1.

1 Introduction of the Report:

Training and Development is an attempt to improve current or future employee
performance by increasing an employee’s ability to perform through learning, usually by
changing the employee’s attitude or increasing his or her skills and knowledge. Since the
beginning of the twentieth century and especially after World War II, training programs
have become widespread among organizations, involving more and more employees and
also expanding in content. In India the banking industry becoming more competitive than
ever, private and public sector banks are competing with each other to perform well. The
executives of the bank are now in the position to modify their traditional human resources
practice in to innovative human resources practices in order to meet the challenges from
other competitive banks.

This study is built upon the previous training literatures by providing a detailed
examination of training needs assessment and organizational effectiveness based upon
development based strategy. The question of the amount of training needs assessment and
the effect of training is answered through evaluation process. The purpose of training
need assessment is to add value to an organization. Hence, evaluation measures the
progress in achieving this goal by purposefully improving training programs and
measuring their worth. The training programs are established by the needs assessment of
training. A thorough needs assessment leads to effective and efficient training, which
increases the likelihood that evaluation will demonstrate successful value added
outcomes. In today’s complex and fast changing organizational environment, developing
human resources is of paramount importance and training has now become one of the
important segments of Human Resource Development (HRD) process. That is why the
efficiency of any organization depends directly on how well its employees are trained.
Training motivates employees to work efficiently and it is widely accepted as a problem
solving tool. The Human Resource Development department has to play a more proactive
role in shaping the employees to fight out the challenges. The banks not only have to
make plans and policies and devise strategies, the actual functionaries have to show
willingness, competence and effectiveness in executing the said policies and strategies.
Both training and development are necessary for any organization. Thus, the process by

Page No: 1
which training needs are identified and addressed becomes a critical issue for
organizations. It will introduce basic of training and development

1.2 Origin of the Report:

Now we are living in the age of competition at anything in any places. From that
tendency recently Education is also in the age of competition. So different universities
and institution in our country upgrade the procedures and standards of teaching. In
respect to that, Dissertations mandatory for our MBA program offered by Prime
University. This program is a partial fulfillment of our MBA curriculum. To do so I
decided to complete my Dissertation in City Bank Ltd.

1.3 Purpose of the Report:

A project report is prepared as a requirement for the completion of the MBA Degree
under the Department of Business Administration, Prime University; the study has the
following purposes:
 To experience the real Banking world.
 To get and organize detail knowledge on the job responsibility.
 To compare the real scenario with the knowledge gained in Prime
University
 To fulfill the requirement of MBA Work.
 To apply theoretical knowledge in the practical field.
 To find out the overall features of City Bank Limited.

1.4 Scope of the Report:

This research provides me with an opportunity to explore in the field of Human
Resources. This research also provides the feedback of people involved in the training
and development process. A part from that it would provide me a great deal of exposure
to interact with the high profile managers of the company.
The scope of training depends upon categories of employees to be trained. As we all
know that training is a continuous process and not only needed for the newly selected
personnel at all levels of the organization.

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1.5 Objectives of the Report:
Objectives regarding this study are as follows:
To analyze the different type of training and development of CBL with other Banks.
To recommend ways and means to solve problems regarding training and
development.
To find out the sector in which such types of problem exist.

1.6 Methodology of the Report:

Research methodology comprises a number of alternative approaches and inter-related
and frequently overlapping procedures and practices. Since there are many aspects of
research methodology, the line of action has to be chosen from a variety of alternatives
the choice of suitable method can be arrived at through the objective assessed and
comparison of various competing alternatives.

1.7 Research Design:

A research design is the basic plan, which guides the data collection and analyses the
phases of the research project. The research design of the present study was mainly
“explanatory” in nature as the main purpose of the study was to explore nature and extent
of deterioration in the quality of training and thereby to find out whether the employees
were satisfied with the training of “City Bank Ltd.”. When competitive environment
highly influenced by the quality of product available in market heavily depend upon the
efficiency and effectiveness of manpower i.e. the human resource.

1.8 Sources of Information:

The study will consist of both primary and secondary data. The primary data was
collected by direct interview through questionnaire. The secondary data was collected
from research publication, standard, journal and periodicals.

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1.9 Limitations of the Report:
To prepare a report on the topic like this in a short duration is not easy task. In preparing
this report some problems and limitations have encountered which are as follows:
The main constraint of the study was insufficiency of information, which was
required for the study. There are various information the bank employee cannot
provide due to security and other corporate obligations.
As the data, in most cases, are not in organized way, the bank failed to provide all
information.
Due to time limitation, many of the aspects could not be discussed in the present
report.
Lack of opportunity to access to internal data.
I had to base on secondary data for preparing this report.
Legal action related information was not available.
All the clients whom I interviewed did not want to provide necessary information.

2.0 Literature Review:

This chapter reviews relevant literature related to the study. It comprises theories related
to the training of employees at working place. It defines some of the basic concepts used
in employee development and training, training objectives, types and methods of training
and problems facing training and development of employees. The theories underpinning
the concept of training and development were also discussed. The chapter concludes with
the development of a conceptual framework.

2.1 Definition of the Training and Development:

“Training and development is any attempt to improve current or future employee
performance by increasing an employee’s ability to perform through learning, usually by
changing the employee’s attitude or increasing his or her skills and knowledge”

Training and development from Wikipedia, Human resources management regards

training and development as a function concerned with organization activity aimed at
bettering the job performance of individuals and groups in organizational settings.

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Training and development means changing what employees know, how to they work,
their attitudes toward their work or their interactions with their co-workers or supervisor.
Jack Halloran to say “Training is the process of transmitting and receiving information
related to problem solving”.

Mathis and Jackson said that” Training is a learning process whereby people learn skills,
concept, attitudes and knowledge to aid in the achievement of goals”.
Gary Dressler prove that” Training is the process of teaching new employees the basic
skills they need to perform their jobs”.

Ricky W. Griffin also to be said” Training usually refers to the teaching operational or
technical employees how to do the job for which they were hired”.
Duecento & Robbins are said” Programs that are more present day oriented, focuses on
individuals current jobs, enhancing specific skills and abilities to immediately perform
their job called training”.

Training, Development and Employee Performance:

In the field of human resource management, training and development is the field
concerned with organizational activity aimed at improving the performance of individuals
and groups in organizational settings (Harrison, 2012). According Cole (2009:330),
training is a learning activity directed towards the acquisition of specific knowledge and
skills for the purpose of an occupation or task. The focus of training is the job or task for
example, the need to have efficiency and safety in the operation of particular machines or
equipment, or the need for an effective sales force to mention but a few.

According to Butler (2017), training is directly related to the skills, knowledge, and
strategies necessary to do a particular job. It can include teaching staff members new
skills, exposing them to unfamiliar ideas, giving them the chance to practice and get
feedback on particular techniques or styles of working with people, or simply
encouraging them to discuss their work with one another. Development however is a
process that strives to build the capacity to achieve and sustain a new desired state that

Page No: 5
benefits the organization or community and the world around them (Garavan et al.,
1995). Training and development therefore describes the formal, ongoing efforts that are
made within organizations to improve the performance and self - fulfillment of their
employees through a variety of educational methods and programmers.

It is very difficult for an employee to perform well at the job place without any pre-
training (Garavan, 1997). Trained employees perform well as compared to untrained
employees (Partlow, 1996; Thank et al., 2007; Boudreau et al., 2008). It is very necessary
for any organization to give its employees training to get overall goals of the organization
in a better way (Flynn et al., 1995; Kaynak, 2010; Heras, 2013). Training and
development increase the overall performance of the organization (Shepard et al, 2010).
Although it is costly to give training to the employees but in the long run it give back
more than it took (Flynn et al., 1995; Kaynak, 2010; Heras, 2013). Every organization
should develop its employees according to the need of that time so that they could
compete with their competitors (Braga, 1995).

Employee performance is an important building block of an organization and factors

which lay the foundation for high performance must be analyzed by the organizations.
Performance is a major multidimensional construct aimed to achieve results and has a
strong link to strategic goals of an organization (Mwita, 2007). According to business
dictionary employee performance is the job related activities expected of a worker and
how well those activities were executed. Many business personnel directors assess the
employee performance of each employee member on an annual or quarterly basis in
order to help them identify suggested areas for improvement.

Training:
A very important area of the Human Resource Management function is training and
development for the effective use of human resources. Training is the acquisition of
knowledge, skills, and competencies as a result of the teaching of vocational or practical
skills and knowledge that relate to specific useful competencies. In this study training is

Page No: 6
viewed as a means of not only fostering the growth of the individual employee but as an
integrated part of organizational growth.

Ngirwa (2016), defined training as a “learning process in which employees acquire

knowledge, skills, experience and attitudes that they need in order to perform their job
better for the achievements of their organizational goals”. This definition shows the
bridge between job requirements and employee present specifications. Training can
therefore be seen as a systematic process of increasing the knowledge and skills of the
staff for doing a specified job by providing a learning experience.

Armstrong, (2015), defined training as the planned and systematic modification of

behavior through learning events, programs and instructions, which enable individuals to
achieve the levels of knowledge, skill and competence needed to carry out their work
effectively. This definition means that for any organization to succeed in achieving the
objectives of its training program, the design and implementation must be planned, done
systematically and tailored towards enhancing performance and productivity. Also
training gives the employee or trainee the required skills, technical knowledge and
competencies needed to perform his or her present job effectively or to prepare the
employee to fit a higher job involving higher responsibilities.
Training not only develops the capabilities of the employee but sharpen their thinking
ability and creativity in order to take better decision in time and in more productive
manner (David, 2013). Moreover it also enables employees to deal with the customer in
an effective manner and respond to their complaints in timely manner (Hollenbeck et al.,
2011). In effect therefore through training, the employee is able to take better decisions
that culminate to the success of the organization. Also time is used judiciously when it
comes to taking decisions by well-trained employee in an organization.

According to Chen et al. (2011), training programs may also help the employee to
decrease their anxiety or frustration, originated by their work or job. Therefore employees
who have acquired enough training are more likely to be satisfied with their job than
those with less training. Rowden (2009), further suggests that training may also be an

Page No: 7
efficient tool for improving ones job satisfaction, as an employee with a better
performance leads to appreciation by the top management, hence the employee feel more
adjusted with his job. Rowden and Conine (2012), also agrees with this assertion as they
see a well-trained employee as being more able to satisfy customers and shows a greater
level of job satisfaction along with superior performance.
In summary training can be seen as a planned intervention aimed at enhancing the
elements of individual job performance.
Development:

Development is concerned with specific programs designed to prepare and groom a

worker with particular education and training for higher responsibilities (Onasanya,
2012). Bardwell and Helen (2008) also view development as the process of becoming
increasingly complex, more elaborate and differentiated by virtue of learning and
maturation. It is more career than job oriented and is concerned with the longer-term
development and potential of the individual. Development covers not only those
activities, which improve job performance, but also those which bring about growth of
the personality; helps individual in the progress towards maturity and actualization of
their potential capacities so that they become not only good employees but better men
and women.
As a result of the ever rapid changes in technology and ways of doing business,
employees constantly need to be abreast with time to remain productive. Development
therefore helps the employee to improve ability to handle a variety of assignments;
improve performance at all levels in his or her present job; helps to sustain good
performance throughout his or her carrier exploring his or her full potential. According to
Tikka (2015), development sees the employees as adaptable resources with a variety of
skills and places within the organization and it is also concerned with giving the
individual the right mix of skills, experiences and contacts to enable them to achieve their
full potential.
In summary development may be defined as those processes that are concerned with the
enhancement of employees‟ career in the long-term.

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2.2 Theories Underlining Concepts:

For effective training and development process to take place, learning is a precondition.
Following the increasing role of learning theories in educational psychology, there has
been an ongoing trend with the educators and trainers to highlight the importance of
learning theories in training and development. An understanding of these theories is
essential to find out their implications in the field of training and development. A
generally accepted definition of learning is any relatively permanent change in behavior
that occurs as a result of experience (Robbins,1998). Training and development
programmers are seen as instructor-led and content-based interventions which lead to
desired changes in behavior (CIPD, 2012). In training and development programmers,
learning is viewed as an intervening variable to cause behavioral change, which is a
dependent variable and the experience or practice works as the independent variables.

2.3 Behavioral Theories:

The term "behaviorism" was coined by John Watson (1878–1959). Watson believed that
theorizing thoughts, intentions or other subjective experiences was unscientific and
insisted that psychology must focus on measurable behaviors. For behaviorism, learning
is the acquisition of a new behavior through conditioning (Myers, 2017). According to
Myers (2017), there are two types of conditioning namely classical and operant
conditioning.

Classic Learning Process: This is a process of learning by temporal association in

which two events that repeatedly occur close together in time become fused in a
person’s mind and produce the same response. That means learning occurs when a
natural reflex responds to a stimulus.

Operant Learning Process: This process occurs when a response to a stimulus is

reinforced. If a behavior is rewarded, that behavior is repeated. With this process,
learning is a function of change in overt behavior. Changes in behavior are the result
of an individual's response to events (stimuli) that occur in the environment.

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Behaviorists view the learning process as a change in behavior, and will arrange the
environment to elicit desired responses through such devices as behavioral objectives,
Competency-based learning, and skill development and training (Smith, 2009).

Cognitive Theories:
Cognitive theories grew out of Gestalt psychology, developed in Germany in the early
1900s and brought to America in the 1920s. The German word gestalt is roughly
equivalent to the English configuration or pattern and emphasizes the whole of human
experience (Young, 1996). According to Young (1996), over the years, the Gestalt
psychologists provided demonstrations and described principles to explain the way we
organize our sensations into perceptions. Gestalt psychologists criticize behaviorists for
being too dependent on overt behavior to explain learning. They propose looking at the
patterns rather than isolated events. Gestalt views of learning have been incorporated into
what have come to be labeled cognitive theories. According to Young (1996), two key
assumptions underlie this cognitive approach: that the memory system is an active
organized processor of information and that prior knowledge plays an important role in
learning. Cognitive theories look beyond behavior to consider how human memory works
to promote learning, and an understanding of short term memory and long term memory
is important to educators influenced by cognitive theory (young et al., 1996). young et al.
(1996) indicated that this theory views learning as an internal mental process (including
insight, information processing, memory and perception) where the educator focuses on
building intelligence and cognitive development. The individual learner is more
important than the environment.

Constructivism:
Constructivism emphasizes the importance of the active involvement of learners in
constructing knowledge for themselves, and building new ideas or concepts based upon
current knowledge and past experience (Smith, 2009). Constructivism is recognized as a
unique learning theory in itself. Behaviorism and cognitivist both support the practice of
analyzing a task and breaking it down into manageable chunks, establishing objectives,

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and measuring performance based on those objectives. Constructivism, on the other hand,
promotes a more open-ended learning experience where the methods and results of
learning are not easily measured and may not be the same for each learner (Smith, 2009).
According to Smith (2009), constructivists believe that all humans have the ability to
construct knowledge in their own minds through a process of discovery and problem
solving. The extent to which this process can take place naturally without structure and
teaching is the defining factors amongst those who advocate this learning theory.

Social Learning Theories:

Social learning theory plays an important role in training and development. First, the
manager, by becoming a role model for his/her coworkers, can improve their behavior. In
fact employees are more likely to imitate their superiors than their peers because of their
status, experience and reward power. Second, modeling has a considerable role to play in
implementing a self-managed approach through self-observation and self-monitoring
(Davis and Lathan’s, 1980). Third, for improving the effectiveness of training, a vicarious
or modeling principle has been proposed to be used in four stages, namely, 1)
presentation of models displaying the desired behaviors, 2) imitation or rehearsal by the
observer of the modeling behaviors; 3) social reinforcement or favorable recognition for
adoption of the modeled behaviors by the observer; and 4) transfer of training to
encourage the use of learned behaviors back on the job (Goldstein and Scorcher, 1974;
Manzo and Sims, 1981). Because of the importance in human interaction in management,
social learning theory (particularly modeling and role-playing) provides general
framework for many aspects of management education. Coaching and monitoring are
commonly used management development techniques that attempt to harness social
learning in the work place (Rossetti, 1990).
Beyond the many theories underlying training and development, it is also important to
recognize that the theories relate to training and development processes.

Training and Development Process:

According to Armstrong (2013), training and development program should be systematic
that is, it should be specifically designed, planned and implemented to meet defined

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needs. Therefore a good training and development program should involve the following
fundamental steps: establishment of a training policy, determining training needs
assessment, developing training objectives and plan, developing training methods,
identifying the trainees and finally, evaluating the effectiveness of training development
program
Purpose of Employee Training and Development Programmed:
The purpose of training and development programs in organizations are mainly to
improve knowledge and skills, and to change attitudes or behavior. It is one of the most
important potential motivators which can lead to many possible benefits for both
individuals and the organization. According to Adams (2009), training makes employees
feel that they are part of the organization’s family. Training creates the sense of
belonging in all employees. It enhances professional development and skills of
employee’s. It also makes knowledgeable workforce with fewer mistakes. McNamara
(2017) added that training increasing job satisfaction and employee morality, enhancing
the employee motivation, improving the efficiencies in processes and financial gain,
raising the ability to obtain new technologies, developing the innovation in strategies and
products and reducing employee turnover are other important benefits of training.
Noe (2009) also mentioned other benefits of training such as better prepared employee to
achieve the organizational goals, more productive staff that are able to meet the
challenges of change in the organization during learning and work on new programs. He
believes that with training activities, while the organization will be more successful at
attracting and retaining employees, it already has a pool of employees who are prepared
to replace the ones leaving. Adeniyi (1995) further opined that for every employee to
perform well there is the need for constant training and development. The right employee
training, development and education provide big payoffs for the employer in increased
productivity, knowledge, loyalty, and contribution to general growth of an organization.
The reasons behind employee training and development cannot be overemphasized. One
can easily deduce some reasons behind organizations engaging in training and
development of their staff. According to Adeniyi (1995) other reasons why organizations
organize training and development programmers for its employees in the following:

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 1. When needs arise as a result of findings from the outcome of performance
appraisal
2. As part of professional development plan.
3. As part of succession planning to help an employee be eligible for a planned
change in role in the organization.
4. To imbibe and inculcate a new technology in the organizations system.
5. Because of the dynamic nature of the business world and changing technologies

Evolution of Training and Development:

As man invented language, machines, tools, shelter, weapons etc the need for training
and development became an essential ingredient in the march of civilization. Man had the
ability to pass on to others knowledge and skill he had gained in mastering his
circumstances. This he did by examples, by words, and by signs. Through these devices
the development process called training and development was administered; and when
the message was received by another successfully we say that learning took place and
knowledge or skills were successfully transferred. Man began amassing knowledge at the
beginning of the Stone Age. The Industrial Revolution, the date1750 has been selected by
many thoughtful men as the close of the period of man’s knowledge accumulation and
the beginning of a new phase. In the 1920s industry was being served by a unique and
valuable training and development services. After 1950s training and development is
accepted as a synonym for all of the forms of knowledge, skills and altitudinal
development which people need to keep pace with accelerating life involvement and the
enlarging concept of man’s capabilities. There is a great need for accelerating efforts to
replace obsolete skills with the new technological demands being made by the industry.
The future will see more and more efforts in this direction which, with
proper application and control can add the jet age concept of overwhelming power to
individual development

Page No: 13
3.1 Overview of the Bank:

City Bank Limited incorporated on 26 June, 1983 as a public company with limited
liability under the Companies Act 1994. The bank obtained permission to commence
business with effect from 27 June, 1983 and started banking operations on 29 June 1983
with an authorized capital of Tk. 100 million divided into 1 million ordinary shares of Tk.
100 each. A number of leading figures from industry and business in the country met in
the eighties of last century the construction of City Bank. The result was one of the first
generation banks in the private sector in the country. For example, City Bank Limited
(UBL) was, in fact, and the GOB was kind enough to participate as a shareholder.

Management:
The Bank has in its Management a combination of highly skilled and eminent bankers of
the country of varied experience and expertise successfully lead by Mr. M. Shahjahan
Bunyan, a dynamic banker, as its Managing Director and well educated young, energetic
and dedicated officers working with missionary zeal for the growth and progress of the
institution.

3.2 Vision and Mission of City Bank Limited:

Vision:
To expand as a financial institution and achieve sustained economic growth by
continuing to exceed our customers' expectations for top-tier service and innovative
financial solutions.

Mission:
 To build City Bank Limited into an efficient, market driven, customer focused
institution with good corporate governance structure.

 Continuous improvement in our business policies, procedure and efficiency

through integration of technology at all levels.

Page No: 14
3.3 Strategic Statement:

To have sustained growth, broaden and improve range of products and services in all
areas of banking activities with the aim to add increased value to shareholders’
investment and offer highest possible benefits to our customers.

3.4 Branches of City Bank Limited:

CBL is operating all over the country with 229th branches and all are under online
network. Most of branches are in Dhaka but they have City hes in all the main
cities like- Chittagong, Sylhet, Khulna, Patna, Jessore and Rajshahi, Comilla, Barisal,
Bogra etc. In addition, its effective and diversified approach to seize the market
opportunities is going on as continuous process to accommodate new customers by
developing and expanding rural. Besides these traditional delivery points, the bank is also
very active in the alternative delivery area. It currently has the facilities of SMS Banking,
Internet Banking and a large number of ATMs of its own with ATM sharing arrangement
with other partner banks.

3.5 Board of Directors of City Bank Limited:

The Board of Directors is composed of 15 (fifteen) members headed by a Chairman. The

rest of them are a Vice- Chairman, a Managing Director and Directors.

Sl No Name Designation
01 Azharul Islam Chairman
02 Md. Asaduzzaman Vice-Chairman
03 Badrunnesa (Sharmin) Islam Directors
04 Md. Mahfuzus Subhan Directors
05 Abul Barq Alvi Directors
06 Faruque Alamgir Directors
07 Col. Engineer M. S. Kamal (Retd) Directors
08 Prof. Mirza Mazharul Islam Directors
09 Prof. Sharif Md. Shahjahan Directors

Page No: 15
 10 Sayes A. N. Wahed Directors
11 Shah Habibur Haque Directors
12 Sk. Amanullah Directors
13 Major General Prof. M. A. Mohaiemen Directors
14 Shamsuddin Ahmed Managing Director

3.6 Service Design:

CBL Imperial Savings is very attractive, unique product design is a very effective way to
differentiate. The product design is so innovative that anyone can attract by its benefits.

 Customer can open one “CBL Imperial Savings” account with any CBL branches.

 Hotel/ Hospital/ Air ticket/ Rail way ticket booking as per valued Imperial
Client’s need

 Monthly/Quarterly statement; Monthly E-statement free

This differentiation strategy involves using the characteristics of the product you market
to differentiate from your competitors. Every brand is built on a product (I include
services here as well). As a result, especially in the early stages of the brand building
process where not enough emotional connections have been built, product-based
positioning might be one of the very few options available.

3.7 Financial Structure of City Bank Limited:

Table: Amount of Deposits and Advances
BDT in million)
Year Deposits Advance
2012 29,153.9 22,938.3

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 2013 31,477.6 18,786.3
2014 34,615.2 18,601.0
2015 36,891.9 21,851.5
2016 39,360.2 25,163.9
2017 43,586.4 28,477.4

Deposit & Advances (Taka in million)

50000

40000

30000

20000

10000

0
1 2 3 4 5 6

Deposits Advance

Rural Credit, Micro ENT. & SP. Program Financing:

Loan is provided to the rural people for agricultural production and other off-farm
activities.
 Loan pricing system is customer friendly.
 Prime customers enjoy prime rate in lending and other services.
 Quick appreciation, appraisal, decision and disbursement are ensured.

Credit facilities are extended as per guide-lines of Bangladesh Bank (Central Bank of
Bangladesh) and operational procedures of the Bank. The rates may, however, change
from time to time depending on the level of competition in the financial sector.
As a nationalized Bank it has a social responsibility to improve the financial condition of
the poor/unemployed people. With a view to perform that social responsibility, Bank has
initiated rural credit program since 1974. Now under this rural portfolio there are 15
products.

Page No: 17
A vast majority of the Bangladeshis live in the rural areas and their main source of
income is agriculture and agro-business. City Bank Ltd. has opened branches in rural
areas to cater to the banking needs of rural people. Apart from accepting deposits from
the rich and moderately well off villagers, City Bank Ltd. encourages the poor people to
make small savings through different mechanisms.

So far lending in rural area is concerned; City Bank Ltd. has been financing agricultural
production and poverty alleviation programs since 1977. The average loan size is about
Taka 10,000.00 (around US$ 200) and the number of borrowers under rural credit
scheme is more than 100,000.

Short Term Crop Production Loan

Irrigation and Agricultural equipment
Fish/Shrimp Production
Horticulture Development
Agro-based Industry
Rural Transport
Weavers Credit
Agri-business Loan
Tea Production & Processing Loan
Different Micro Credit Programs

City Bank is one of the largest commercial bank in Bangladesh. The aim of the Bank is
to actively participate in the socio-economic development of the nation by operating a
commercially sound Banking system. It provides credit to deserving borrowers and at the
same time, protects depositor’s interest.

Deposits:
City Bank mobilized total deposit of BDT 43,586.4 million as of December 31, 2017 as
compared to BDT 39,360.2 million in 20086. Comparative interest rates deposit
mobilization efforts of the bank and confidence reposed by the customer in the bank
contributed to the notable growth of 10.74% in deposit. The bank evolved a number of

Page No: 18
attractive deposit schemes to care to the requirement of small and medium services. This
improved not only the quantum of deposits, it also brought about qualitative change in
the depositors structure.

Break-up of Deposit and Deposit Mix

(Taka in million)
Type As on 31-12-17 As on 31-12-16
Current deposit and other accounts 12,372.37 10,473.85
Bills payable 1,643.29 1,074.69
Savings Bank Deposits 17,876.53 16,874.92
Term Deposits 10,417.18 10,037.19
Other Deposits 1,276.99 899.56
Total 43,586.36 39,360.21

Deposit Mixes on 31-12-2017

3%
24% 28%

4%

41%

Current deposit & others Bills payable

Savings Bank Deposits Term Deposits
Other Deposits

Investment:
To earn profit, the Bank Prudently invests its fund to different sectors. The investment
portfolio of the Bank is comprised of Treasury bill, other bonds, Debenture, Shares etc.
The Bank earns a handsome profit from this investment portfolio. Year wise investment
of the Bank is shown in the following table:

Year Investments (Taka in million)

2012 6,739.4
2013 9,883.9
2014 12,794.0
2015 10,062.1

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 2016 9,564.5
2017 14,455.8

Investments

15,000.00
10,000.00
5,000.00
0.00
1 2 3 4 5 6

Investments

Head wise position of Bank’s Invested Fund at the end of the year 2014 is given
below:
Heads of Investment (Taka in million)
Treasury Bills and Bonds 14,142.8
Approved Debenture (in purchase price) 231.0
Prize Bond 8.1
Ordinary Shares:
a) Eastern Bank Ltd. 43.1
b) Karmasangs than Bank 10.0
c) ICB (Approved) 7.9
d) CDBL 1.0
e) Other Companies 11.9 73.9
Total: 14,455.8

Page No: 20
 Percentage wise Investment-
2017

Treasury Bills Debenture Prize Bond Shares

Import Business:
For the very beginning the Bank has embarked on extensive foreign exchange business
with a view to facilitating international trade transactions of the country. The total import
business handled by the bank amounted to BDT 25,407.9 million as of December 31,
2017 as compared to BDT 22,630.7 million in 2016. Import mainly confined to consumer
goods, capital machineries and industrial raw materials.
Export Business:
The total export business handled by the bank amounted to BDT 14,784.5 million as of
December 31, 2017 as compared to BDT 18133.9 million in 2016. The bank has made
significant contribution to readymade garments sector, which contributed 75.60% of total
export of the country in 2015-12. Other items include Shrimps, Tea and Non-traditional
item.

Table: Amount of Import and Export

(BDT in million)
Year Import Export
2012 27,094.4 21,036.5
2013 26,204.9 20,728.9
2014 24,080.0 19,133.1
2015 23,092.4 18,191.8
2016 22,630.7 18,133.9

Page No: 21
 2017 25,407.9 14,784.5

Amount of Import and Export (BDT in million)

30,000.00
25,000.00
20,000.00
15,000.00 Import
10,000.00 Export
5,000.00
0.00
1 2 3 4 5 6

Post-Tax Profit:
The Post-Tax Profit of the bank stood to the BDT 409.5 million as of December, 2013
against BDT 248.8 million in 2012. The growth in Post-Tax Profit is 64.59% in the year
2012 in compared to 2011.

Year Operating Profit (Tk. in million)

2012 249.5
2013 197.1
2014 100.6
2015 142.6
2016 248.8
2017 409.5

Page No: 22
4.1 Introduction:
Employees are the core resources of any organization, without them, one cannot run their
organization, and human resources are conducted with the growth of development of
people toward higher level of competency, creativity and fulfillment. It help employee's
become better more responsible person and then it tries to create a climate in which they
contribute to the limits of their improved abilities. It assumes that expanded capabilities
and opportunities for people with lead directly to improvements in operating
effectiveness. Essentially, the human resource approach means that people better result.
Bank always determine what jobs need to be done, and how many and types of workers
will be required.

Human Resource Department of CBL is the main dimension of people of the

organization. It is responsible for hiring competent people, training them, helping them
perform at high levels and mechanisms to ensure that these employees maintain their
productive affiliation with the organization. Human Resources Department of CBL is
solely responsible mainly for recruitment, training and development, ensuring
compensation and benefits of staffs, performance appraisals and rewards. With all those
core functions Human Resources Department linkage its operations meet the
organization's objectives.

Page No: 23
 4.2 Human Resources Department of CBL:
Human resources Department of is one of the most valued departments with the
responsibilities of staffing, training and development, organization development,
performance appraisals, rewarding, control and maintenance etc. With the start of The
Human Resources Department of experienced executives to carry out the whole
responsibilities. The Human Resources Department of stands in its Head Office at
Motijil, C'heni Shilpo Bhaban under the direct supervision of the top management.

4.3 Organization of the Human Resources of Bank:

VP HR

AVP/Director Compensation
AVP/Director Recruitment AVP1DIrector
AVP/Director Training & AV/director labor relation
of employee

Fig: Structure of HR Department in UBL

4.4 Objectives of the Human Resources Department of CBL:

The objective of HRM can be described as follows-

 To hire the right person for the job

 To reduce employee turnover

Page No: 24
  To motive people to perform at high effort levels.
 Not to waste time with useless interviews.
 To remove unfair labor practices.
 To maintain a high morale & better human relations inside the origination.
 To maintain organizational peace.
 To attract competent people and retain them in the organization.
 To recognize and satisfy individual needs.

4.5 Basic Principles of HRM in CBL:

 Treat people with respect and dignity;
 Deal with people as complete individuals.
 Treat all employees with justice.
 Provide people with justice.
 Make people feel that they are most valuable asset for the organization.
 Rewards should be earned, not given.
 Not to underestimate the potentials of people.
 Provide people with all relevant information.

4.6 Functions of the Human Resource Department of CBL:

 To control the administration of human resources of the bank

 To access and collect compatible personnel who will be perfect for the bank
 To take program and implement for developing human resources.
 To make appointment, promotion and appraising skill of officer and stuff
 To maintain relationship with government and other institution
 To access and grant retirement facilities at the time of retirement

Page No: 25
  To communicate with e union scrutinizing their demands
 To give loan for house building, car, motorcycle and ensure their proper
utilization
 To give medical facilities to the staff.
 To maintain and grant leaves without regular leave
 To coordinate and evaluate the branch office
 To prepare and implementation policy about human resources and related
activities.
 To perform the activities assigned by the department head

4.7 Core Functions of Human Resources Department in CBL:

CORE HR PROCESS

Recruitment and selection Compensation and benefits

Training and Development

Figure: Core HR Process in HR department of backed by the Human Resources Manual.

4.8 Define Training and Development:

Training to new employees is important for the reason that they need to acquire basic

Skills related to the particular job in which he is employed and development means aims
to increase abilities in relation to some future position or job-usually management.

4.9 Objectives of Training:

Like every organization, City Bank Limited and the employees or human resources of
this organization have some objectives. The organizational and individual objectives are

Page No: 26
complementary. So a training program is directed toward the accomplishment of both
organizational and individual objectives. We can classify the objectives in two major
headings.

4.10 Objectives of Training Related to CBL

 Achieving efficiency in operation.

 Improving knowledge on new method.
 Informing the banking policy
 Providing knowledge on bank-customer relationship.
 Change of attitude toward the job.
 Reduction of employee turn-over.
 Improving quality of work.

4.11 Objectives of Training Related to Individual

1. Reducing inherent fear about jobs: Training is reducing inherent fear about jobs.
2. Updating Knowledge: Technological advancement, business environmental changes
and new management philosophies have now made it imperative for the organization
to renew and update the knowledge and skills of the employees so that they do mil
become redundant for obvious functional incompetence. The first and foremost need
for manpower training therefore, is to renew and update knowledge and skills of
employees to sustain their effective performance and so also to develop them for
future managerial positions.
3. Avoiding Obsolescence: Recent economic liberalization programs of Government of
India is necessitating Organizational restructurings, which inter alia, calls for training
the employees, irrespective of their functional level, for their redeployment in
restructured jobs. Therefore, the second important need for training is to avert
functional obsolescence

4.12 Methods of Training Used by City Bank Limited

Page No: 27
Methods are the ways through which. Employees are trained. City Bank Limited uses
several methods of training depending on the situation and training objectives. However,
the methods of training can primarily classify into two types. On-the -job Training (0.1T)
means having a person learn a job by actually doing it. every employee, from mailoorm
clerk to company president, gets on the job training when he or she joins a firm. In many
firms, OJT is the only training available.

The most familiar type of on the job training is the coaching or understudy method. Here,
an experienced worker or the trainee's supervisor trains the employee. At lower levels,
trains may acquire skills by observing the supervisor. But this technique is widely used at
top-management level too. A potential future CEO might spend a year as assistant to the
current CEO, for instance. Job rotation, in which an employee (usually a management
trainee) moves from job to job at planned intervals, is another OJT technique.There are
some steps to help insured OJT Success

Step: 1 Prepare the Learner:

1. Put the learner at ease- relieves the tension.

2. Explain why he or she is being taught,

3. Create interest, encourage - encourage find out what the learner already knows about
this or other jobs.

4. Explain the whole job and relate it to some job the worker already knows.

5. Plane the learner is dose is the normal working position as post CBL e.

6. Familiarize the worker with equipment, materials, tools, and trade

Step 2: Present the Operation:

1. Explain quantity and quality requirement?

2. Go through the job at the normal work pace.

3. Again go through the job at a slow pace several times; explain the key points.

Page No: 28
4. Have the learner explain the steps is you go through the job at a slow pace,

Step: 3 Do a Tryout:

1. Have the learner go though the job several times explaining: slowly, explaining each
step to you. Correct mistakes and mistakes and, if necessary, do some of the
complicated steps the first few times.

2 Run the job at the normal pace.

3. Have, the learner do the job, gradually building up skill and speed.

4. As soon as the learner demonstrates ability to do the job, let the work begin, but don't
abandon him or her.

Step: 4. Follow Up:

1. Designate to whom the learner should go for help

2. Gradually decrease supervision, checking work from time to time against quality and
quantity standards.

3. Correct faulty work patterns before they become a habit. Show why the learned
method is superior.

4. Compliment good work; encourage the worker until he or she is able to meet the
quality and quantity standards.

1. Apprenticeship Training:

More employers are implementing apprenticeship programs, an-approach that began in

the middle Ages. Apprenticeship training is a structured process which people become
killed workers through a combination of classroom Instruction and on-the job training. It
is widely to train individuals for many occupations. It traditionally involves having the
learner/apprentice study under the tutelage of a master craftsperson.

Several U.S. facilities currently use this approach. For example, the Siemens Stromberg-
Carlson plant in Florida has apprenticeships for adults and high school students for

Page No: 29
electronics technician jobs.

2. Informal Learning:

Employers should not underestimate the importance or value of informal training.

Surveys form the American Society for Training and Development estimate that as much
as 80% of what employees learn on the job they learn not through formal training
programs but through informal means, including performing their jobs on a dally basis in
collaboration with their colleagues.

Although managers don't arrange informal learning, threes still a lot they can do the
ensure that it occurs. Most of the steps are simple.

3. Job Instruction Training;

This is training through step-by-step learning. Usually steps necessary for a job are
identified in order of sequence and an employee is exposed to the different steps of a job

by an experienced trainer.

4.13 Managerial on-the-job Training:

On -the - job training is not just for non managers. Managerial on -the -job training
methods include job rotation the coaching/understudy approach, and action learning.

1. Job Rotation:

Job rotation means moving management trainees from department to department to

broaden their understanding of all parts of all parts of the business and to test their
abilities. The trainee - often a recent college graduate may spend several months in each
department. The person may just be an observer in each department, but more commonly
gets fully involved in its operations. The trainee thus learns the department's business by
actually doing it, while discovering what jobs he or she prefers.

2. Coaching/Understudy Approach:

Page No: 30
Here the trainee works directly with a senior manager or with the person he or she is to
replace, the latter is respond UBL y for the trainee's coaching. Normally, the understudy
relieves the executive of certain responsibilities, giving the trainee a chance to learn the
job.

3. Action Learning:

Action learning programs give managers and others released time to work full-time on
projects, analyzing and solving problems in departments other than their own. The basics
of a typical action learning program include. Carefully selected teams of five to 25
members; assigning the teams real world business problems that extend beyond their
usual areas of expertise and structured learning through coaching and feedback. The
employer's senior managers usually choose the projects and decide whether to accept the
teams' recommendations.

4.14 Off the job Training Methods:

1. Lectures:

Lecturing has several advantages. It is a 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. You could use written materials instead, be they may require considerable
more production expense and won't encourage the give-and-take questioning that lectures
do.

2. Programmed Learning:

Whether the medium is a textbook, computer, or the Internet, programmed Leering (Or
programmed instruction) is a step-by-step, self-leaning method that consists of there
parts.

1. Presenting questions facts or problems to the learner

2. Allowing the person to respond

3. Providing feedback on the accuracy of answers.

Page No: 31
Generally, programmed learning presents facts ad follow-up questions. The learner can
then respond, and subsequent frames provide feedback on the accuracy of his or hear
answers. What the next question is often is often depends on the accuracy of the learner's
answer to the previous question. Programmed learning's main advantage is that it reduces
training. It also facilitates learning because. It lets trainees learn at their own pace,
provides immediate feedback and (from the learner's point of view) reduces the risk of
error.

3. Audiovisual-Based Training:

Audiovisual-based training techniques like, PowerPoint's, vide conferencing, audiotapes,

and videotapes can be very effective and are widely used. The Ford Motor Company uses
videos in its dealer training sessions to simulate problems and sample reactions to various
customer complaints, for example.

Audiovisuals arc more expensive than conventional lectures hut offer some advantages.
Of course, they usually tend to be more interesting. In addition, consider using them in
the following situations:

1. When there is a need to illustrate how to follow a certain sequence over time, such as
when teaching fax machine repair. The stop-action, instant replay, and fast- ar slow-
motion capabilities of audiovisuals can be useful here.

2. When there is a need to expose trainees to events not easily demonstrable in live
lectures, such as a visual tour of a factory or open-heart surgery.

3. When you need organization wide training and it is too costly to move the trainers
from place to place.

Simulated training may take place in a separate room with the same equipment the
trainees will use on the job. However, it often involves the use of equipment simulators.
In pilot training, for instance, airlines use flight simulators for safety', learning efficiency,
and cost savings, including sayings on.

4. Case Study:

Case study method helps students to learn on their own by independent thinking. A set

Page No: 32
of data or some descriptive materials are given to the participants asking them to analyze,
identify the problems and also tc5 recommend solutions for the same.

5. Role Playing:

This training method particularly helps in learning human relations skills through
practice and imbibing an insight into one's own behaviors. Trainees of such a
programmed are

Informed of a situation and asked to play their roles in the imaginary situation before
the rest of the class. This therefore, helps in the enriching of interact Tonal skills of
the employees.

6. T-Group Training:

T-group is sensitivity training, and takes place under laboratory conditions and is mostly
instructed and informal kind of training. The trainer in such a training program is catalyst.
He helps the individual participants to understand how others perceive his behavior, how
here acts to the behavior of others and how and when a group acts either in a negative or
in a positive way.

7. E-learning:

Training programmers delivered via intranet are now thought of as the most cost-
effective route. It is not only cost effective but also caters to the real time information
need of employees. However, it involves convergence of several technologies, like,
hardware, software, web designing and authoring, instructional design, multimedia
design, telecommunications and finally internet-intranet network management.

4.15 Methods of Development of CBL:

Some development of an individual's abilities can take place on the job. We will review
several methods, three popular on-the-job techniques

1) Job rotation

2) Assistant-to position

Page No: 33
 3) Committee assignments

And three off-the jobs methods:

1) Lecturer courses and seminars

2) Simulation exercise

3) Outdoor training.

1) 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.
We will emphasize the horizontal dimension of job rotation, or what may be better
understood as a short-term lateral transfer.

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 reduce boredom and stimulate the development if new ideas. It can
also provide opportunities for a more comprehensive and reliable evaluation of the
employee by his or her supervisors.

2) Assistant-To positions:

Employees with demonstrated potential are sometimes given the opportunity to

work under a seasoned and successful manager often in different areas of the
organization. Working as staff assistants or, in some cases, serving on "special
board," these individuals perform many duties under watchful eye of a supportive
coach. In doing so, these employee get exposure to a wide variety of management
activities and are groomed for assuming the duties of the next higher level.

3. Committee Assignment:

Committee assignments can provide an opportunity for the employee to share

decision making, to learn by watching others, and to investigate specific

Page No: 34
 organizational problems. When committees are of a temporary nature, they often
take on task-force activities designed to develop into a particular problem, ascertain
alternative solutions, and make a recommendation for implementing a solution.
These temporary assignments can be both interesting and rewarding to the
employee's growth. Appointment of permanent committee increase the employee's
exposure to other members of the organization, broadens his or her understanding,
and provides an opportunity to grow a make recommendation under the scrutiny of
other committee members. In addition on-the-job techniques described above, we
will briefly discuss three of the more popular ones: lecture courses and seminars,
simulations, and outdoor training.

1) Lecture course and seminars:

Traditional forms of instruction revolved around formal lecture courses and seminars.
These offered an opportunity for individuals to acquire knowledge and develop their
conceptual and analytical abilities. For many organizations, they were offered in house by
the organization itself, through outside vendors, or both.

Technology is allowing for significant improvements in the training field. The use of
digitized computer technology, a facilitator can be in one location giving a lecture, while
simultaneously being transmitted over fiber-optic cable, in real time, to several other
locations.

Over the past few years, we've witnessed an expansion of lecture courses and seminars
for organizational members. This has been in the form of returning to college classes,
either for credit toward a degree or by way of "continuing education" courses. Either
way, the outcome is the same. Employees are taking the responsibility to advanced their
skills, knowledge, and abilities in an effort to enhance their value-address to their current
or "future" employer.

2) Simulations:

Simulations are probably ever more popular for employee development. The more widely

Page No: 35
used simulation exercises include case studies, decision games, and role plays.

The case-study analysis approach to employee development was popularized at the

Harvard Graduate School of business. Taken from the experiences of organization, these
causes represent attempts to describe, as accurately as post CBL e, real problem that
managers have faced. Trainees study the case to determine problem, analyze causes,
develop alternative solutions, select what they believe to be the best solution, and
implement it.

Case studies can provide stimulating discussions among participants, as well as excellent
opportunities for individual to defend their analytical and judgmental abilities. It appears
to be a rather effective method for improving decision-making abilities within the
constraints of limited information.

Simulated decision games and role-playing exercises put individuals in the role of acting
out supervisory problem. Simulations, frequently played on a computer programmed,
provide opportunities for individuals to make decisions and to witness the implications of
their decisions on other segments of the organization.

Role playing allows the participants to act out problems and to deal with real people.
Participants are assigned roles and are ask to react to one another as they would have to
do in the managerial jobs.

3. Outdoor Training:

Outdoor training typically involves some major emotional and physical challenge. This
could be whitewater rafting, mountain climbing, paint-ball games, or surviving a week in
the 'jungle.' The purpose of such training is to see how employees react to the difficulties
that nature presents to them. Do the face these dangers alone? Do they "freak"? Or are
they controlled and successful in achieve their goals? The reality is that today's business
environment does not permit employees "stand alone". This has reinforced the
importance of working closely with one another, building trusting relationship, and
succeeding as a member of a group.

4.16 Benefits for Employees:

Page No: 36
  The opportunity for promotion and self-improvement;
 Improved job satisfaction through better job performance
 A challenge: the chance to learn new things;
 Adaptability: greater ability to adapt to and cope with changes
 Increase job scope and allow for job rotation

4.17 Benefits for the Organization:

 Higher productivity through better job performance, more efficient use of human
resources;
 Goals and objectives more effectively met;
 Reduced costs due to less labor turnover, errors, accidents etc.
 A more capable, mobile workforce;
 Existing staff more easily retained; An insurance policy; employees are better
able to cope with organization

4.18 Training Institutes of City Bank Limited

City Bank Limited training institution was established in 1996. Since then, institute has
been conducting various types of training programs on different banking affairs in order
to develop knowledge, skip; and attitude of the employees of bank.

4.19 Objectives of Training Institutes of CBL:

The major objectives are:

 To enrich both theoretical and practical knowledge in banking and also

developing managerial skills of the employees of bank.
 To impact training programs based can day-to-day banking needs.
 To raise the standard of performance of the work force employed in the bank.

Page No: 37
4.20 Activities of CBL in Dhaka:

Officers/staff trained since its inception

Year No. of officers'/staff

1996 500

1997 1000

1998 1200

1999 1300

2000 800

Figure: Officers/staff trained since its inception Source: Annual course calendar 2009

4.21 Training Performance (2003-2017):

The Training Institution plays a significant role in the field of training of officers and
staff members of the bank. Under different banner of the training courses in 64 batches a
total number of 4399 Officers and Executives have already been imparted training

Year Number of courses Number of participant

(Yearly basis)

2009 25 291

2010 32 300

2011 35 450

2012 39 425

2013 40 425

Page No: 38
 2014 40 500

2015 33 525

2016 42 530

2017 40 550

Total 326 3996

600
500
400
300
200
100
0
Number of courses Number of participant
(Yearly basis)

Training
Performance
2017

Sl. Number of
Name of course Level of participants Frequency
no: participants

1 Foreign Exchange & Foreign Officer to SPO 1 31

trade

2 Branch Management Sr. Officer to SPO/Br. 1 26

manager

3 Banking foundation Course Officer 2 66

4 Human Relation & Sr. Officer to SPO/Br. 1 30

Communication Development Manger

5 Internal Control &Compliance Officer to SPO 2 60

6 Credit Management Officer to SPO/ 2 48

Page No: 39
 Manager

7 Banking foundation Course FT Personnel 5 47

(Newly-Recruited IT
Personnel)

8 Basic Accounting & Al-Arafah Officer to PO 1 29

Bank Accounting Personnel

9 Audit , Inspection Audit officer 2 55

&Implementation

Sub-total 17 392

Workshops:

Frequenc Number of
Sl no. Name of Workshop Level of participants
y participants

1 Money Laundering Executives/ Br. 5 137

Prevention Managers' Concerned
Officers

2 Core Risk Management : Selected Executives.' 1 34

Asset Liability Officers
Management

3 Core Risk Management : Selected Officers 1 3S

Page No: 40
 Internal Control &
Compliance

4 Core Risk Management Selected Officers 1 40

:Credit Risk Management

5 Recovery of Classified Officers to SPO 2 69

Advances. De- (Branch Manager Credit
classification and Suit Officer)
Settlement Techniques

6 Trade Financing : SME & Officer to SPO (Branch 1 S3

Consumer Financing Manager Credit Officer)

7 International Accounting Officer to SPO 1 26

Standard (IAS-30) (Concerned Officer)

8 Management of non- Officer to SPO( Branch 2 67

performing assets & Manager/Credit
techniques of profitability Officer)

9 Performance Management Selected Officers of 1 28

& Discipline : Conducting Disciplinary Action
Inquiry Division. Zones Circles
Corp.Br.

10 Reporting on foreign trade ID & AD branch 1 57

Transaction dealing officer

11 Name of Workshop Level of participants Frequenc Number of

y participants
12 Credit Risk Grading Officer to SPO (credit 4 134
officer
13 Procedure of loan Officer to SPO (branch 3 93
classification and manager)
preparation of cl statements
14 Al - arafali bank audit Audit officer 2 40
implementation manual
15 BASEL- 11 ACCORD Senior Executives 1 25
(D.V1D. EVP,SVP,VP)
16 Short orientation course on Concerned officer 1 32
Foreign Exchange
&Foreign trade)

Page No: 41
17 Senior management Senior Executives 1 13
development programmed (DMD and EVP)
Sub- total : 35 838

Computer Course:
Sl Name of course Level of participants Frequenc Number of
y participant
No s

1 Computer : PC-MS Office SO/Officer 3 81

(Officer)

2 Computer Literacy and Clerical staff 2 54

English language
(clerical)

3 Computer : Application Branch Manager Officer 4 67

and operation of branch (Outside Dhaka)
banking software (Day)

4 Computer : Application Branch Manager. Officer 6 55

and operation of branch Dhaka
banking software
(Evening)

5 Computer : branch Audit officer 2 36

banking operation (Audit)

6 Computer : Application & Concerned officer (outside 7 120

operation of Zonal office Dhaka)
software (Day)

7 Computer ; Application Concerned officer (Dhaka) 35

&Operation of Zonal
office software (Evening)

8 Computer : MIS in AL- Concerned officer (outside I 1?

ARAFAH bank (Day) Dhaka)

9 Computer : MIS in Al- Concerned officer (Dhaka) 2 30

arafah Bank (Evening)

10 Programming in COBOL Concerned officer 1 16

Page No: 42
 (Evening)

11 Zonal office solution Concerned IT officer 1 57

Total 88 568

Table: 6

4.22 Performance Evaluation and Performance Reward:

The Human Resource Division plays strategic role in the development of City Bank
Limited and finds them focusing strategies that will align with the strategic business
needs and priorities of the bank. HRD is managing a large number of employees which is
a challenging task and requires efficient handling. HRD delivers day to day operational
support to its employees so that employees are being satisfied and believe that as an
employer “City Bank Limited” do care to its employees”. And later on they perform
according to the business needs.

From the above data, it has been found that employees of City Bank Limited Bangladesh
are very much satisfied about training and development process provided by the bank.
HRD always evaluate performance through observation, work output, strength and than
reward employees according to their excellent performance. They select and reward
employee on the basis of month and sometimes quarterly performance based.

Rating Report

As per Bangladesh Bank Guidelines we have got rated by Credit Rating Agency of
Bangladesh (CRAB). In the year 2007 the long term and short term grading were A3 and
ST-2 respectively.

4.23 Training and Motivation:

Training and Motivation are utmost important to bring about positive change in the
outlook of the manpower and to increase efficiency. Sets of trained and efficient
Page No: 43
workforce are indispensable for any commercial bank and they are the fundamental
strength of the bank. Well trained and highly motivated personnel are a prerequisite for
running Bank in a traditional society like Bangladesh. Keeping this view in mind training
program on banking and motivational programs are being implemented in 2006.

We have trained a total number of 361 trainees through 11 training courses consisting of
46 working days in 2006. In these training programs special guest from Bangladesh
Bank, BIBM, and many other government and private Bank and financial institutions
have directed the classes, besides Banks own speakers. As a general member of
Bangladesh Institute of Bank Management (BIBM) 70 officers and executives have got
training from that institution on different courses. At the same time, some other 20
officers and executives of the Bank have been trained in several training institutes
including Bangladesh Bank Training Academy and others. Since every branch and head
office have arranged regular program on Dars-e Quran and Dare Hadith. The total
manpower of the Bank, clients and the wishers are being trained. This training are
motivational activities are ultimately resulting an team spirit increasing efficiency sense
of discipline and the revival of moral values among the employees officers and
executives as well. Inshallah, in the coming years the overall programs of the training
will get an increased shape.

Training is one of the most effective and well recognized weapons in developing human
resources. Training programs are being carried out for the Probationary Officers.
Assistant Officers, Junior Officers, Branch Managers and Officers of different grades and
Executives by City Bank Limited Training & Research Academy from its very Inception.
AIBIRA sets training-plans from the early hours of the year and every year a training
calendar is prepared and approved by the Board of Directors of City Bank Ltd. Training
Academy conducts training Courses / workshops simultaneously of Dhaka as well as
outside Dhaka. Training Courses, workshops, in-house training etc. are tabled and
conducted on current day updated banking aspects concerning new ideas, procedures and
techniques of banking. In the training sessions lecture methods as well as discussions,
group-discussions, case study, exercise, practical work. Simulation methods etc. are
follow.

Page No: 44
Moreover, 3 executives of the Bank participated in training courses in Iron and Malaysia
in the year of 2009.

Ate used For the purpose of assessing trainees’ knowledge and skill pre-course and post

Course evaluations are done. Evolution of the trainers is also conducted secretly by the
participants for making training more effective.

In 2009 Total number of 530 trainees were trained at training Academy through 42
training

SL No Subjects Number Number

participants

1. Training Course:

a. SME & Micro Finance 1 30

b. Induction/Foundation 2 40

Orientation Course

c. Foreign Exchange 2 30

& Foreign Trade

d. Investment Operations 1 20

and Management

e. Refreshers Course 1 20

on General Banking

f. Audit, Internal Control

15
& Compliance 1

2. Workshop:

a. Managerial Supervision

and Internal Control &

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 Compliance. 1 22

b. Prevention of

Money laundering 2 40

c. Foreign Exchange Risk

Management & UCP-600. 1 20

d. Foreign Remittance

& FC Accents. 2 40

e. Business Communication

& Negotiation Technique. 1 20

f. Preparation of SBS, F.Ex

Reurns, CIB,CL. 2 40

g. Security Documentation

Suit Handling 1 20

h. BASEL-II Implémentations 1 20

j. Customer Service &

Cash Handling. 1 20

k. Investment Risk

Management. 1 27

i. Shana Compliance. 1 20

m. Consumers Financing. 1 24

n. Working Capital

Need Assessment. 1 22

3. Outreach Workshop

a. Prevention of

Money laundering. 1 20

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 b. Shariah implementation 1 20

4. In-housetraining

Total 42 530

4.24 Major Findings:

This study is focused on training and development program of City Bank Ltd. After
analyze the whole report some positive and also some negative some are identified. These
are:

1. UBL arrange the necessary training for enhancing the skills and knowledge to keep
pace with the technological change and customer service

2. UBL has own training institute

3. City Bank Ltd. arrange training for general employees and development program for
executive

4. City Bank Ltd. identifies the deviancies of performance level of employees by training
need assessment, which is very crucial for identifying training need and species the
training need area

5. City Bank Ltd. generally provides on the job training for employees and executives
and also offered off the job training and development program for the employees and
executives

6. As City Bank Ltd. arrange training and development program regularly, others banks
have different training and development idea

7. As City Bank Ltd. is not fully equipped

8. The allocation of training and development budget of CBL is not fully satisfactory

9. Employees of CBL are not fully satisfied with the overall training facilities that are
offered by the bank

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5.1 Recommendations:

 Through the interview with the Human resource manager, it was realized that funds
for the organization of training and development programmers for employees was not
always readily available. From the research it can be concluded that training and
development of employees leads to improvement of their performance and the
performance of the organization as a whole. Therefore the needed funds for an
effective training and development programmer to take place should be made
available at all times by the organizations

 Again, the interview with the human resource manager reveled that some employees
have an impression that these programmers are a waste of time and therefore do not
take it serious. Since it has been proven that these programmers has a direct link with

Page No: 48
 performance of employees and the organization as a whole, rigorous education should
be given out on the importance of these programmers on the performance of
employees.

 Again, management should create more opportunities for training and development of
their employee since it has been proven that there is a direct link between training and
development with performance. Therefore employees should be encouraged to go for
training and development program (in service training). This will brighten up their
ideas and will enable them to know more about the recent changes in technologies.

 Furthermore, the organizations should establish the training objective in accordance

with the organizational goal. This will ensure that the needed training and
development programmers are identified and implemented. It will help in reducing
the impression the impression of some employees that these programmers are a waste
of time and therefore take it serious.

 Finally management should clearly state the results for each employee. For instance
what change in employee knowledge, skills, attitudes and behaviors has occurred
after experiencing such programmers? It must also clarify what is to change and by
how much. The training and development goals should be specific, tangible,
verifiable, timely and measurable.

5.2 Conclusion:

City Bank Ltd. has to convert to all of their training system and policy of traditional
banking in to a modern system. As they have huge opportunities in case of large number
of branches and employee number. The modernization and digitalization might come
them very a very strong chance to lead the banking sector. I think which might be a
practical and bold decision. There are lots of local and foreign bank in Bangladesh; the
City Bank Ltd. is one of the promising private bank among them.

In this competitive market, City Bank Ltd. has to struggle not only the other commercial
banks but also the other public commercial bank. City Bank Ltd. is much more capable

Page No: 49
of number of employees. If it invests more funds in training and development and proper
procedure to utilize them, it will like leading company. It is obvious that the right
thinking of this bank including establishing a successful network over the country and
increasing resources will be able to play a considerable role in the portfolio of
development. Success in the banking business largely depends on effective nursing of
human resource into real resource not the member of just human.

Reference
Book Reference:
 McGill, M.E. and Slocum, J.W. (1993), Unlearning the organization, Organizational
 Dynamics, pp. 67-79.
 McNamara, C. (2017). Employee Training and Development: Reasons and
 Benefits.http://managementhelp.org/trng_dev/basics/reasons.htm.21/07/2011
 Mwita, J. I. (2007), Performance management model: A system-based
 Approach to system quality. The International Journal of Public Sector Management,
Volume 13, No. 1, pp. 19-37.
 Nair, A. & Fissha, A. (2017). Rural Banking: The Case of Rural and Community
 Annual Report of UBL 2016.
 Many official documents [Collect from my supervisor]

Page No: 50
Web Reference:
 www.uttarabank.com.bd
 Annual Report of City Bank Limited-2017
 https://www.uttarabank-bd.com/index.php/home/news/2016
 http://www.slideshare.net/sjhus/22 -immutable -laws -of -branding.
 http://en.wikipedia.org/wiki/Brand [Data collect in 20 august 2016]
 Annual Report of City Bank Ltd. Retrieved from http://www.CBL.com
 https://www.citybank-bd.com/index.php/home/annualreports
 https://www.Citybank-bd.com/areport/AnnualReport-2016_03_05_2017.pdf
 https://www.Citybank-bd.com/index.php/home/atglance
 https://www.Citybank-bd.com/index.php/home/indivisions
 https://en.wikipedia.org/wiki/Accounting_information_system

Appendix

Questionnaire of Sample Size

Training and Development Process of City Bank Limited:

Customer’s Name: City Kumer Basek

Account Type: Salary Account
Contact: 01913-334526
Email: [email protected]
Gender: Male

Q1.DoesTraining is related to Quality analysis?

Page No: 51
 A. Strongly disagree
B. Disagree
C. Occasionally affected
D. Affected
E. Strongly affected

Q2.Does Motivation is individual intensity, direction and persistence for attaining

a goal?
A. Strongly disagree
B. Disagree
C. Moderate
D. Agree
E. Strongly agree

Q3.Do you agree successful training procedure apply a competency based hiring
approach?
A. Agree
B. Strongly Agree
C. Disagree
D. Moderate
E. Disagree

Q4.Do you agree the statement “Effective communication is minimizing the

conflicts”?
F. Agree
G. Strongly Agree
H. Disagree
I. Moderate
J. Disagree

Page No: 52