Training Methods Used in Eastern Bank Limited, Bangladesh
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Eastern Bank Limited uses various training methods for its employees. New employees receive 5-7 days of orientation training that covers the organization and HR division. In-house training is conducted by the bank's own trainers and covers materials relevant to the organization's needs. Job instruction training involves employees learning from supervisors or coworkers. Need-based local and foreign training is conducted externally. E-learning and computer-based training includes mandatory courses. Vestibule training uses equipment in a special training area. Conferences and seminars allow attendees to learn from other companies. Surveys found that around 10% strongly agree and 30% agree that they are interested in and satisfied with the training methods.
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3. Off-the-job training methods like lectures, seminars, case studies, role playing, and simulations which take place away from the workplace using discussion-based techniques.
The document provides details on the purpose and process for each of these training methods. It emphasizes that different methods are suited to different training needs and no single method can serve all purposes.
Useful to know
This document discusses new approaches to training employees at banks. It describes several training models including tiny training, coaching and mentoring, pop-up training, and self-selected online courses. The key elements of an effective training program are relevant assessments, flexible content delivery, and timely support. Regular "bursts" of information and knowledge sharing between employees are also encouraged. On-the-job training, rotation between departments, and weekly branch training programs are highlighted as effective training methods used by some world banks.
Brochure OJT-NEW-3
This document discusses on-the-job training (OJT) and consultancy services to help organizations implement structured OJT. It begins by listing common situations organizations face that could be addressed through OJT. It then discusses what structured OJT is, how it differs from unstructured OJT, and the benefits it provides to employees, supervisors, and the organization through standardized training. The document outlines various OJT courses and consultancy services that can help organizations set up an OJT framework, including courses for OJT managers, developers, instructors, and consultants. It positions structured OJT as an effective way to develop job-specific skills and ensure performance standards are met.
Human Resources Management
The document discusses training and induction in organizations. It covers:
1. Definitions of training, education, and development. Training aims to improve current job performance while education prepares for future jobs.
2. Partners in training - managers, training departments, employees, government agencies. Government provides assistance through training institutes and funds.
3. Benefits of training include attracting and retaining workers, increasing productivity and satisfaction. Lack of training can increase costs.
4. A systematic approach to training includes identifying needs, setting objectives, designing programs, implementation, and evaluation.
HRDC Training.pptx
This document discusses training and development in organizations. It covers assessing employee training needs through methods like performance analysis, observation, and testing. It also discusses different types of training programs like on-the-job training, coaching, lectures, and computer-based training. Finally, it discusses performance appraisal systems and different types of reward schemes organizations use like base pay, commissions, stock options, and pension plans to motivate employees.
TRAINING PEDAGOGY.ppt Introduction to Understanding of Pedagogy.
Materials included are intended to provide beginners a good understanding on Pedagogy.
hrtdtna.pptx
This document discusses training needs analysis (TNA). It defines TNA as assessing an organization's training needs by identifying gaps between employees' current and required knowledge, skills, and attitudes. The document outlines several approaches to conducting a TNA, including analyzing performance gaps, the organization, tasks, and individuals. It describes methods like surveys, interviews, and reviews. TNA helps determine training content, needs, depth, targets, and type. The analysis identifies both training and non-training needs to improve performance.
3.1 trainingdevelopment.pptx
Training and development involves improving organizational and individual effectiveness. Training focuses on immediate changes through instruction, while development relates to longer-term goals. There are various methods of training, including on-the-job methods like apprenticeships, internships, and job rotation, as well as off-the-job methods like classroom lectures. Training needs assessment identifies gaps between current and required skills and knowledge to determine what training is needed. The process involves analyzing organizational needs, job tasks, and individual employee skills.
3.1 trainingdevelopment.pptx
Training and development involves improving organizational and individual effectiveness. Training focuses on immediate changes through instruction, while development addresses longer-term goals. There are various training methods, including on-the-job methods like apprenticeships and job rotations, and off-the-job methods like classroom lectures. Training needs assessment identifies gaps between present and required skills and knowledge. Competency-based training focuses on specific skills, while role-based training applies skills through practical exercises. Outsourcing training can leverage costs and resources.
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Training Methods Used in Eastern Bank Limited, Bangladesh
- 1. TRAINING METHODS USED IN EASTERN BANK LIMITED HRM415- TRAINING AND DEVELOPMENT
- 2. ORGANIZATIONAL OVERVIEW Established in 1992. Provides Commercial Banking products and services to the corporate, mid- market, and retail segment in Bangladesh and internationally. Had 68 Branches, 158 ATMs and 42 Bills pay countrywide. EBL Consumer, SME and Corporate Banking units are now capable of handling every kind of customer financial needs.
- 3. EMPLOYEE TRAINING SYSTEM IN EBL After recruiting orient the new entrant about the organization and knowledge need for their duties and responsibilities. At least 30 days training mandatory for permanent employee. Certain stages are followed before and after training- Stage 1- Analyzing employee performance Stage 2-Training needs assessment Stage 3- Providing Training Stage 4- Evaluation of performance
- 4. TRAINING METHODS USED IN EBL • Total 5 days workshop. • First 2 days includes brief ideas about the whole organization and HR Division. • Anti-money laundering, Negotiable Act and Financial article are discussed in the last 3 days. • Seven days program provided to the contractual employees. Orientation Training
- 5. • Conducted by own trainer for the new or existing employees. • Information & materials are based on organization’s need. • Efficient method for presenting a large body of material to large groups of employees. • Cost-effective & less time consuming. In-House Training/Lectures
- 6. • Employee trained step by step by a supervisor or an assigned co-worker. • Information & materials are based on organization’s need. • Trainee observes the trainer perform the job & gains hands on experience in performing the job under supervision. • Productivity slows down during training as training take place in actual workplace. Job Instruction Training (JIT)
- 7. • Conducted by hiring external trainers or sending the employee in the external training houses. • Expensive & not for everyone. • Tailored the course as per needs of the trainee and organization.. Need Based Local/Foreign Training
- 8. • Conducted under the direction of supervisors or fellow colleagues. • process through which two or more professional colleagues work together to expand, refine, and build new skills; share ideas; teach one another; conduct research; or solve problems in the workplace. Peer Coaching
- 9. • Mandatory six course training. • Training on Human resource division, anti-money laundering, EBL Bank overview, legal regulatory and internal control. • Last two courses are based on the respective department. • Examinations and results both held and published via internet. E-learning/ Computer Based Training
- 10. • Procedure and equipment used for the actual jobs are set in a special training area. • Mainly for IT sector and new employees for better understanding of banking equipment and software. • Concentrate only on training and do not fear about the mistakes happening in the main work place. • Costly since involves duplication of equipment, tools etc. of actual work floor. Vestibule Training
- 11. • Attendees from different companies and sometimes different industries too. • Provide delegates with ideas, tips and viewpoints on the particular subject. • Different industries may face same problem & can work on that. • Improve morale and motivation if feel that attendance has been granted as a reward for their efforts. Conferences and Seminars
- 12. About 10% strongly agree. About 30% agree. About 20% neutral. Very insignificant portion disagree & strongly disagree. FINDINGS- INTEREST & SATISFACTION ON TRAINIG METHODS
- 13. Employee Training and Development System of Banking Sector of Bangladesh: An Empirical Study on Eastern Bank Ltd. Ahmed P.(2006). Personnel training in public sector manufacturing corporations in Bangladesh. University of Dhaka, Bangladesh. www.easternbankltd.com.bd REFERENCES
- 14. THE END THE ONLY THING WORSE THAN TRAINING YOUR EMPLOYEES AND HAVING THEM LEAVE IS NOT TRAINING THEM AND HAVING THEM STAY. — HENRY FORD