MGT 607 Special Topics Project Assignment Option 1

Training Need Assessment at Al Hilal Bank

By

Ali Mohd Al Jassim Saeed Sultan Al Muhairi Saeed Mubark Almansoori Ayoub Jassim Alhammadi Omar Mohammed Al Shamsi Ahmed Abdul Muhsen Al Yafei

112230011 112220058 122210008 112220167 122210018 112230055

February 8th, 2013

MGT 607 Special Topics Project Assignment Option 1

Table of Contents
Organizational Structure/ Chart ..................................................................................... 3 Chart ........................................................................................................................... 3 Formal Organizational Learning .................................................................................... 4 Training Need Analysis and CoP ................................................................................... 4 Defining Training Need Assessment ......................................................................... 4 Defining Community of Practice ............................................................................... 4 References: ..................................................................................................................... 6

MGT 607 Special Topics Project Assignment Option 1 Option 1

Organizational Structure/ Chart

The organization which is being discussed in this assignment is Al Hilal Bank. The information is taken from one of the friends who is working as a senior manager in the bank. There are many reasons Al Hilal Bank is selected for this assignment, however the main reason is the system of formal organizational learning in the bank. Following is the chart which describes the organizational structure of the bank. The following chart is drawn for the operations department. Most of the departments have very similar hierarchy and organizational structure except sales and marketing departments.

The department are mostly headed by the Senior Vice Presidents whereas the groups are headed by the Executive Vice Presidents. The structure of EVPs and CEO are not mentioned as they do not come under the scope of formal learning process in Al Hilal Bank.

Chart

Department Head/Senior Vice President

Senior Manager/Team Leader- Business

Senior Manager/Team Leader - HR

Supervisor Business

Supervisor Business

Supervisor - HR

Supervisor - HR

Associate/Senior Associate/Officers

Associate/Senior Associate/Officers

Admin/HR Assistants/Officers

Admin/HR Assistants/Officers

MGT 607 Special Topics Project Assignment Option 1

Formal Organizational Learning

Al Hilal Bank follows a very formal organizational learning process as designed and implemented by the HR and Training and Development departments of the bank. There is an annual calendar for training for all the staff at the bank. Simultaneously, there are different department /role specific training programs tailored for each department as per the requirements. Annual training calendar is published and distributed both physically and electronically among all the staff members throughout the bank. The departmental heads plan the schedule of the staff members after consulting with the senior managers and team leaders. The tentative plan is submitted for final review and implementation to the HR department where training schedules are finalized. Role/department specific trainings are designed from time to time depending on the managers assessment and HRs analysis.

Training Need Analysis and CoP

Defining Training Need Assessment
A training needs assessment often reveals the need for well-targeted training (McArdle, 1998). Conducting an effective assessment ensures that training is the appropriate solution to a performance deficiency.

Defining Community of Practice

A community of practice (CoP) is a group of people who share a craft and/or a profession. The group can evolve naturally because of the members' common interest in a particular domain or area, or it can be created specifically with the goal of gaining knowledge related to their field. It is through the process of sharing information and experiences with the group that the members learn from each other, and have an opportunity to develop themselves personally and professionally (Lave & Wenger 1991).

The general training is planned and implemented annually as per the annual training calendar. The training need analysis is therefore not concerned much in the case of

MGT 607 Special Topics Project Assignment Option 1 annual training calendar. However, the role of CoP (Community of practice) is very important for the conduct of training. The communities are developed and practices are established by the senior managers and team leaders to impart the significance of the training programs. Open communication between staff members, supervisors and team leaders/senior managers helps to discuss the need and significance of the training in the department. The training needs analysis is specifically conducted for the underperforming individuals and for the roles which are job specific. This training is conducted after the need is identified by the manager/supervisor. The same need is discussed with HR for suitability and availability of the training program.

One more method of assessing the training needs is the annual appraisal conducted in two steps semi-annually. The performance of staff is analyzed under the light of managers/supervisors comments based on the performance records. The underperforming individuals and the staff members which are not promoted or did not come up to expectations are the target staff members for such trainings. These trainings are mostly job related, motivational and are conducted by the managers themselves rather than the HR or Training department.

MGT 607 Special Topics Project Assignment Option 1

References:
1. Lave, Jean; Wenger, Etienne (1991). Situated Learning: Legitimate Peripheral Participation. Cambridge: Cambridge University Press. ISBN 0-521-42374-0. http://books.google.com/?id=CAVIOrW3vYAC.; first published in 1990 as Institute for Research on Learning report 90-0013

2. McArdle, G. (1998). Conducting a needs analysis. Menlo Park, CA: Crisp Learning. 3. Best Practices and Guiding Principles A Training Guide to Successful Development of a Learning Organization; Sigler. Futurics; 1999;23,1/2