Internship Report On Bb 454k4g

INTERNSHIP REPORT ON

Relationship between Performance Results and Training & development Program of Bangladesh Bank: An Appraisal

Exam Roll: 080063

Internship report On Relationship between Performance Results and Training & development Program of Bangladesh Bank: An Appraisal

Prepared For Chairman Internship Placement Committee

Prepared By Exam Roll- 80063 Class ID: 789 4th Year, 8th Semester Batch: 17th, BBA Program Academic Session: 2007-2008

Institute of Business istration (IBA-JU) Jahangirnagar University, Savar, Dhaka 1342.

Date: April 30, 2012.

Letter Of Transmittal April 30, 2012 To The Internship Placement Committee Institute of Business istration Jahangirnagar University Savar, Dhaka-1342.

Subject: Submission of Internship Report.

Sir, This is my pleasure to present my internship report entitled “Relationship between Performance Results and Training & development Program of Bangladesh Bank: An Appraisal”. I have conducted my internship program in Human Resource Department, Bangladesh bank, Head Office, Motijheel, Dhaka. I believe that knowledge and experience I have gathered during the internship period will be helpful in my future professional life. I will be grateful to you if you accept the report. I will be available for defense on this report any time. Your in this regard will be highly appreciated.

Thanking you. Sincerely yours’ ____________ Exam Roll- 80063, Class ID: 789 Batch-17th, BBA Program.

Acknowledgement In preparing this report a considerable amount of thinking and informational inputs from various sources were involved. I express my sincere gratitude to everyone who contributed towards making this research report possible. First of all I would like to acknowledge my internal supervisor and teacher Mr. Kamrul Arefin, Professor, IBA, Jahangirnagar University not only for selecting the report topic but also for providing me the opportunity to improve the report by providing fruitful guidelines. He was also available when I needed his for help, suggestions and guidelines. I am also thankful to my Batch Manager Md. Nazmul Islam, Assistant Professor, IBA, Jahangirnagar University and Dr. Mohammad Baktiar Rana, Director & Associate Professor, IBA, Jahangirnagar University for giving me opportunity to complete my internship program as requirement of BBA program. My sincere gratitude goes to my internship external supervisor Md. Osman Goni Mullah, t Director, Human Resource Department -1 for supervising me throughout the internship period. I am also thankful to Md. Masud Biswas for giving me the valuable opportunity to do my internship in his department and ing me with knowledge and resources. I am also grateful to the entire HR Team of Bangladeh Bank as they have always been there for me when I needed them the most. Their active participation to all my questions, queries during my internship has made this journey a true success. I would like to name here Md. Sadrul Muktadir (Deputy Director, HRD-1), Md. Rafiqul Islam (Deputy Director, Human Resource Department -1), Mr. Subhankar Saha (General Manager, Bangladesh Bank Training Academy), thanks to all of them for providing valuable suggestions and information in preparing this report. It was my privilege and I am truly honored working with such a wonderful team.

Table of Contents Topic Headlines PART ONE

Title of Topic

Page No.

ORGANIZATION PART Executive Summary

v

Chapter # 1

Introduction

1.0

Introduction

1-2

1.1

Bangladesh Bank-Overview of the organization

01

1.2

Objective of the study

01

1.3

Scope of the study

02

1.4

Methodology of the study

02

1.5

Limitations of the study

02

Chapter # 2

Overview of Bangladesh Bank

2.0

Introducing Organization

3-6

2.1

History of Bangladesh Bank

03

2.2

Functions of Bangladesh Bank

03

2.3

Vision & Mission of Bangladesh Bank

04

2.4

Branches of Bangladesh Bank

04

2.6

Departments of Bangladesh Bank

04

2.7

Management of Bangladesh Bank

05

2.8

Organization Hierarchy

06

Chapter # 3

Introducing Human Resource Department

3.0

Human Resource Department of Bangladesh Bank

7-8

3.1

Human Resource Department-1

07

3.2

Human Resource Department-2

07

3.3

Organizational Structure of Human Resource Department

08

3.4

Management of Human Resource Department

08

PART TWO

PROJECT PART

Chapter # 4

Performance Appraisal System of Bangladesh Bank

4.0

Performance Appraisal System

9-14

4.1

Performance Evaluation

09

4.2

PMS (Performance Management System)

10

4.2.1 Performance Planning

11

4.2.2 Event Behavior Result

11

4.2.3 Half Yearly Review

11

4.2.4 Annual Performance Appraisal

12

4.2.5 Modernization Of PMS

13

4.3

Problems in Performance Appraisal

Chapter # 5

Training and development program of Bangladesh Bank

5.0

Training and development programs 5.1

5.2

14

15-18

Internal training

15

5.1.1 Training Need Analysis

17

5.1.2 Trainee Selection Process-Local Training

17

External or Overseas Training 5.2.1 Trainee Selection Process-External Training

17 19

Chapter # 6

Findings

6.0

Findings

20

Problems Identified

20

6.1 Chapter # 7

Recommendation & Conclusion

7.0

Recommendation & Conclusion

21-22

7.1

Recommendation

21

7.2

Conclusion

22

Bibliography

23

Appendix

A1-A4

List of tables Table No. 01 02 03 04 05

Table’s Title Employed workforce in Human Resource Department Difference between ACR and PMS Mark Distribution on Goals and Competencies for different Positions Grade Distribution on the Given Numbers of Moderation Committee for Different Positioned Evaluated Person

Page No 08 10 12 12 13

List of Illustrations Figure No. 01 02 03 05

Figure Title Organogram of Bangladesh Bank Organogram of HRD-1 Organogram of HRD-2 Four Forms of Performance Management System

Page No 06 08 08 10

Executive Summary Organizational Psychology holds that successful organizations do not owe their success solely to market realities and sustainable competitive advantages it requires a lot more. Successful companies are those that consider their human capital as their most important asset. It is so much essential when that is the issue of a central bank of a country. To be effective, central banks must have a high degree of credibility which requires a central bank to be able to respond with sound and well thought through policies as and when the need arises. This requires considerable skill, expertise, experience and judgment on the part of a central bank’s staff. Hence, human resources are a vital area of any central bank and this holds true also for Bangladesh Bank. The banking system of Bangladesh which was in a state of total disarray at the dawn of liberation in 1971 was reorganized soon after independence. Bangladesh Bank, the Central Bank of the country pursued liberal monetary policy since liberation in 1972 mainly for reconstruction and rehabilitation of the country. The Human Resource Department of Bangladesh Bank where all businesses of the bank are dealt by the employees classified into several grades on the basis of the level of responsibility. Two divisions are available in HRD of Bangladesh Bank for smoothness in performing activity which is treated as separate departments. This report encomes the performance appraisal and training & development program area of HRD of Bangladesh Bank.

An effective performance appraisal assists the company in achieving its goals and objectives. Not only will training needs be identified and addressed during a performance appraisal review, but hidden talent can be discovered as well. Through identifying these training needs, staff can perform their jobs at the highest level. Performance appraisal for employees of Bangladesh Bank is done through PMS (Performance Management System) system which measures the employees’ quality of achieving specific goals and their competency to complete the tasks. Maximum five goals for every position’s personnel are determined in the beginning of the year with supervisor and different ten competencies on the basis of position which are specific. Total performance evaluation process goes through four steps with four forms throughout the evaluation year. Grade on achieving goals and competencies are totaled to determine one person’s performance results.

Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees, achieving their professional and personal goals, increasing the level of job satisfaction, etc. For this to make efficient and effective employee Bangladesh Bank has a department named BBTA (Bangladesh Bank Training Academy) for Training and development programs. Besides this many other Local and Overseas Training are provided for employee’s improvement of Bangladesh bank. Trainees are selected on the basis of specific criteria given by trainers/training organization for both local and overseas training. Training Need Analysis is also done every year to design a new training course consulting with different department’s Head but no individual employee performance result is considered for this analysis, only observation and assumption on employee training needs. The purpose of this study has been to determine whether the training is provided to the employees for employee development by focusing on the employee performance level determined by performance results achieved from performance appraisal system.

Failure to identify individual employees poor performance area by PMS, no system to identify individual training need and no attachment of deg training courses with employee performance are some problems which leads to no relationship between performance results and training & development program of Bangladesh Bank. For Bangladesh Bank as Central bank it is obvious to hold their position unique by improving their employees’ competency & skill. So appropriate training with identifying correct level of performance is badly needed.

1.0Introduction 1.1 Bangladesh Bank-Overview of the organization: Bangladesh Bank is the central bank of Bangladesh. It is the bank of bankers. It is significant part of the banking sectors of Bangladesh, which is always playing an important role to improve the banking system in this country. After the liberation war, and the eventual independence of Bangladesh, the Government of Bangladesh reorganized the Dhaka branch of the State Bank of Pakistan as the central bank of the country, and named it Bangladesh Bank. This reorganization was done pursuant to Bangladesh Bank Order, 1972, and the Bangladesh Bank came into existence with retrospective effect from 16 December 1971. Bangladesh Bank perform all the traditional central banking functions including the sole responsibilities of issuing currency, keeping the reserves, formulating and managing the monetary policy and regulating the credit system of Bangladesh and maintaining a high level of production, employment and real income in the country and managing the country’s foreign exchange and the gold reserves.

1.2 Origin of the Report This report originated from the requirement to do internship at an organization for fulfillment of the curriculum of the BBA Program of the Institute of Business istration, Jahangirnagar University. This particular report is being prepared by the author on the topic

“Relationship between Performance Results and Training & Development Program of Bangladesh Bank: An Appraisal”. To achieve the purpose, internship placement of the author was in Bangladesh Bank, Head Office at Human Resource Department. 1.3 Objective of the Report: 1.3.1 Core Objective Identify the relationship between performance results and training & development Program of Bangladesh Bank.

1.3.2 1) 2) 3) 4) 5)

Specific Objective To know about the Bangladesh Bank and its Human Resource Department. To identify the employed performance appraisal systems of Bangladesh Bank. To know about training & development programs of Bangladesh Bank. To explore the trainee selection process of the bank for training & development programs. To know relationship between performance results and required training & development for

employees of Bangladesh bank. 6) To draw the recommendation and conclusion.

1.4 Scope: The report has been prepared from everyday working experience, discussion with the concern dealing officer of human resource department of Bangladesh Bank and the theoretical learning from library and journal reference of Bangladesh Bank. In order to attain the objectives, collection of primary data is necessary. The information has collected from primary and secondary sources. The study is qualitative in nature.

1.5 Methodology: 1.5.1

Sources of Data

 Primary data:  Discussion with personnel of HRD  Secondary data:  Manuals of Bangladesh Bank.  Website of Bangladesh Bank.  Various publications of Bangladesh Bank.  Various reports collected from internal bodies and library.  Many papers and documents collected from different wings and desks.

1.6 Limitations of the Report: Despite the diligent efforts that have been put behind preparation of the report, the author have only succeeded to skim the surface of the vast ocean of the subject. Besides this because of some confidential information of the Bank, the in-depth study was not possible.

2.0 Introducing Bangladesh Bank 2.1 Historical Background of Bangladesh Bank Bangladesh Bank, the central bank and apex regulatory body for the country's monetary and financial system, was established in Dhaka as a body corporate vide the Bangladesh Bank Order, 1972 (P.O. No. 127 of 1972) with effect from 16th December, 1971. After the separation of Pakistan from

India in 1947, the State Bank of Pakistan was established in 1 st July 1948. The office of Deputy Governor of State Bank of Pakistan was in Dhaka. After the liberation war, and the eventual independence of Bangladesh, the Government of Bangladesh reorganized the Dhaka branch of the State Bank of Pakistan as the central bank of the country, and named it Bangladesh Bank. This reorganization was done pursuant to Bangladesh Bank Order, 1972, and the Bangladesh Bank came into existence with retrospective effect from 16 December 1971. 2.2 Functions of Bangladesh Bank: BB performs all the core functions of a typical monetary and financial sector regulator, and a number of other non core functions. The major functional areas include: 

Formulation and implementation of monetary and credit policies.



Regulation and supervision of banks and non-bank financial institutions, promotion and development of domestic financial markets.



Management of the country's international reserves.



Issuance of currency notes.



Regulation and supervision of the payment system.



Acting as banker to the government.



Money Laundering Prevention.



Collection and furnishing of credit information.



Implementation of the Foreign exchange regulation Act.



Managing a Deposit Insurance Scheme.

2.3 Vision & Mission of Bangladesh Bank:  Vision To develop continually as a forward-looking central bank with competent and committed professionals of high ethical standards, conducting monetary management and financial sector supervision to maintain price stability and financial system robustness, ing rapid broad based inclusive economic growth, employment generation and poverty eradication in Bangladesh.  Mission    

Formulating monetary and credit policies; Managing currency issue and regulating payment system; Managing foreign exchange reserves and regulating the foreign exchange market; Regulating and supervising banks and financial institutions, and advising the government on interactions and impacts of fiscal, monetary and other economic policies.

2.4 Branches of Bangladesh Bank There are nine branches of the bank including two branches in Dhaka. Locations of the branches of Bangladesh Bank are as follows:         

Motijheel Rangpur Sadarghat Sylhet Chittagong Barisal Rajshahi Khulna Bogra

2.5 Departments of Bangladesh Bank

Bangladesh Bank has 40 departments which were created as the requirement of Bangladesh Bank to efficiently perform the functions these departments/units/cells in its Head Office. 1. s & Budgeting Department 2. Agricultural Credit and Financial Inclusion Department

21. Foreign Exchange Inspection & Vigilance Department 22. Foreign Exchange Investment Department

3. Bangladesh Bank Financial Intelligence Unit

23. Foreign Exchange Operation Department

4. Bangladesh Bank Training Academy

24. Foreign Exchange Policy Department

5. Banking Regulation and Policy Department

25. Foreign Reserve & Treasury Management Department

6. Central Bank Strengthening Project Cell

26. Governor's Secretariat

7. Common Services Department-1

27. Human Resources Department 1

8. Common Services Department-2

28. Human Resources Department 2

9. Credit Information Bureau

29. Information Systems Development Department

10. Debt Management Department

30. Internal Audit Department

11. Department of Banking Inspection 1

31. Investment Promotion & Financing Facility Project Cell

12. Department of Banking Inspection 2

32. IT Operation & Communication Department

13. Department of Banking Inspection 3

33. Law Department

14. Department of Currency Management and Payment System

34. Monetary Policy Department

15. Department of Financial Institutions and Markets

35. Policy Analysis Unit

16. Department of Off-Site Supervision

36. Research Department

17. Department of Printing and Publications

37. Security Management Department

18. Deposit Insurance Department

38. SME & Special Programmes Department

19. Equity and Entrepreneurship Fund Unit

39. Special Studies Cell

20. Expenditure Management Department

40. Statistics Department.

2.6 Management of Bangladesh Bank The general superintendence and direction of the affairs and business of the Bank is entrusted to a Board of Directors, which exercise all the powers and does all the acts that may be exercised or done by the Bank. The board of directors consists of:

 

The Governor and Four Deputy Governors to be nominated by the Government. Four Directors nominated by the Government to hold office for 3 years. Three Government



officials nominated by the Government to hold office at the pleasure of the Government. The Governor is the chief Executives officer of the Bank. He directs and controls the whole affairs of the Bank on behalf the board of Directors. Meetings of the Board of Directors are convened by the Governor at least six in each year and at least once in each quarter.

2.7 Organization Hierarchy

Governor

Deputy Governor-1

Deputy Governor-3

Deputy Governor-2

Executive Director

General Manager

Deputy General Manager

t Director

Deputy Director

Assistant Director

Officer

Deputy Governor-4

Figure 1: Organogram of Bangladesh Bank

3

Human Resource Department of Bangladesh Bank

Human Resources department is crucial for an organization, as it acts as liaisons between regular staff and management. The aims of HRD are to make the employee as capital and resources for organization. Bangladesh Bank to achieve this target divided the total HRD in two parts to do the tasks more smoothly and quickly. Each of the part consists of different wings. Two parts are:

1) Human Resource Department-1 2) Human Resource Department-2 3.1 Human Resource Department – 1: It consists of five wings and two units –  Wings 1) Planning Promotion & Transfer Wing (PPT Wing) 2) Recruitment & Outsourcing wing (RO Wing) 3) Reward & Recognition Wing (RR Wing) 4) Organization & Development Wing (OD Wing) 5) Performance Management Wing (PM Wing)  OD Wing has two Units 1) Enterprise Resource Planning Unit (ERP UNIT) 2) Branch Office Services Unit (BOSU) Each and every wing’s functions are different and many desks do these functions. Every desk is guided by more than one Deputy Director and two Assistant Directors where they are supervised by a t Director.ERP is an enterprise-wide information system designed to coordinate all the resources, information, and activities needed to complete business processes. BOSU deals with unsolved and delayed issues of different branch offices to resolve those issues quickly. 3.2 Human Resource Department – 2: 1) Benefit & istration Wing (BA Wing) 2) Training & Development Wing (TD Wing) 3) Performance & Discipline Wing (PD Wing) Like as HRD-1 each and every wing’s functions are different and many desks do these functions and same management is involved.

3.3 Organizational Structure of Human Resource Department

HRD- 1GM

DGM

PPT Wing

RR Wing

DGM

DGM

DGM

RO Wing

OD Wing

PM Wing

ERP Unit

BOSU

Figure 2: Organogram of HRD-1 HRD- 2GM

DGM

DGM

DGM

BA Wing

TD Wing

PD Wing

Figure 3: Organogram of HRD-2

3.4 Management of Human Resource Department Separate General Manager for each part of HRD (HRD-1 & HRD-2) is responsible for all of the affairs and business. Human Resource department-1

Human Resource department-2

General manager

01

General manager

01

Deputy General manager

07

Deputy General manager

03

t Director

09

t Director

07

Deputy Director

13

Deputy Director

20

Assistant Director

24

Assistant Director

19

Officer

02

Officer

02

Table 1: Employed workforce in Human Resource Department

4.0Performance Appraisal System of Bangladesh Bank

Almost every organization in one way or another goes through a periodic ritual, formally or informally, known as performance appraisal. Uses for performance appraisal have included equal employment opportunity considerations, promotions, transfer, salary increases and training need assessment. Bangladesh Bank uses its performance appraisal to assess the employee performance. Performance Management Wing is responsible for all of the performance related functions.

4.1 Performance evaluation:

Performance policy and procedure making, performance planning, performance management, making annual appraisal and evaluating/reviewing on PMS are the main function of the Performance management wing. The main objectives of this division are to measure the performance of employee. As BB is the central bank of Bangladesh. Manpower is the main resources in the modern time. Qualified applicant manpower is more powerful than unqualified applicant manpower. So performance measurement of manpower is the necessary policy to make manpower as an important element. But this policy is new in the HRD of Bangladesh Bank. Previously Bangladesh Bank followed ACR (Annual Confidential Report) to measure performance of employee as a report basis which duration is April to march. At present BB follows PMS (Performance Management System) because of some limitations of ACR. They are-

   

ACR is subjective , not objective It is only a one-time evaluation system, so perfect performance measurement is not possible Focuses on recent activity No recorded system for tracking performance

For these limitations PMS has replaced the ACR system to identify actual performance and level of skill of employees of Bangladesh Bank. Comparisons between ACR and PMS are -

ACR

PMS

Annual event

Continuous event

Superficial evaluation of competencies

Specific evaluation of goals &

& personality Loosely associated with organizational

competencies Process allows

objectives Supervisor is in the control of the

organizational objectives Process runs with the involvement of

process

supervisor & employees

without

involvement

of

for

alignment

with

individual employee

Table 2: Difference between ACR and PMS 4.2 PMS (Performance Management System) From 2007-08 Bangladesh Bank started to use PMS fully to evaluate employee performance. As a result from the beginning of the year according to every offices/departments work area annual activity goal and according to level of personnel specific competencies at the end of the year (31 March) are determined. PMS has 4 steps including four respective forms to evaluate performance. They are:

PPF

APF

PMS

EBR

HYR

Figure 5: Four Forms of Performance Management System 1) 2) 3) 4)

Performance Planning Form (PPF) Event Behavior Result Form (EBR) Half Yearly Review Form (HYR) Annual Performance Appraisal Form (APF)

4.2.1

Performance Planning:

Head of Department/office set up the attainable goals according to Bangladesh Bank’s policy and objectives. Goals cannot exceed more than five. For this PPF (Performance Planning Form) is used. Both evaluator and evaluated person must signature on PPF to agree on defined goals. Goals of every employees and personnel must be set up within 31 March and send to HRD-1 within 7 April. To measure the performance of the employee, there is a systematic rating system after setting the goal to evaluate the employee's performance. The main point of the evaluation is:

 

4.2.2

Timeliness (Target date) Quality of work  According to policy/ system/ guidelines  Evaluation/ perfection/ suggestion/ recommendation

Event Behavior Result:

Positive attitude of an employee to fulfill objectives or negative attitude which indicates negative performance, this attitude is shown in the EBR form to evaluate performance continuously in the whole year. If there are any linkage to show the performance then the performance dept take steps to give them coaching, counseling, training & so on to improve their quality. EBR measure performance by the following things:    4.2.3

Event: for which a person will work Behavior: On the basis of an event a person what does and in which way. It also includes avoid events Result: where the result is applicable and perfect Half Yearly Review:

To decide any change in planning for goals for the next half of the year at the middle of the year evaluates performance. Working planning schedule is reviewed here. Any negligence to complete duty requires training or threat to complete the work within specific time. For this Half Yearl Review Form (HYR Form) is used.

4.2.4

Annual Appraisal:

APF (Annual Performance Appraisal Form) is used at the end of the year and calculate the annual performance results on the basis of whole year evaluation by using three other forms. In APF performance marking is done based on two factors-

1) Goal: Maximum five goals are set in the beginning of the year. 2) Competency: Different ten competencies on the basis of different positions of personnel are used.

Final performance evaluation has following instructions to follow –  

Four colored form are used to evaluate performance of different position’s personnel. For different position’s personnel separate marking are allocated for goals and competency

Serial No 1

Designation

Goals

Officer, AD and same level personnel

120

Competencie s 80

2

DD, JD and same level personnel

100

100

3

DGM and same level personnel

100

100

4

GM, ED and same level personnel

80

120

Table 3: Mark Distribution on Goals and Competencies for different Positions

 

Two evaluators evaluate the performance separately Final result of goals and competencies are graded on the basis of total given numbers

Percentage

Grade

91% and above 81% to 90% 71% to 80% 61% to 70% 60% and below

Excellent Very Good Good Satisfactory Unsatisfactory

Table 4: Grade Distribution on the Given Numbers

4.2.5 Modernization of PMS  Change in PMS For some difficulties and limitations in 2007-08 PMS; more friendly, easy and modern PMS system has developed on 29th December, 2011. This new PMS will be applicable from April-March, 2012.  Reasons for changes Flexibility  Unwillingness to fill up large form  Lack of participation  Structure of form is large and not understandable to s  Difficult to calculate the result  Main Changes  Every forms and competency dictionary has transformed from English to Bengali language  Form’s page number has reduced  Calculation of performance result becomes easy

 Moderation Committee To ensure perfect and neutral performance evaluation a moderation committee is developed by the head of department/office. From officer to JD or same position personnel are under the departmental moderation. GM or Office Head is the chief of the Moderation Committee. This committee includes three –

Designation of

Moderation Committee

Moderation Committee

Moderation Committee

evaluated personnel

Member-1

Member-2

Member-3

Officer

AD/DD

JD

JD

Assistant

DD/JD

JD

JD

Director(AD) Deputy Director(DD)

JD

JD/DGM

DGM

t Director(JD)

DGM

DGM

DGM

Table 5: of Moderation Committee for Different Positioned Evaluated Person

In this method Bangladesh Bank give the promotion to the employees according to their rating performance. After receiving the APF for the final measurement moderation committee is to be made by the HOD to make the system/dept more logical through biased information (Within dept to dept) if there have any linkage, the upper level authority make a committee EMT (Executive Mgt Team) to reduce such linkage.

4.3 Problems in performance appraisal system:

 This system only provide performance rating, cannot identify the strength or weakness area of individual employee.  Unable to identify any lacking of doing tasks of employees to improve them.  This system has opportunity to show biasness of appraiser toward appraise to evaluate performance.  Problems with evaluation standards arise because of perceptual differences of different appraisers.  Performance results only used for only promotion of employees not for training & development program or other functions of HRD.

5.0Training and Development Program of Bangladesh Bank This activity is under the Training and Development Wing. Basic function of this wing is to analyze the training needs of the employees; data are collected from various departmental offices of BB & outside of BB. BBTA helps to select candidates, to make yearly calendar for training. Training wing helps to evaluate training program, to help making curriculum, to identify new fields of training & to collect data from internal &external organization.

If any training is required for the organization, proposal comes from BB governor or Ministry of finance. It is divided into two parts: 

Internal Training



External/Overseas Training

5.1 Internal training or local training:

It is required to make the employees more efficient, knowledgeable & skillful. BB has a training institution which is called -BBTA (Bangladesh Bank Training Academy).BBTA is not a separate institution, it is one of the departments of BB. Local training is provided in two ways-

 

Non-BBTA: training from BIBM, BPATC (Savar), BARD (Comillah) etc. BBTA: training arranged by BB.

Training Calendar for every coming year on the basis of subject or topic category is made by BBTA consulting with all the department offices of BB. But all the decisions related with selecting training programs are made by BBTA. Then they invite the name of participants from various department of BB for each course.  New Local Training Courses for 2012

Program

Training Courses

No. 1

Foundation Training Courses for new employees

2

Modernization of Cash Management

3

Banking Laws & Regulations

4

Integrity & Anticorruption

5

Micro Credit & SME Financing

6

Treasury Management

7

Risk & Internal Model Approach for Market Risk

8

Risk management in central banking

9

Present and future challenges of BB

10

Formulation and implementation of monetary policy

11

Presentation skill development

12

Procedure of filling a suit and technique of court procedure

13

Islamic banking & finance

14

English proficiency and communication skill development

15

Insurance business in Bangladesh

16

E-commerce & e-banking

17

Techniques of Head office inspection and report writing

18

Enterprise resource planning

19

Banking packages

20

Enterprise data warehouse

21

Networking packages

22

Key Activities and Current issues of Bangladesh Bank

23

Bank Supervision Methodology

24

Computer Appreciation

25

Safety/security crisis management Interaction between monetary and fiscal policy : current issue & evidence

26

5.1.1

Training Need Analysis:

Recently HRD has started to make Training need analysis. For this purpose they invite comments of all departments/offices of BB about their training needs. All departments provide statement for coming year which trainings are needed for department’s employees. This statement developed without any specific system or on the basis of employee performance level. On the basis of department’s all employees’ common poor performance area this statement is developed, all of the decisions related this function’s base is employee observation. HRD analyze the information & consult with BBTA to make Annual Training Calendar. Recent issues are emphasized to add new training programs to the Annual Training Calendar.

5.1.2

Trainee Selection process-local:

Until now fully no performance evaluation is used to identify a trainee. The process of trainee selection is – 

At first on the basis of training subject related departments are chosen. Those respective

 

departments nominate employees. This selection system has no structured means to choose a trainee. Number of trainee is chosen on the basis of BBTA/other requirements and subject to be





trained. Trainees are chosen on the basis of following criteria Related department employee  Eligible with criteria provided by trainer  Previous training experiences Then nominated employees list is provided to BBTA.

5.2 External or Overseas Training:

This training is for AD above positions. For this training BB signed Memorandum with Thailand’s AIT only. AIT provides both customized and their own scheduled training for BB’s employees with lower expense. Office management by IT, SAP application, and IT devices is common area to provide training by AIT.

Besides this, Bank Superficial, Foreign Exchange Dealing, Foreign Exchange Policy, s & Budgeting, HRO, Monitory & Fiscal policy Issue are the area of foreign training. World Bank, International Monitory Fund, Asia Development Bank, IDA, IDB & the central bank of the different countries are the sources of overseas training.  New External Training Courses for 2012

Program No. 1 2 3 4 5 6 7 8 9 13 14 15

5.2.1

Training Courses Microfinance/SME Online reporting Global financial courses: supervisory challenges and new financial regulation Environmental risk management Securitization Lease financing Public Private Partnership Mobile and Banking in Bangladesh Executive Development Seminar (Topics to be selected at Higher Management level) Foreign Direct Investment(FDI) and Portfolio Investment in Bangladesh Factoring of Loans and Receivables Green Banking Opportunities and Initiatives in Bangladesh

Trainee Selection process-External Training

After getting the invitation from such overseas training sectors, BB makes a committee which is called “Selection Committee”. DG, ED of HRD are the member of the selection committee .Then the committee takes the decision which criteria is matched up with the offer & also selected employees for training. The selection includes Educational qualification,  Travel experience,  Giving a chance & so on.

But this resolution must be approved by the Governor. Mostly Malaysia, Thailand, Pakistan, Indonesia, and India are the country of foreign training provider for BB employees.

6.0Findings Employee performance may be related to numerous factors within the workplace, such as overall job satisfaction, knowledge, and management. But there is a definite relationship between training and performance, as training programs can address numerous problems that relate to poor performance. In Bangladesh Bank performance appraisal result is only used for promotion only. It has no direct relationship to other functions of HRD. No performance appraisal record is used to select trainee and provide them training. It is not possible as performance appraisal system cannot identify the poor/good performance in specific area of works of an employee. So perfection in TNA is not possible for every individual employee. So the relationship strength is almost zero between performance results and training & development programs of Bangladesh Bank for their employees. 6.1 Problems Identified  Performance appraisal system is not able to identify the strength or weakness area of 

individual employee. Problems with evaluation standards arise because of perceptual differences of different

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appraisers. No Training Need Analysis is done for individual employee to know their individual training

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need. Training need is determined on the basis of assumption and observation of supervisors.

7.0Recommendation & Conclusion

7.1 Recommendation

In this part of recommendation, some aspects have come out while working as an intern at BB. These are related to Human Resource Department of BB and thus are placed in the list of general recommendation.

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Performance appraisal system should include the individual employee performance

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assessment system. Performance appraisal system should be able to rank the employees special work areas to

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identify specialization on the basis of respective job area. Way of communication should be improved between supervisors and employees to observe

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the employee’s skill more accurately. Performance evaluation results should be used not only in promotion but also in transfer,

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training, incentive giving (e.g. providing increment) to the employees and career planning. Training need analysis should be based on employees’ current performance level. Poor performance areas should be focused to design a training course.

7.2 Conclusion

As a central bank, Bangladesh bank has a great role to survive the other NCBs and private banks in different kind of istration. Human Resource Management is one of the vital istrative points of view to control the whole banking system. If Bangladesh Bank can implement the worldclass human resource management system, it can motivate and convince the other NCBs and private banks to update their istration for human resource management. For this at first making employees more efficient and effective is essential which requires proper training of employees. Effective training targets the gap between what is expected and what is currently being done so it makes easy to reach goals. Training programs related with performance level increase an employee's job knowledge and job satisfaction. So by providing proper training on the basis of performance results will make stronger position of Bangladesh Bank with rich qualified employees.

Bibliography 1. www.BB.org.bd.com. (n.d.). 2. (n.d.). Bangladesh Bank Order- 1972 . 3. Bangladesh Bank Staff Regulations. (2003). 4. Cynthia D. Fisher, L. F. (6th Edition). Human Resource Management. 5. Dessler, G. (12th edition). Human Resource Management. 6. Lawrence, P. (n.d.). The Importance of Having a Performance Appraisal Program, Part I .

Appendix-A Format: Annual Performance Appraisal Form (For Officer, AD and same position’s personnel) It consists of four pages. Different color and different competencies are used for different position. First page: Direction to use the form.

Second page: Evaluation on the basis of quality of goal completion

Third Page: Evaluation on the basis of employee competency

Fourth Page: Includes the Competency Dictionary