers the benefit of transferring theory learning
to practice. The biggest problem is that it perpetrates the existing practices and styles. In
India most of the scooter mechanics are trained only through this method.

Mentoring: The focus in this training is on the development of attitude. It is used for
managerial employees. Mentoring is always done by a senior inside person. It is also one-
to- one interaction, like coaching.

Job Rotation: It is the process of training employees by rotating them through a series of
related jobs. Rotation not only makes a person well acquainted with different jobs, but it
also alleviates boredom and allows to develop rapport with a number of people. Rotation
must be logical.

Job Instructional Technique (JIT): It is a Step by step (structured) on the job training
method in which a suitable trainer prepares a trainee with an overview of the job, its
purpose, and the results desired, demonstrates the task or the skill to the trainee, allows
the trainee to show the demonstration on his or her own, and follows up to provide
feedback and help.The trainees are presented the learning material in written or by
learning machines through a series called ‘frames’. This method is a valuable tool for all
educators’ teachers and trainers. It helps us:

 To deliver step-by-step instruction

 To know when the learner has learned

 To be due diligent (in many work-place environments)

 Understudy: In this method, a superior gives training to a subordinate as his

understudy like an assistant to a manager or director. The subordinate learns
through experience and observation by participating in handling day to day

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problems. Basic purpose is to prepare subordinate for assuming the full

responsibilities and duties

3.10.2. The advantages and disadvantages of these On-the-job Training Methods:

Advantages Disadvantages
1. Quality depends on ability of trainer and
1. Generally most cost-effective.
time available.

2. Employees are actually. productive.

2. Bad habits might be passed on.

3. Opportunity to learn whilst doing

3. Learning environment may not be conducive.

4. Training alongside real colleagues.

4. Potential disruption to production.

3.10.3 Off-the-job Training Methods:

Off-the-job training methods are conducted in separate from the job environment, study
material is supplied, there is full concentration on learning rather than performing, and
there is freedom of expression. Important methods include:

1. Classroom lecture

2. Videos and films

3 .Simulation exercise

4. Case study Method:

6. outside seminars

7. University Related programs

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 Classroom lecture: Lectures designed to communicate specific interpersonal

technical or problem solving skills.
 Videos and films: Using various media production to demonstrate specialized
skills that are not easily presented by other training methods.
 Simulation exercise: Training that occurs by actually performing the work. This
may include case analysis, role playing and group decision making.
 Case study Method: The case study method presents a trainee with a written
description of an organizational problem. The person then analyzes the case
diagnoses the problem and presents his findings and solutions in a discussion
with other trainees.
 Outside seminars: Many companies and universities offer web based and
traditional management development seminars and conferences. For example
FBCCI arranges some short terms training on different business related areas.
 University Related programs: Many universities and institutes provide
executives education and continuing education Program in leadership supervision
and the like.

3.10.4 Advantages and Disadvantages Off-the-job Training Methods:

Advantages

1. A wider range of skills or qualifications can be obtained.

2. Can learn from outside specialists or experts.

3. Employee can be more confident when starting job.

Disadvantages

1. More expensive – transport and accommodation

2. Lost working time and potential output from employee.

3. New employees may still need some induction training.

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3.11. Difference between Training and Development:

Training: Training is a learning process in which employees get an opportunity to

develop skill, competency and knowledge as per the job requirement.

Development: Development is an educational process in which the personnel of the

organization get the chance to learn the in depth application of theoretical
knowledge for their overall growth. It covers not only those activities which improve
job performance but also those activities which improve the personality of an
employee.

Basis for Training Development

comparison
Term Training is a Short term process Development is a continuous
&Long term process
Focus on Developing skill and knowledge Building knowledge, and
for the current job competencies for overcoming
future challenges
Concentrated towards Specific Job oriented Career oriented

Instructor Trainer Self directs himself for the

future assignments
Objective To improve the work To prepare employees for
performances of the employees. future challenges.
Number of Many individuals Only one
individuals
Aim Specific job related Conceptual and general
knowledge

3.12. Training Need Assessment Process:

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3.12.1 Identifying training needs:

A training need assessment is used to determine whether training is the right solution to a
work place problem. It is an ongoing process of gathering data to determine what training
needs exists so that training can be developed ton help the organization accomplish its
objectives. Training needs can be assessed by analyzing three major human resource
areas. This analysis will provide answers to the following questions:

 Who needs to be trained?

 What skill must an employee learn in order to be more productive?
 Where training is needed?

Training is needed when employees are not performing up to a certain standard or at

expected levels of performance. The difference between actual the actual of job
performance indicates a need for training. The need assessment of training and
development programs are completed through a three phase process which are:

 Organizational Analysis
 Personal Analysis
 Task Analysis

3.12.2 Organizational Analysis:

An analysis of the business needs or other reasons the training is desired. An analysis of
the organization’s strategies, goals and objectives. What is the organization overall trying
to accomplish? The important questions being answered by this analysis are who decided
that training should be conducted.

3.12.3 Personal Analysis:

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Person analysis helps to identify employees who need training that is whether employees’
current performance or expected performance indicates need for training. Identifies about
the knowledge, skill, and abilities do trainees already have in order to participate in the
training.

3.12.4 Task Analysis:

Task analysis results in a description of work activities, including tasks performed by the
employee and the knowledge, skills, and abilities required to complete the tasks.

3.13Steps of Training and Development:

3.13.1 Needs Analysis

 Identify specific job performance skills needed to improve performance and

productivity.
 Analyze the audience to ensure that the program will be suited to their specific
levels of education, experience, and skills, as well as their attitudes and personal
motivations.
 Use research to develop specific measurable knowledge and performance
objectives.

3.13.2 Instructional Design

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 Gather instructional objectives, methods, media, description of sequence of

content, examples, exercises, and activities. Organize them into a curriculum that
supports adult learning theory and provides a blueprint for program development.
 Make sure all materials, such as video scripts, leaders’ guides, and participants’
work-books, complement each other, are written clearly, and blend into unified
training geared directly to the stated learning objectives.
 Carefully and professionally handle all program elements – whether reproduced
on paper, film, or tape – to guarantee quality and effectiveness.

3.13.3 Validation

 Introduce and validate the training before a representative audience. Base final
revisions on pilot results to ensure program effectiveness.

3.13.4 Implement the Program

 When applicable, boost success with a train- the –trainer workshop that focuses
on presentation knowledge and skills in addition to training content.

3.13.5 Evaluation

 Assess program success according to:

Reaction – Document the learners’ immediate reactions to the training.

Learning – Use feedback devices or pre- and posttests to measure what learners have
actually learned.

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Behavior – Note supervisors’ reactions to learners’ performance following completion of

the training. This is one way to measure the degree to which learners apply new skills and
knowledge to their jobs.

Results – Determine the level of improvement in job performance and assess needed
maintenance.

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Part -04

Training and Development practices of Grameen Bank

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4.1 Background of the Grameen Bank:

The Grameen Bank is a Nobel Peace Prize-winning microfinance organization and

community development bank founded in Bangladesh. It makes small loans known as
microcredit or “Grameen credit” to the impoverished without requiring collateral. The
name Grameen is derived from the word gram which means "rural" or "village".
Grameen Bank originated in 1976, in the work of Professor Muhammad Yunus at
University of Chittagong, who launched a research project to study how to design a credit
delivery system to provide banking services to the rural poor.

Training means to train people to perform in the desired direction. Training is an

organized activity aimed at imparting information or instructions to improve the
recipients (entrants) or to help them attaining a required level of knowledge; skill.
Training increases knowledge develops skills and changes the attitude of the trainee’s
employees. The activities of the Academy cover mainly the topics, like. Advanced
investment management, advanced international Trade payment and Finance, Accounting
for Bankers, Legal aspects of securities and documentation, Techniques of managing
bank’s branches, Foundation course and others.

4.2 Grameen bank Training objectives:

The Grameen bank believes that the best way for participants to learn about how the bank
works is through first hand exposure and observations at the field level. Through these
experiences, participants are encouraged to draw their own conclusions about the
effectiveness of Grameen bank’s work and the impact it has on the poorest of the poor.
The objectives of GB’s training programs are to:
 Arouse curiosity
 Stimulate interest on the subject of Micro financing
 Encourage responsibility of self-motivated learning
 Learn and share with others
 Discover individual role in the organization and the global community

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4.3 Training Need Assessment of Grameen bank:

The purpose of a training needs assessment is to identify performance requirements and

the knowledge, skills, and abilities needed by an agency's workforce to achieve the
requirements. A training needs assessment is a three steps process. Decide how to
complete each type of analysis using these three phases:

 Collect information
 Analyze information
 Developing a training plan

The need assessment of training and development programs are completed through a
three phase process which are:

i. Personal analyze
ii. Organizational analyze
iii. Analyze of job requirement

 Personal analysis: Personal analyze is a process for determining whether

employees need training and whether employees are ready for training. The
organization identifies about the knowledge, skills, and abilities do trainees
already have in order to participate in the training.
 Organizational analysis: Organizational analysis involves determining the
business appropriateness of training given the organization business strategy.
 Job analysis: In job analysis the bank analyze job requirement for training by
finding the job responsibilities, the skills, and knowledge are needed for
successful performance.

4.4Training and Development program of Grameen Bank:

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Training refers to a planned effort a company to facilitate the learning of job-related

knowledge, skills or behavior employees. The goal of training efforts is for employees to
master the knowledge, skills or ability emphasized in training program and to apply it in
here day-to-day activities. Training and development can be initiated to address a
“performance gap” (learning needed to meet performance standards for a current task or
job), “growth gap” (learning needed to achieve career goals) or “opportunity gap”
(learning needed to qualify for an identified new job or role). Education is the process of
increasing the level of knowledge and understanding. Training talks about ‘know-why’.
Most of the organizations are concern about know-how of employees. They are most
concerned with employee training. As I known; the Training Department of Grameen
Bank is highly concern with continuous training and development of the employees.

4.5 Training methods followed by Grameen bank:

Several methods can be used to satisfy on organization training needs and accomplish its
objectives. The Grameen bank classified their training by two categories.

4.5.1 On-the-job Training Methods

On the job training is normally given by senior employee or manager on the job sites of
the organization. The employee is shown how to perform the job is allowed to do it under
trainer’s supervision. The various forms of on the job training include the following:

a) Job rotation: Job rotation involves moving employees to various positions in the
organization in an effort to expand their skills, knowledge, and abilities. Job rotation
can be either horizontal or vertical. Vertical rotation is nothing more than promoting a
worker into a new position. Job rotation represents an excellent method for
broadening an individual’s exposure to company operations and for turning a
specialist into a generalist. In addition to increasing the individual’s experience
allowing him or her to exposure new information. It can also provide opportunities

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for a more comprehensive and reliable evaluation of the employee by his or her
supervisors.

b) Mentoring: Mentoring is more or less related to coaching. Mentoring follows when

Grameen bank’s experienced manager, seniors and experts provides guidance,
regulation and advice to any junior employee.

c) Apprenticeship Training: Apprenticeship training is a system in which an employee

is given instruction by more experienced employee or employees in all the practical
and theoretical aspects of the work required in a skilled occupation.

d) Job Instruction Technique: Job instruction technique uses a strategy with focus on
knowledge (factual and procedural), skills and attitudes development.

4.5.2 Off-the-job training methods: Off-the-job training is provided at the Grameen

bank institution. The common forms of off the job trainings are as follows:

a) Classroom training: Courses, Workshops these are formal training opportunities

offered to employees either externally or internally. A trainer or facilitator who is an
expert can be brought into Grameen bank to provide the training session. The employee
can either be sent to one of these learning opportunities during work time. Grameen bank
provides it within their own trainer some while they send outside or hire external for the
new employees.

b) Conferences and seminars: Employees attend the conference that focuses on relevant
topic that goes with their position. After this, the employees make their own presentation
in enhancing the learning experience. Therefore, at the end of a specific period the
employees call for a conference.

c) Lecture method: Lecture is given to enhance the knowledge of listener or to give him
the theoretical aspect of a topic. Training is basically incomplete without lecture. It is a

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quick and simple way to provide knowledge to large groups of trainees as when the sales
force needs to learn the special features of a new product.

d) Video presentation: At the end of training held video presentation where a trainee
represents their presentation.

4.6 Questionnaire survey Analysis:

Questionnaire is important for any types of research. Questions are designed and asked to
respondents to extract specific information.

For preparing this report a questionnaire was prepared and interviewed 10 employees of
Grameen bank, Mirpur-2, Head Office. The questionnaires are analyzed below:

2. Which of the following training and development methods Grameen bank provides?

Particular Respondent Percentage

On-the-job 0 0%
Off-the-job 0 0%
Both 10 100%

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Figure: Training methods which Grameen bank provides.

Interpretation: This chart shows that 100% respondent says it provides on the job and
both say it provides off the job.

Comment: From the above table and graph, we can say that both of the following
training and development methods Grameen bank provides.

3. Training programs are arranged within the schedule time?

Particular Respondent Percentage

Strongly Disagree 0 0%
Disagree 3 30%
Neutral 0 0%
Agree 3 30%
Strongly Agree 4 40%

Total 10 100%

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Disagree
30% Strongly Agree
Strongly Agree
Agree 40% Agree
30% Neutra l
0 Disagree
Strongly Disagree

Figure: Training programs are arranged within the schedule time.

Interpretation: Form the graph, it is seen that most of the employees were agreed with
the statement. That is 30% employees were strongly agreed and 40% employees were
agreed with this view and 30% are disagreed.

Comment: So it can be said that the training programs of the Grameen bank are held
within the schedule time but in some content it is not.

4. Training makes employees more productive?

Particular Respondent Percentage

Strongly Disagree 0 0%
Disagree 0 0%
Neutral 0 0%
Agree 1 10%
Strongly Agree 9 90%
Total 10 100%

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Agree
10%
Strongly Agree
Agree
Strongly Agree Neutral
90%
Disagree
Strongly Disagree

Figure: Training makes employees more productive.

Interpretation: Form the graph, it is seen that most of the employees were strongly
agreed with the statement. That is 90% employees were strongly agreed and 10%
employees were agreed.

Comment: Above the pie chart data ensure that all of training programs of the Grameen
bank are effective. That’s why these training programs are making employee more
productive.

5. Grameen Bank employees are satisfied with the training content of that
organization?

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Particular Respondent Percentage

Strongly Disagree 0 0%
Disagree 0 0%
Neutral 1 10%
Agree 2 20%
Strongly Agree 7 70%

Total 10 100%

Figure: Satisfaction of employees with the training content of Grameen bank.

Interpretation: In this graph, it is seen that most of the employees were strongly agreed
with the statement. That is 70% employees were strongly agreed, agreed 20% and neutral
10%.

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Comment: Majority respondents are satisfied with the training content of the bank.

6. Grameen Bank employees are satisfied with the trainers?

Particular Respondent Percentage

Strongly Disagree 0 0%
Disagree 2 20%

Neutral 0 0%
Agree 3 30%
Strongly Agree 5 50%

Total 10 100%

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Figure: Grameen Bank employees are satisfied with the trainers.

Interpretation: In this graph, it is seen that most of the employees were strongly agreed
with the statement and some of the employees were agreed with the statement. That is
50% employees were strongly agreed, 30% employees were agreed and 20% disagreed
with the statement.

Comment: Majority employees are satisfied with the trainers and some are dissatisfied.

7. The training environment is much satisfactory?

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Particular Respondent Percentage

Strongly Disagree 0 0%
Disagree 2 20%
Neutral 0 0%
Agree 4 40%
Strongly Agree 4 40%

Total 10 100%

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Figure: The training environment is much satisfactory.

Interpretation: From the graph, it is seen that most of the employees were strongly
agreed with the statement and some of the employees were agreed with the statement.
That is 40% employees were strongly agreed, 40% employees were agreed and 20%
disagree with the statement.

Comment: The training environment of the Grameen bank is much more satisfactory and
training environment help employees to increase their skills but some are not satisfied
with the environment.

8. Grameen bank that training helps to increase the motivation at the job?

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Particular Respondent Percentage

Strongly Disagree 0 0%
Disagree 0 0%
Neutral 0 0%
Agree 3 30%
Strongly Agree 7 70%

Total 10 100%

Figure: Grameen bank that training helps to increase the motivation at the job.

Interpretation: From the graph, it is seen that most of the employees were strongly
agreed with the statement and some of the employees were agreed with the statement.

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That is 70% employees were strongly agreed, 30% employees were agreed with the
statement.

Comment: To increase the motivation of the employees at the job; the training programs
of the Grameen bank help the employees because survey should it.

9. Need assessment is done properly in your organization?

Particular Respondent Percentage

Strongly Disagree 0 0%
Disagree 1 10%
Neutral 0 0%
Agree 5 50%
Strongly Agree 4 40%

Total 10 100%

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Figure: Need assessment is done properly in your organization.

Interpretation: From the graph, it is seen that most of the employees were satisfied with
the training need assessment of Grameen bank. That is 40% employees were strongly
agreed, 50% employees were agreed and 10% disagree with the statement.

Comment: In very few times need assessment not done properly but in maximum times
they conduct it properly.

10. The learning objectives of training are met at the end of the training program?

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Particular Respondent Percentage

Strongly Disagree 0 0%
Disagree 0 0%
Neutral 0 0%
Agree 4 40%
Strongly Agree 6 60%

Total 10 100%

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Agree
60 40%

Agree
Neutral
Disagree
Strongly Agree Strongly Disagree
60%

Figure: The learning objectives of training are met at the end of the training
program.

Interpretation: From the graph, it is seen that most of the employees were strongly
agreed with the statement and some of the employees were agreed with the statement.
That is 60% employees were strongly agreed, 40% employees were agreed with the
statement.

Comment: Since, after finishing the training program; learning objectives of the training
are met.

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Part-5

Findings, Conclusion and Recommendations

5.1Major Findings:

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1) Grameen bank provides both on the job training and off the training.
2) Grameen Bank employees are satisfied with the training contents of that
organization.
3) Grameen Bank does not follow fixed schedule for the training and development
program.
4) Employees are happy with the trainers training system.
5) Some employees are not satisfied with the training environment in Grameen
bank.

5.2 Conclusion:

Grameen Bank is a statutory public authority, since it was established in 1983 under an
Ordinance. It is neither a NGO nor a bank/ a bank company/ a scheduled bank in
traditional term. Although its micro credit activities are similar to that of an NGO,
government possesses 25% ownership of that institution by law. The organization is
much more structured compared to any other bank operating local or foreign in
Bangladesh. It is relentless in pursuit of business innovation and improvement. It has a
reputation as a partner of consumer growth.

Grameen Bank has become a large institution. From the very inception it plays a vital
role in the national economy. Grameen bank provides proper attention on every
department including the human resources department and an important function of this
HR department is training and development. Banking sectors no more depends on a
traditional method of banking. In this competitive world, this sector has trenched its
wings wide enough to cover any kind of financial service anywhere in this world.

From the phase of need assessment to evaluation of training, Grameen bank tries to
provide proper attention to enrich their employee’s skill for reaching in their desired goal.
With the help of training and development programs, organization can improve its
productivity and efficiency level to an utmost position.

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Despite few of problems in training and development section in Grameen bank. It’s
improving employees and executives skills to reach the summit.

5.3 Recommendations:

As it is seen by all that the organizational and individual objectives are corresponding.
The accomplishment of both organizational and individual objectives can be directed by
training programs. Training and development make it possible through optimizing
utilization of human resources that will inspire the employees to attain the organizational
goals as well as their individual goals.

By studying and analyzing the current position of Grameen bank training and
development program, some problems are identified. So in this regard some
recommendations can be given-

1) Grameen bank should maintain the training schedule regularly.

2) Training environment of grameen bank should be improved.

5.4 Bibliography:

Books:

1. Mohiuddin Md. “Human Resource Management” 6th edition, India, Replika press Pvt.Ltd,2011

2. Raymond A. Noe and KodwaniAnitabh Doe, “Employee training and development” 5 th edition,
Tata McGraw Hill Education Pvt.Ltd.

Reports and Documents:

Annual report of Grameen Bank 2014

Websites:

http://www.Grameen Bank.com/

www.Grameen.com

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APPENDIX

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Annexure

Questionnaire

BANGLADESH UNIVERSITY OF BUSINESS & TECHNOLOGY (BUBT)

Dhaka Commerce College road, Mirpur-2, Dhaka-1216, Bangladesh

E-mail:info@bubt,info.bubt@ymail.com, Web site: www.bubt.edu.bd

Dear respondent,

I am Abul Hosen, a student of Bangladesh University of Business and Technology

(BUBT) Program BBA, making a report on “Training and development of Grameen
bank”. So I need some information, I assure you this information will only be used for
preparing this report. You kind co-operation will be highly appreciate.

Personal Information:

Name of the respondent: ………………………………………..

Department: ………………………………………………………..

Designation: ………………………………………………………..

Gender: Male /Female

1. Do you have clear idea about different methods of training and development of
your organization?
A. Yes B. No
2. Which of the following training and development method Grameen bank
provides?
a. On the job
b. Off the job
c. Both

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Please read carefully the questions and just put () in the respective box.

Strongly
Strongly Disagre
Sl. Statements Agree Neutral Disagre
Agree e
e
Training programs are arranged
1
within the schedule time.
Training makes employees more
2
productive.
Grameen bank employees are
3 satisfied with the training content of
that organization.
Grameen bankemployees are
4
satisfied with the trainers.
The training environment is much
5
satisfactory
Grameen bank ensures that training
6 helps increase your motivation at
the job.
Need assessment is done properly
7
in your organization.
The learning objectives of training
8 are met at the end of the training
program.

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