Training and Development Practice of Al Arafah Islami Bank LTD

Training and Development Practice
Of
Al-Arafah Islami Bank Limited

Submitted b
!!!"ASSI#$%&$TPOI$T"'O%

((("AssignmentPoint"com
1

1. Origin of the report:
1.1. Background of the study:
1.2. Objectives:
1.3. Methodology of the internship program report:
1.3.1. ypes of research: for my internship research i am conducting
1.3.2. !ata collection:
1.3.3. Methods for primary data collection:
1.3.". #ampling plan:
1.". $ationale of the study:
1.%. #cope of the study:
1.&. 'imitations of the report:
2
I$T)OD*'TIO$
Title of the report+
( am a student of )niversity Of !evelopment *lternative . My major is +uman $esource
Management ,+$M-.( am done my internship in *l.*rafah (slami Bank 'imited . My
title of the report is /raining 0 development 1ractice2 of *l.*rafah (slami Bank
'imited .
," Origin of the report+
his report has been prepared as a re3uirement of the internship program of B.B.*
students of )niversity Of !evelopment *lternative. ( have done my internship program
on 1"
th
oct to 24 december 2515. his hree months internship period has helped me to
match6 ( have been can use theoretical kno7ledge of training 0 development6 7hich (
ac3uired from my institute and 7ith understanding 1ractical kno7ledge. he kno7ledge6
7hich has been ac3uired in my (nternship 1eriod6 ( have tried my level best to sho7 in
this report.
,"," BA'-#)O*$D O. T/& ST*D0+
(nternship a practical course of BB* program6 this is done. his is an individual report. (
have been 7orking at 8oreign 9:change Branch of *l.*rafah (slami Bank 'imited . 8or
the last three months. *nd supervise by e:perienced e:ecutive and officers. *nd have
general idea about the organi;ations culture of a private commercial bank in Bangladesh.
,"1" OB2&'TI3&S+
Broad Ob4ective
*naly;e the customer relationship and competitive scenario of *l.*rafah (slami Bank
'imited
3
Specific Ob4ectives+
he indispensable aim is to fulfill the partial re3uirements of Bachelor of #cience
in Business *dministration degree.
o analy;e Marketing Mi: of *(B'
Marketing Mi: of some other banks
<ompetitive analysis of Bank through Marketing mi:
o provide my personal opinion regarding problems and prospects of the bank
,"5" %&T/ODOLO#0 O. T/& I$T&)$S/IP P)&#)A% )&PO)T+
,"5"," T0P&S O. )&S&A)'/+ 8or my internship research ( am conducting
Descriptive Research.
,"5"1" DATA 'OLL&'TIO$+
a- 1rimary sources of data and information:
he primary sources of data are as follo7s:
Client of the banks
Employees of the Bank
b- #econdary sources of data and collection:
he secondary sources of data are as follo7s:
Annual report of Al-Arafah Islami Bank Limited AIBL !
Brushier of the Al-Arafah Islami Bank Limited AIBL !
"eb site of Al-Arafah Islami Bank Limited AIBL !
Books related #ith $R%.
,"5"5" %&T/ODS .O) P)I%A)0 DATA 'OLL&'TIO$+
o collect primary data ( had to follo7 the follo7ing methods
6uestionnaire+
i- Both open ended and close ended 3uestionnaire is used.
ii- $esearcher administered 3uestionnaire is used
iv- (t took average 25 min. for each intervie7.
Personal observation"
In-depth intervie("
"
%
,"5"7" SA%PLI$# PLA$+

1opulation +ere ( considered the client of the bank6 employee6 and other private
bank as my target population.
#ample unit: ( considered the individual client of the bank6 employee6 and
employee of other private bank as my sample unit.
#ampling Method
i-=on.probability sampling.
ii-<onvenience #ampling
#ample si;e:
Clients of the banks &''!
Employee of the company ('!
,"7" )ATIO$AL& O. T/& ST*D0+
here are various reasons for internship program. $easons are as follo7s:
)irst of all it is a prere*uisite of BBA de+ree.
Another reason of internship pro+ram is to +et some practical kno#led+e and
compare bookish kno#led+e #ith practical one.

,"8" S'OP& O. T/& ST*D0+
here are 3% Branches of *l.*rafah (slami Bank 'imited ,*(B' -6 and ( had 7orked in
8oreign e:change branch of *l.*rafah (slami Bank 'imited ,*(B' -. +ere ( 7orked in
accounts opening6 cash6 clearing sections.
,"9" LI%ITATIO$S O. T/& )&PO)T+
>hile ( 7as doing my internship as 7ell as my internship report ( had to face many
problems 7hich can be called as limitations. *nd limitations are as follo7s:
Time (as one the big limitation of m
Biasness ma come from the respondent:s internship report"
.inancial limitation (as a ver limitation of m internship"
&
2.1 training 0 development:
2.2 objectives of training 0 development
2.3 importances of training 0 development:
2." methods of training
2.% managerial on.the.job training:
2.& off. the.job management training0 development:
?
Introduction
raining 0 !evelopment practice under the +$M. raining 0 !evelopment practice
!evelop the +uman $esource by their skill6 performance6 efficiency6 technical kno7 ho7
policy making6 planning6 decision and advance thinking etc.
2.1 raining 0 !evelopment:
Training+
raining is the ac3uisition of ne7 skills and kno7ledge relevant to a job.
!evelopment involves the gro7th of an individual@As 7ider education
and capabilities 7ithin a field of employment.
(nduction training familiari;es ne7 employees 7ith their role and responsibilities.
<olleagues are introduced6 systems e:plained and the e:pectations of the job are
clarified.
On.the.job training is arranged in the 7orkplace through instruction and
observation.
Off.the.job training takes employees a7ay from the immediate 7orkplace. (t may
be @Ain.house@A using the employer@As facilities or @Aout.house@A and provided by
another company or collegeBuniversity.
Development+
!evelopment has a broader focus on learning and relates to a career rather than to a job.
(t emphasi;es the employee@As potential to ac3uire more capabilities.
he government supports training and development through modern apprenticeships
7hich give young people vocational skills through a mi: of on and off.the.job training.
he (nvestors in 1eople a7ard re3uires firms to demonstrate their commitment to training
and career development for staff.
4
1"1 Objective of raining 0 !evelopment
=eeds result in training and development objective6 7hich should state the desired
behavior and the condition under 7hich it is to occur. hese stated objectives then
become standards against 7hich individual performance and the program can measured.
8or e:ample6 the objective for airline reservationists might be states as follo7s:
1. 1rovide flight information to call in customers 7ithin thirty second.
2. <omplete a one.city round.trip reservation in t7o minutes after all information
has been obtained from the customer.
#pecific6 measurable6 time Ctargeted objectives like those listed above for a
preservationist give the trainer and the trainee specific goals that can be used to
evaluate their success .(f the objective are not met6 failure gives the +$ department
feedback on the program and the participants.
1"5 Importance of Training ; Development+
Optimum )tili;ation of +uman $esources C raining and !evelopment helps in
optimi;ing the utili;ation of human resource that further helps the employee to achieve
the organi;ational goals as 7ell as their individual goals.
!evelopment of +uman $esources C raining and !evelopment helps to provide an
opportunity and broad structure for the development of human resourcesD technical and
behavioral skills in an organi;ation. (t also helps the employees in attaining personal
gro7th.
!evelopment of skills of employees C raining and !evelopment helps in increasing the
job kno7ledge and skills of employees at each level. (t helps to e:pand the hori;ons of

+uman intellect and an overall personality of the employees.
Productivit C raining and !evelopment helps in increasing the productivity of the
employees that helps the organi;ation further to achieve its long.term goal. eam spirit C
raining and !evelopment helps in inculcating the sense of team 7ork6 team spirit6 and
inter.team collaborations. (t helps in inculcating the ;eal to learn 7ithin the employees.
E
Organi<ation 'ulture C raining and !evelopment helps to develop and improve the
organi;ational health culture and effectiveness. (t helps in creating the learning culture
7ithin the organi;ation.
Organi<ation 'limate C raining and !evelopment helps building the positive
perception and feeling about the organi;ation. he employees get these feelings from
leaders6 subordinates6 and peers.
6ualit C raining and !evelopment helps in improving upon the 3uality of 7ork and
7ork.life.
+ealthy 7ork environment C raining and !evelopment helps in creating the healthy
7orking environment. (t helps to build good employee6 relationship so that individual
goals aligns 7ith organi;ational goal.
/ealth and Safet C raining and !evelopment helps in improving the health and safety
of the organi;ation thus preventing obsolescence.
%orale C raining and !evelopment helps in improving the morale of the 7ork force.
Image C raining and !evelopment helps in creating a better corporate image.
Profitabilit C raining and !evelopment leads to improved profitability and more
positive attitudes to7ards profit orientation.
raining and !evelopment aids in organi;ational development i.e. Organi;ation gets
more effective decision making and problem solving. (t helps in understanding and
carrying out organi;ational policies
raining and !evelopment helps in developing leadership skills6 motivation6 loyalty6
better attitudes6 and other aspects that successful 7orkers and managers usually display.
15
The .ive-Step of Training and Development+
i. =eeds analysis step6 identifies the specific job performance skills needed6
assesses the prospective trainees skills6 and develops specific6 measurable
kno7ledge and performance objectives based on any deficiencies.
ii. (nstructional design 6you decide on 6compile6 and produce the training
program content 6including 7orkbooks6 e:ercise 6and activities 6here youDll
probably use techni3ue like those discussed in this chapter 6such as on the job
training and computer assisted learning.
iii. Falidation step6 in 7hich the bugs are 7orked out of the training program by
presenting it to a small reprehensive audience.
iv. (s to the implement the program6 by actually training the targeted employee
Group.
v. (s an evaluation step6 in 7hich management assesses the programDs success or
failures.
1"7 %ethods of Training
here are various methods of training 7hich can be
divided into cog native and behavioral methods .rainers need to under stand the
pros 0 cons of each method also its impact on trainees keeping their background and
skill in mind before giving training.

<og native Methods: his method is more of giving theoretical training to the trainees.
he various methods under cognitive approach provide the rules for ho7 to do some
thing6 or verbal information6 demonstrate6 relation ships among concepts6 etc6 these
methods are associated 7ith changes in kno7ledge and attitude by stimulating learning.
11
he various methods that come under cog native approach are6
1. on the job training.
2. *pprenticeship training
3. (nformal learning
". Hob instruction training
%. 'ectures
&. *udiovisual. based training
?. #imulated training
Behavioral Methods: hese methods are more of giving practical training to the trainees.
he various methods under behavioral approach allo7 the trainee to behavior in a real
fashion. hese methods are best used for skill development.
he various methods that come under behavioral approach are6
1. Games 0 simulations
2. Behavior.modeling
3. Business games
". <ase studies
1"8 %anagerial on-the-4ob training+
a. job rotation
b. <oaching
c. *ction learning
1"9 Off- the-4ob management training development+
a. he case study method
b. Management games
c. Outside seminars
d. )niversity Crelated programs
e. $ole playing
12
ROLE OF TRAINING
Graph: 1
13
*ssess trends in
.9:ternal labor market
.current employees
.8uture org plans
.General economic
trends.
8orecast internal
supply
<omputer future demand
1lan for dealing 7ith predicted
shortfalls or overstaffing
8orecast e:ternal
supply
1redict demand
he process of training 0 development

1"
Graph: 2
3.1 background of *l.*rafah (slami Bank 'imited
3.2 visions
3.3 missions
3.% operational area of *l.*rafah (slami Bank 'imited ltd.: duct 0 service:
1%
3.& capital and reserves
3.? a glance profitability position of the *(B' ,last % years-
3.1 History of Al-Arafah Islami Bank Limited
(AIBL ):
Bangladesh is one of the largest Muslim countries of the 7orld. he population of
the country is deeply committed to (slamic 7ay of life as enshrined in the +oly
Iuran and #unni. =aturally it remains a deep cry in their hearts to fashion and
design their hearts to fashion and design their economic lives in accordance 7ith
the precepts of (slam. *l.*rafah (slami Bank 'imited 'imited. he prime
objective of *l.*rafah (slami Bank 'imited is to serve the people for attainment
of their economic goal and success in life here and hereafter. *'.*$*8*+
1&
(#'*M( B*=J '(M(9! stands not only for material 7ell being but also for
ethical development of its customers. he incorporation of *(B' on May 1EE% is
the true reflection of this inner urge of its people6 7hich started functioning 7ith
effect from Hune 146 1EE%. (t is committed to conduct all banking and investment
activities on the basis of interest.free profit.loss sharing system. (n doing so6 it has
unveiled a ne7 hori;on and ushered a ne7 silver lining of hope to7ards
materiali;ing a long cherished dream of the people of Bangladesh for doing their
banking transactions in line 7ith 7hat is prescribe by (slam. *larafah (slamic
Bank 'imited has by no7 earned the uni3ue position of a leading private
commercial bank in Bangladesh.
/*l.*rafah (slami Bank 'imited2 offers the full range of banking services for
personal and corporate customers6 covering all segments of society 7ithin the
frame7ork of Banking <ompany *ct and rules and regulations laid do7n by our
central bank. !iversification of products and services include <orporate Banking6
$etail Banking and <onsumer Banking right from industry to agriculture6 real
estate to soft7are and is backed by the latest technology.
he Bank is being managed by a group of highly e:perienced professionals 7ith
diversified e:perience in finance and banking he Bank has already achieved
tremendous progress 7ithin only five years. he bank has already ranked as one of
the 3uality service providers 0 is kno7n for its reputation.
By no76 the Bank established correspondent Banking relationship 7ith 14 Banks
covering their global net7ork of 34% branchesBunits of (nternational repute at
different important locations. (t also established accounting relationship 7ith 15
Banks and maintaining 22 =O#$O *ccounts in 4 ,eight- major <urrencies at
different convenient locations.
1?
he Bank is managed by a eam of professional 9:ecutives and Officials having
profound banking kno7ledge 0 e:pertise in different areas of management and
operation of Banks. !uring the short span of time6 *l.*rafah (slami Bank 'imited
so far introduced a good number of attractive deposit products to broaden the
resource base and also (nvestment products to deploy the deposit resources so
mobili;ed. #ome more schemes covering the deposits6 (nvestments 0 #ervices
7ill be introduced gradually in near future suiting to the taste and re3uirement of
the clients. he Bank has a strong #hariah <ouncil consisting of prominent )lama6
8u3uah 0 9conomists 7ho meet periodically to confer decisions on different
#hariah issues relating to Banking Operation 0 to address them and to give
necessary guidance to the management on #hariah 1rinciple. #ince inception6
Bank has been performing in all the sectors i.e. general Banking6 $emittance6
(mport6 9:port 0 (nvestment. *ll our branches are fully computeri;ed having on
line Banking facility for the clients.
3.1 Company Prole:
COMPANY PROFILE IN BRIEF
!ame Al-Arafah Islami Bank
Limited Limited
"e#istered $%&e 36Dilkusha(6-9) ,C/A,Dhaka-
1000
Le#al 'tat(s Public Limited Compa!"
14
!at(re of B(siness Comme#cial, Co#po#ate,
$%estmet & 'etail (aki)
)irst meetin# of the promoters
held on
*
th
+eptembe#, 199,"
*ate of Certi&ate of
In&orporation
1st -a!, 199,"
*ate of Certi&ate of
Commen&ement of B(siness
./ +eptembe#, 199,"
Bankin# Li&ense re&ei+ed on 10th Ap#il, 199,"
)irst Bran&h Li&ense re&ei+ed on .*th Ap#il,199,
Ina(#(ration held on ./th +eptembe#, 199,"
A(thori,ed Capital 1k",000000000"00 c#o#e"
Paid (p Capital 1k"*6//.00000"00 c#o#e"
!(m-er of Bran&hes (as on
././1.../1.)
9,
A(ditors 2o3lada# 4uus & Compa!"
Board of *ire&tor .0
!o. of 'ponsor *ire&tors 19
Meeting of Board of Diretors ..9"
Board 'ommittees+ he Board responsibility of each committee is
determined by the Board of !irectors 7ho also decides on the
composition of each committee. M! Badiur $ahman is the chairman of
*(B'. #harker Md #hameem (3bal is the vice chairman
&=ecutive committee+ *ll routine matters beyond delegated po7ers of
management are decided upon by or routed through the 9:ecutive
<ommittee6 subject to ratification by the Board of !irectors.
Audit committee+ *ll matters relating to the principles6 policies6 financial
in3uiries etc. for operation and management of the Bank are recommended
by the <ommittee to the Board of !irectors.
Shariah 'ouncil+ *s per *rticles of *ssociation of the company and
(slamic #hariah <ouncil for %th Bank has been constituted. he <ouncil
1E
plays a vital role in advising and guiding on the implementations and
compliance of #hariah principles in all activities of the Banks particularly
on the modes of (nvestment. Mufti *bdur $ahman is the chairman of
shariah council.
Branch Information of AIBL +
he Bank commenced its business on june 146 1EE% by opening its 1
st
branch is
!haka Main branch at 3&6 !ilkusha6 !haka obtaining the license from Bangladesh
Bank6 the central bank of Bangladesh. he bank opened % ,five- branches in 1EE%6
& ,si:- branches in 1EE&6 4 ,eight- branches in 1EE?6 11 ,t7o- branches in 1EE46 "
,four- branches in 1EEE6 1& ,si:teen- branches in 2552 0 255?. )p to #eptember
316 2554 *(B' established 2? branches and no7 E% branches to all over the
country to give a cordial service to their customers. #ome of branches locations
are given bello7.
25
Table >5"1?+ Branches Location
SL"
$o"
$ame of the Branches Location , Address
1. Motijheel Branch 161,Motijheel C/A, Dhaka-1000.
2. Moloby Ba;ar Branch 3, Moloby Bazar , Dhaka-1000.
3. F(1 $oad Branch 86,VIP oa!, Dhaka-1""".
". Motijheel <orporate
Branch
1#$,Motijheel, C/A,Dhaka
%. =ababpur $oad 6Branch 8$/8%&abab'(r oa!, Dhaka ,1100
&. =orth #outh $oad
Branch
)6,*ahee! *ay! &azr(l I+la,
*ara-i,Bo-.+hal Dhaka / 1100
?. )ttra Model o7n
Branch
0o(+e 13,oa!11/a,*e2tor-1, 3ttra,Dhaka-
1#03
4. =e7 9lephant $oad
Branch
)1 &e4 5le'ha-t oa! ,Dhaka 1#0$
E. Banani Branch6 16,6a,al Atat(rk A7e-(e Ba-a-i, Dhaka
15. Mirpur Branch. $/0.8.Dar(l+ *ala, oa!,Mir'(r-1Dhaka
1#16
11. Mouchak Branch %6,D.I.9, oa!,Malibha. Dhaka1#1%
12. !hanmndi Branch. $1/1oa!1/1,*hat Ma+hji! oa!, Dhaka 1#0)
13. Mohammad1ur Jrishi
Market Branch.
3#/8 9az,ahal roa!,Moha,,a!'(r,
Dhaka1#0%
1". !ilkusha Branch. 63, Dilk(+ha C/A Dhaka 1000
1%. (slampur Branch #)-31 I+la,'(r oa!, Dhaka-1100
1&. 1rogati #arani Branch. 133/3,Mi!!le Ba!!a, Dhaka-1#1#
1?. Hatra Bari Branch 6 +ahie! :ar(k oa!,;e+t <atra Bari,
Dhaka,1#01
14. Hoydevpur <ho7rasta
Branch.
6hale=(e Co,'le> ?1+t @loorA, <oy!e7'(r
Cho4ra+ta, 8azi'(r
21
1E. Ja7ran Ba;ar Branch. 9 6 Bhaba-, 13 6azi &azr(l I+la, A7e-(e,
6a4ra- Bazar, Dhaka
25. Jeranigonj Branch Ma Plaza ?1+t :loorA, *hohi! &o.ar,
6ara-i.o-j, Dhaka
21. Madhabdi Branch6
=orsingdi
<al'otti oa!, Vill-Choto
Ma!hab!i,Pa(ro+ha7a B P.*.-
Ma!hab!i,Di+tC &or+i-.!i.
22. Ma7na Branch &.*. Bhaba- ?1
+t
:loorA, Ma4-a Cho4ra+ta,
*ree'(r, 8azi'(r
23. Mirpur Branch #30, *e-'ara Parbata, Mir'(r-10, Dhaka
2". Mohakhali Branch I+,ail Ma-+io- ?8ro(-! :loorA, 3#
Mohakhali C/A, ;irele++ 8ate, 8(l+ha-,
Dhaka-1#1#
2%.
2&. Mymensingh Branch &oor :ate,a 9o4er ?1+t :loorA, #$, *4a!e+hi
Bazar, My,e-+i-.h
2?. =arayanganj Branch "+,a- 9o4er, $6/1, *.M. Maleh oa!,
&araya-.o-j
24. =a7abpur $oad Branch :azl(r ah,a- Plaza?1+t :loorA, 0ol!i-.
&oC-#18, &abab'(r oa!, Dhaka.
2E. 1anthapath Branch 5&A 9o4er, Di-"lie ?1+t @loorA, $%/3, $%/1,
Dake Cir2(+ oa!, 6olaba.a-, Dha-,o-!i,
Dhaka-1#1#
35. #avar Branch Bi+,illah *('er Market, %1/1 a-! %#/1, Bazar
oa!, *a7ar, Dhaka
31. #hatmasjid $oad Branch 6h(!a B(k+h :o(-!atio- ?1+t :lr.A, oa! &o.
11/A, 0o(+e &o. )), Dha-,o-!i, Dhaka /
1#0)
32.
33. )ttara 'adies Branch *olar 9ra!e Ce-ter ?1+t B #-! :loorA, Plot E
16, *e2tor E 11, 8arib-5-&e4az A7e-(e,
3ttara,
3". Fatara Branch 311, Pro.oti *ara-i, &aya-o.or, Bari!hara,
Ba!!a, Dhaka
22
3%. #ylhet Branch Al-:alah 9o4er ?1+t @loorA, Dh('a!i.hir
P(rbo'ar, 6oto4ali, *ylhet
3&. <o:As Ba;ar Branch A. B. *('er Market ?1+t :loorA, 11$
Dal!i.hir'ar, Co>F+ Bazar
3?.
<omilla Branch
*alah(!!i- Co,'le>?1+t B #-! :loorA,
Mo-ohor'(r, Cho4,(ho-i, Dak+a, oa!,
Co,illa
34.
Hessore Branch
*a!hi-ata Bhaba- ?1+t :loorA 0ol!i-. -oC )1,
M.6. oa!. 6ota4aly, <e++ore
3E.
Jhulna Branch
3-ite! 9o4er?1+t a-! #-! :loorA, 1 6DA
A7e-(e, 6h(l-a
"5. Jushtia Branch % &. *. oa! ?1
+t
B #-! @loorA, 6(+htia *a!ar,
6(+htia.
"1. $ajshahi Branch 0abib Plaza ?1+t :loorA, 0ol!i-. E 111
*haheb Bazar, Gero Poi-t, aj+hahi
"2. $angpur Branch %r. %d. Abu -ayeed A++i+ta-t Vi2e Pre+i!e-t
M.0. a+hi! *ho''i-. Co,'le> ?#-! B 3r!
:loorA, 88 *tatio- oa!, a-.'(r
"3. Bogra Branch &(r(l 0a=(e 9o4er?1+t :loorA, 3$%/3)$, Boro
8ola Mor, Bo.ra
11. Bari+al Bra-2h 0a4la!ar Plaza, 1%$ 6. B. 0e,ayet 3!!i-
oa! ?1+t B #-! @loorA, Bari+al
3.1) 0ission
o provide 3uality services to customers.
o set high standards of integrity.
o make 3uality investment.
o ensure sustainable gro7th in business.
o ensure ma:imi;ation of #hareholdersA 7ealth.
o e:tend our customers innovative services ac3uiring state.of.the.art
technology blended 7ith (slamic principles.
o ensure human resource development to meet the challenges of the time.
23
3.. 1ision:
o be the uni3ue modern (slami Bank in Bangladesh and to make significant
contribution to the national economy and enhance customersA trust 0 7ealth6
3uality investment6 employeesA value and rapid gro7th in shareholdersA e3uity.
3.. 'trate#y
o strive for customers best satisfaction 0 earn their confidence.
o manage 0 operate the Bank in the most effective manner.
o identify customers needs 0 monitor their perception to7ards meeting
those re3uirements.
o revie7 0 updates policies6 procedures 0 practices to enhance the ability
to e:tend better services to the customers.
o train 0 develop all employees 0 provide them ade3uate resources so
that the customers needs are reasonably addressed.
o promote organi;ational efficiency by communicating company plans6
polices 0 procedures openly to the employees in a timely fashion.
o cultivate a congenial 7orking environment.
o diversify portfolio both the retail 0 7holesale markets.
3.3 0otto:
<ommitted to <ordial #ervice.
3.2 3he or#ani,ational 'tr(&t(re of AIBL :
he objective of organi;ational structure and corporate governance of *l.*rafah (slami
Bank 'imited . is to establish a strong6 customer. oriented and transparent Management.
2"
2%
Table >5"8?+ 'orporate %anagement of AIBL
Top %anagement
<hairman
Fice <hairman
Board of !irector
Managing !irector
!eputy Managing !irector
&=ecutive Level %anagement
#enior 9:ecutive Fice
1resident
9:ecutive Fice 1resident
#enior Fice 1resident
<onsultant
8irst Fice 1resident
#enior *ssistant Fice 1resident
*ssistant Fice 1resident
%id Level %anagement
#enior 9:ecutive Officer
9:ecutive Officer
#enior Officer
2unior Level %anagement
Management rainee Officer
Hunior Officer
*ssistant Officer
rainee *ssistant
2&
3.4 $r#ani,ational Chart of AIBL :
2?
<hairman
Board of director %anaging Director Board 'ommittee
Deput %anaging
Director
&=ecutive 3ice
President
Deput %anaging
Director
Senior 3ice President
3ice President
Senior Assistant 3ice President
Assistant 3ice President
.irst Assistant 3ice President
2unior Assistant 3ice President
Senior &=ecutive Officer
&=ecutive Officer
.irst &=ecutive Officer
Senior Officer
Trainee Officer
Board of Director
*l.*rafah (slami Bank 'imited Ks Board of !irectors consists of the follo7ing
posts
<hairman. Badiur $ahman
Fice <hairmen. #arker Md #hameem (3b3l
Managing !irector. 9kramul +a3ue
Board Of Director Shariah And .at(a
<hairman Mufti *bdur $ahman

otal Member 8ive Of #hariah <ouncil
Audit 'ommittee+
*(B' Ks audit committee is made up of 3 individuals <hairman and t7o
members.
Shariah 'ouncil+
#hariah <ouncil of the Bank is playing important role in guiding and supervising
the implementation and compliance of (slamic #hariah principles in all activities
of the Bank since its very inception. he <ouncil6 7hich enjoys a high status in the
structure of the Bank6 consists of prominent ulema6 reputed banker6 reno7ned
la7yer and eminent economist. Members of the #hariah <ouncil meet fre3uently
and deliberate on different issues confronting the Bank on #hariah matters. hey
also conduct #hariah inspection of branches regularly so as to ensure that the
#hariah principles are implemented and complied 7ith meticulously by the
branches of the Bank.
24
3.4 Information of AIBL !$"3H '$53H "$A*
Bran&h:
he branch 7as established 2&
th
#eptember6 255"6 it is situated at the floor of
#aheed =a;rul (slam *venue6 =orth #outh $oad6 !haka.1155. he bank is
designed under one floor. (t has been providing (slam Banking #ervices for the
customers of =orth #outh $oad 6Bangshal6 area.
Department of the Branch+
<ustomer <are !epartment
General Banking !epartment
<ash !epartment
8oreign rade !epartment
(nvestment !epartment
<learing !epartment
$emittance !epartment
2E
".1 introductions:
".2 human resources department of bank :.
".3 organi;ations of the human resources of bank:
"." objectives of the human resources department of bank:
".% basic principles of +$M:
".& functions of the human resource department:
".? core functions of human resources department in bank:
".4 define training and development:
".E objectives of training:
".15 objectives of training related to bank:
".11 objectives of training related to individual:
".12 methods of training used by6 *l.*rafah (slami Bank 'imited :
".13 managerial on.the.job training:
".1" off the job training methods:
".1% methods of development:
".1& benefits for employees:
".14 training institutes of *l.*rafah (slami Bank 'imited :
".1E objectives of training institutes:
".25 activities of *(B'6 dhaka:
".21 training performance ,2551.255E-:
".22 training performance.255E:
".23 7orkshops:
".2" computer courses :
".2% training performance . 255E :
".2& 1erformance 9valuation and 1erformance $e7ard
".2? benefits for the organi;ation:
".24 training institutes of *l.*rafah (slami Bank 'imited :
".2E rating report:
".35 human resources:
".31 training 0 motivation:
".33 staff 7elfare project:
".3" manpo7er position as on 31 !ecember 255&
".3% training 0 motivation:
".3& *l.*rafah (slami Bank 'imited foundation
35
7", Introduction +
9mployeeAs are the core resources of any organi;ation6 7ithout them6 one can not run
their organi;ation6 and human resources is conducted 7ith the gro7th of development of
people to7ard higher level of competency6 creativity and fulfillment. (t help employeeAs
become better more respon*(B' e person and then it tries to create a climate in 7hich
they contribute to the limits of their improved abilities. (t assumes that e:panded
capabilities and opportunities for people 7ith lead directly to improvements in operating
effectiveness. 9ssentially6 the human resource approach means that people better result.
Bank al7ays determine 7hat jobs need to be done6 and ho7 many and types of 7orkers
7ill be re3uired.
+uman $esource !epartment is respon*(B' e for the main dimension of people of the
organi;ation. (t is respon*(B' e for hiring competent people6 training them6 helping them
perform at high levels and mechanisms to ensure that these employees maintain their
productive affiliation 7ith the organi;ation. +uman $esources !epartment of Bank
'imited is solely respon*(B' e mainly for recruitment6 training and development6
ensuring compensation and benefits of staffs6 performance appraisals and re7ards. >ith
all those core functions +uman $esources !epartment linkage its operations meet the
organi;ationAs objectives.
7"1 /uman )esources Department of Bank Limited +
+uman resources !epartment of is one of the most valued departments 7ith the
responsibilities of staffing6 training and development6 organi;ation development6
performance appraisals6 re7arding6 control and maintenance etc. >ith the start of he
+uman $esources !epartment of e:perienced e:ecutives to carry out the 7hole
responsibilities. he +uman $esources !epartment of stands in its +ead Office at
Motijil6 <Aheni #hilpo Bhaban under the direct supervision of the top management.
31
7"5 Organi<ation of the /uman )esources of BA$-+
8ig: #tructure of +$ !epartment in a 'arge Organi;ation
Graph: %
7"7 Ob4ectives of the /uman )esources Department of Bank+
he objective of +$M can be described as follo7s.
o hire the right person for the job
o reduce employee turnover
o motive people to perform at high effort levels.
=ot to 7aste time 7ith useless intervie7s.
o remove unfair labor practices.
o maintain a high morale 0 better human relations inside the origination.
o maintain organi;ational peace.
o attract competent people and retain them in the organi;ation.
o recogni;e and satisfy individual needs.
32
F1 +$
*F1B!irector
$ecruitment
*F1B!irector
<ompensatio
n
*F1B!irector
raining 0
*F11!(rector
of employee
*FBdirector
labor relation
7"8 Basic Principles of /)%+
reat people 7ith respect and dignityL
!eal 7ith people as complete individuals.
reat all employees 7ith justice.
1rovide people 7ith justice.
Make people feel that they are most valuable asset for the organi;ation.
$e7ards should be earned6 not given.
=ot to underestimate the potentials of people.
1rovide people 7ith all relevant information.
7"9 .unctions of the /uman )esource Department+
o control the administration of human resources of the bank
o access and collect compatible personnel 7ho 7ill be perfect for the bank
o take program and implement for developing human resources.
o make appointment6 promotion and appraising skill of officer and stuff
o maintain relationship 7ith government and other institution
o access and grant retirement facilities at the time of retirement
o communicate 7ith e union scrutini;ing their demands
o give loan for house building6 car6 motorcycle and ensure their proper
utili;ation
o give medical facilities to the staff.
o maintain and grant leaves 7ithout regular leave
o coordinate and evaluate the branch office
o prepare and implementation policy about human resources and related
activities.
o perform the activities assigned by the department head
33
7"@ 'ore .unctions of /uman )esources Department in Bank+
8igure: <ore +$ 1rocess in +$ department of backed by the +uman $esources Manual.
Graph: &
7"A Define training and development+
raining to ne7 employees is important for the reason that they need to ac3uire basic
skills related to the particular job in 7hich he is employed and development means aims
to increase abilities in relation to some future position or job.usually management.
7"B Ob4ectives of training+
'ike every organi;ation6 *l.*rafah (slami Bank 'imited and the employees or human
resources of this organi;ation have some objectives. he organi;ational and individual
objectives are complementary. #o a training program is directed to7ard the
accomplishment of both organi;ational and individual objectives. >e can classify the
objectives in t7o major headings.
3"
<O$9 +$
1$O<9##
$ecruitment
and selection
raining and
!evelopment
<ompensatio
n and benefits
7",C Ob4ectives of training related to Bank+
*chieving efficiency in operation.
(mproving kno7ledge on ne7 method.
(nforming the banking policy
1roviding kno7ledge on bank.customer relationship.
<hange of attitude to7ard the job.
$eduction of employee turn.over.
(mproving 3uality of 7ork.
7",, Ob4ectives of training related to individual+
1. $educing inherent fear about jobs: raining is reducing inherent fear about jobs.
2. )pdating Jno7ledge: echnological advancement6 business environmental
changes and ne7 management philosophies have no7 made it imperative for
the organi;ation to rene7 and update the kno7ledge and skills of the
employees so that they do mil become redundant for obvious functional
incompetence. he first and foremost need for manpo7er training therefore6 is
to rene7 and update kno7ledge and skills of employees to sustain their
effective performance and so also to develop them for future managerial
positions.
3. *voiding Obsolescence: $ecent economic liberali;ation programs of
Government of (ndia is necessitating Organi;ational restructurings6 7hich inter
alia6 calls for training the employees6 irrespective of their functional level6 for
their redeployment in restructured jobs. herefore6 the second important need
for training is to avert functional obsolescence.
". (mproving 1erformanceL <ontinuous training being re3uired to rene7 and
update kno7ledge and skills of employees6 it makes them functionally
effective. he. third need is therefore6 to make employees effective in their
performance through continuous training.
%. !eveloping +uman #kills: *part from emphasi;ing on technical and
<onceptual skills6 ne7 training programme also emphasi;e on developing
human skills of employees. #uch human skill is necessary for9ffective
3%
interpersonal relations and sustaining healthy 7ork environment. his need for
training therefore also cannot be altogether ignored.
&. (mparting rade.specific #kills: (n industrial employment6 the convention is to
recruit 7orkers and employees through compulsory apprenticeship training.
#uch apprenticeship training enables an organi;ation to impart industry and
trade specific skills to 7orkers. his also6 therefore6 is an important need for
manpo7er training.
?. #tabili;ing the >orkforce: hroughout the 7orld the importance of training is no7
increasingly felt for stabili;ing the 7orkforce to 7ithstand the technological change
and for making the organi;ation dynamic in this changed process. Management
theorists no7 unanimously agree that it is the responsibility of the organi;ation to
train and develop their manpo7er as continuous process.
7",1 %ethods of Training used bD Al-Arafah Islami Bank Limited +
Methods are the 7ays through 7hich. employees are trained. H*M (1=n Bank 'imited
uses several methods of training depending on the situation and training objectives.
+o7ever6 the methods of training can primarily classify into t7o types. On.the .job
raining ,5.1- means having a person learn a job by actually doing it. every employee6
from mailoorm clerk to company president6 gets on the job training 7hen he or she joins
a firm. (n many firms6 OH is the only training available.
he most familiar type of on the job training is the coaching or understudy method. +ere6
an e:perienced 7orker or the traineeAs supervisor trains the employee. *t lo7er levels6
trains may ac3uire skills by observing the supervisor. But this techni3ue is 7idely used at
top.management level too. * potential future <9O might spend a year as assistant to the
current <9O6 for instance. Hob rotation6 in 7hich an employee ,usually a management
3&
trainee- moves from job to job at planned intervals6 is another OH techni3ue.here are
some steps to help insured OH #uccess
Step +, Prepare the Learner+
1. 1ut the learner at ease. relieve the tension.
2. 9:plain 7hy he or she is being taught6
3. <reate interest6 encourage . encourage find out 7hit the learner already kno7s about
this or other jobs.
". 9:plain the 7hole job and relate it to some job the 7orker already kno7s.
%. 1lane the learner is dose is the normal 7orking position as pos*(B' e.
&. 8amiliari;e the 7orker 7ith e3uipment6 materials6 tools6 and trade
Step 1+ Present the Operation+
1. 9:plain 3uantity and 3uality re3uirementM
2. Go through the job at the normal 7ork pace.
3. *gain go through the job at a slo7 pace several timesL e:plain the key points.
". +ave the learner e:plain the steps is you go through the job at a slo7 pace6
Step +5 Do a Trout+
1. +ave the learner go though the job several times e:plaining: slo7ly6 e:plaining each
step to you. <orrect mistakes and mistakes and6 if necessary6 do some of the
complicated steps the first fe7 times.
2 $un the job at the normal pace.
3. +ave6 the learner do the job6 gradually building up skill and speed.
". *s soon as the learner demonstrates ability to do the job6 let the 7ork begin6 but donAt
abandon him or her.
Step+ 7" .ollo( *p:
1. !esignate to 7hom the learner should go for help
2. Gradually decrease supervision6 checking 7ork from time to time against 3uality and
3?
3uantity standards.
3. <orrect faulty 7ork patterns before they become a habit. #ho7 7hy the learned
method is superior.
". <ompliment good 7orkL encourage the 7orker until he or she is able to meet the
3uality and 3uantity standards.
," Apprenticeship Training+
More employers are implementing apprenticeship programs6 an.approach that began in
the middle *ges. *pprenticeship training is a structured process 7hich people become
killed 7orkers through a combination of classroom (nstruction and on.the job training. (t
is 7idely to train individuals for many occupations. (t traditionally involves having the
learnerBapprentice study under the tutelage of a master craftsperson.
#everal ).#. facilities currently use this approach. 8or e:ample6 the siemens #tromberg.
<arlson plant in 8lorida has apprenticeships for adults and high school students for
electronics technician jobs.
1" Informal Learning+
9mployers should not underestimate the importance or value of informal training.
#urveys form the *merican #ociety for raining and !evelopment estimate that as much
as 45N of 7hat employees learn on the job they learn not through formal training
programs but through informal means6 including performing their jobs on a dally basis in
collaboration 7ith their colleagues.
*lthough managers donAt arrange informal learning6 threes still a lot they can do the
ensure that it occurs. Most of the steps are simple.
5" 2ob Instruction TrainingE
his is training through step.by.step learning. )sually steps necessary for a job are
identified in order of se3uence and an employee is e:posed to the different steps of a job
by an e:perienced trainer.
7",5 %anagerial On-the-2ob Training+
34
On .the . job training is not just for non managers. Managerial on .the .job training
methods include job rotation the coachingBunderstudy approach6 and action learning.
," 2ob )otation+
Hob 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. he trainee . often a resent college graduate may spend several months in each
department. he person may just be an observer in each department6 but more commonly
gets fully involved in its operations. he trainee thus learns the departmentAs business by
actually doing it6 7hile discovering 7hat jobs he or she prefers.
1" 'oachingF*nderstud Approach+
+ere the trainee 7orks directly 7ith a senior manager or 7ith the person he or she is to
replace6 the latter is respon*(B' y for the traineeAs coaching. =ormally6 the understudy
relieves the e:ecutive of certain responsibilities6 giving the trainee a chance to learn the
job.
5" Action Learning+
*ction learning programs give managers and others released time to 7ork full.time on
projects6 analy;ing and solving problems in departments other than their o7n. he basics
of a typical action learning program include. <arefully selected teams of five to 2%
membersL assigning the teams real 7orld business problems that e:tend beyond their
usual areas of e:pertise and structured learning through coaching and feedback. he
employerAs senior managers usually choose the projects and decide 7hether to accept the
teamsA recommendations.
7",7 Off The 4ob Training %ethods+
," Lectures+
'ecturing has several advantages. (t is a 3uick and simple 7ay to provide kno7ledge to
large groups of trainees as 7hen the sales force needs to learn the special features of a
3E
ne7 product. Oou could use 7ritten materials instead6 be they may re3uire considerable
more production e:pense and 7onAt encourage the give.and.take 3uestioning that lectures
do.
1" Programmed Learning+
>hether the medium is a te:tbook6 computer6 or the (nternet6 programmed 'eering ,Or
programmed instruction- is a step.by.step6 self.leaning method that consists of there
parts.
1. 1resenting 3uestions facts or problems to the learner
2. *llo7ing the person to respond
3. 1roviding feedback on the accuracy of ans7ers.
Generally6 programmed learning presents facts ad follo7.up 3uestions. he learner can
then respond6 and subse3uent frames provide feedback on the accuracy of his or hear
ans7ers. >hat the ne:t 3uestion is often is often depends on the accuracy of the learnerAs
ans7er to the previous 3uestion. 1rogrammed learningAs main advantage is that it reduces
training. (t also facilitates learning because. (t lets trainees learn at their o7n pace6
provides immediate feedback and ,from the learnerAs point of vie7- reduces the risk of
error.
5" Audiovisual-Based Training+
*udiovisual.based training techni3ues like6 1o7er1ointAs6 vide conferencing6 audiotapes6
and videotapes can be very effective and are 7idely used. he 8ord Motor <ompany uses
videos in its dealer training sessions to simulate problems and sample reactions to various
customer complaints6 for e:ample.
*udiovisuals arc more e:pensive than conventional lectures hut offer some advantages.
Of course6 they usually tend to be more interesting. (n addition6 consider using them in
the follo7ing situations:
1. >hen there is a need to illustrate ho7 to follo7 a certain se3uence over time6 such as
7hen teaching fa: machine repair. he stop.action6 instant replay6 and fast. ar slo7.
motion capabilities of audiovisuals can be useful here.
2. >hen there is a need to e:pose trainees to events not easily demonstrable in live
"5
lectures6 such as a visual tour of a factory or open.heart surgery.
3. >hen you need organi;ation 7ide training and it is too costly to move the trainers
from place to place.
". #imulated training ,occasionally called vestibule training- is a method in 7hich
trainees learn on the actual or simulated e3uipment they 7ill use on the job6 but are
actually trained off the job. his is a necessity 7hen it is too costly or dangerous to
train employees on the job. 1utting ne7 assemblyline 7orkers right to 7ork could
slo7 production6 for instance6 and 7hen safety is a concern.as 7ith pilots.simulated
training may be the only practical alternative.
#imulated training may take place in a separate room 7ith the same e3uipment the
trainees 7ill use on the job. +o7ever6 it often involves the use of e3uipment simulators.
(n pilot training6 for instance6 airlines use flight simulators for safetyA6 learning efficiency6
and cost savings6 including sayings on.
8" 'ase Stud+ <ase study method helps students to learn on their o7n by independent
thinking. * set of data or some descriptive materials are given to the participants
asking them to analy;e6 identify the problems and also tc% recommend solutions for
the same.
9" )ole Plaing+ his training method particularly helps in learning human relations
skills through practice and imbibing an insight into oneAs o7n behaviors. rainees 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. his therefore6 helps in the enriching
of interact onal skills of the employees.
@" T-#roup Training+ .group is sensitivity training6 and takes place under laboratory
conditions and is mostly instructed and informal kind of training. he trainer in such
a training program is catalyst. +e helps the individual participants to understand ho7
others perceive his behavior6 ho7 here acts to the behavior of others and ho7 and
7hen a group acts either in a negative or in a positive 7ay.
A" &-learning+ raining programmers delivered via intranet are no7 thought of as the
most cost.effective route. (t is not only cost effective but also caters to the real time
information need of employees. +o7ever6 it involves convergence of several
technologies6 like6 hard7are6 soft7are6 7eb designing and authoring6 instructional design6
multimedia design6 telecommunications and finally internet.intranet net7ork
management. Organi;ation can outsource e.learning training modules at relatively
"1
cheaper rate. 9ven though training through e.learning is globally increasing6 7e do not
have ade3uate empirical evidence to justify this.
"2
7",8 %ethods of Development+
#ome development of an individualAs abilities can take place on the job. >e 7ill revie7
several methods6 three popular on.the.job techni3ues
1- Hob rotation
2- *ssistant.to position
3- <ommittee assignments
*nd three off.the jobs methods:
1- 'ecturer courses and seminars
2- #imulation e:ercise
3- Outdoor training.
,? 2ob rotation+
Hob rotation involves moving employees to various positions in the organi;ation in an
effort to e:pand their skills6 kno7ledge6 and abilities. Hob rotation can be either hori;ontal
or vertical. Fertical rotation is nothing more than promoting a 7orker into a ne7 position.
>e 7ill emphasi;e the hori;ontal dimension of job rotation6 or 7hat may be better
understood as a short.term lateral transfer.
Hob rotation represents an e:cellent method for broadening an individualAs e:posure to
company operations and for turning a specialist into a generalist. (n addition to
increasing the individualAs e:perience allo7ing him or her to e:posure ne7
information. (t can reduce boredom and stimulate the development if ne7 ideas. (t can
also provide opportunities for a more comprehensive and reliable evaluation of the
employee by his or her supervisors.
1? Assistant-To positions+
9mployees 7ith demonstrated potential are sometimes given the opportunity to
7ork under a seasoned and successful manager often in different areas of the
organi;ation. >orking as staff assistants or6 in some cases6 serving on Pspecial
board6P these individuals perform many duties under 7atchful eye of a supportive
coach. (n doing so6 these employee get e:posure to a 7ide variety of management
activities and are groomed for assuming the duties of the ne:t higher level.
"3
5" 'ommittee Assignment+
<ommittee assignments can provide an opportunity for the employee to share
decision making6 to learn by 7atching others6 and to investigate specific
organi;ational problems. >hen committees are of a temporary nature6 they often
take on task.force activities designed to develop into a particular problem6 ascertain
alternative solutions6 and make a recommendation for implementing a solution.
hese temporary assignments can be both interesting and re7arding to the
employeeAs gro7th. *ppointment of permanent committee increase the employeeAs
e:posure to other members of the organi;ation6 broadens his or her understanding6
and provides an opportunity to gro7 a make recommendation under the scrutiny of
other committee members. (n addition on.the.job techni3ues described above6 7e
7ill briefly discuss three of the more popular ones: lecture courses and seminars6
simulations6 and outdoor training.
""
,? Lecture course and seminars+
raditional forms of instruction revolved around formal lecture courses and seminars.
hese offered an opportunity for individuals to ac3uire kno7ledge and develop their
conceptual and analytical abilities. 8or many organi;ations6 they 7ere offered in house by
the organi;ation itself6 through outside vendors6 or both.
echnology is allo7ing for significant improvements in the training field. he use of
digiti;ed computer technology6 a facilitator can be in one location giving a lecture6 7hile
simultaneously being transmitted over fiber.optic cable6 in real time6 to several other
locations.
Over the past fe7 years6 7eAve 7itnessed an e:pansion of lecture courses and seminars
for organi;ational members. his has been in the form of returning to college classes6
either for credit to7ard a degree or by 7ay of Pcontinuing educationP courses. 9ither 7ay6
the outcome is the same. 9mployees are taking the responsibility to advanced their skills6
kno7ledge6 and abilities in an effort to enhance their value.address to their current or
PfutureP employer.
1? Simulations+
#imulations are probably ever more popular for employee development. he more 7idely
used simulation e:ercises include case studies6 decision games6 and role plays.
he case.study analysis approach to employee development 7as populari;ed at the
+arvard Graduate #chool of business. aken from the e:periences of organi;ation6 these
causes represent attempts to describe6 as accurately as pos*(B' e6 real problem that
managers have faced. rainees study the case to determine problem6 analy;e causes6
develop alternative solutions6 select 7hat they believe to be the best solution6 and
implement it.
"%
<ase studies can provide stimulating discussions among participants6 as 7ell as e:cellent
opportunities for individual to defend their analytical and judgmental abilities. (t appears
to be a rather effective method for improving decision.making abilities 7ithin the
constraints of limited information.
#imulated decision games and role.playing e:ercises put individuals in the role of acting
out supervisory problem. #imulations6 fre3uently played on a computer programmed6
provide opportunities for individuals to make decisions and to 7itness the implications of
their decisions on other segments of the organi;ation.
$ole playing allo7s the participants to act out problems and to deal 7ith real people.
1articipants are assigned roles and are ask to react to one another as they 7ould have to
do in the managerial jobs.
5" Outdoor Training+
Outdoor training typically involves some major emotional and physical challenge. his
could be 7hite7ater rafting6 mountain climbing6 paint.ball games6 or surviving a 7eek in
the Ajungle.A he purpose of such training is to see ho7 employees react to the difficulties
that nature presents to them. !o the face these dangers aloneM !o they PfreakPM Or are
they controlled and successful in achieve their goalsM he reality is that todayAs business
environment does not permit employees Pstand aloneP. his has reinforced the
importance of 7orking closely 7ith one another6 building trusting relationship6 and
succeeding as a member of a group.
7",9 Benefits for emploees+
he opportunity for promotion and self.improvementL
(mproved job satisfaction through better job performance
* challenge: the chance to learn ne7 thingsL
*daptability: greater ability to adapt to and cope 7ith changes
(ncrease job scope and allo7 for job rotation
"&
7",@ Benefits for the organi<ation+
+igher productivity through better job performance6 more efficient use of human
resourcesL
Goals and objectives more effectively metL
$educed costs due to less labor turnover6 errors6 accidents etc.
* more capable6 mobile 7orkforceL
9:isting staff more easily retainedL *n insurance policyL employees are better able
to cope 7ith organi;ation
7",A Training institutes of Al-Arafah Islami Bank Limited +
*l.*rafah (slami Bank 'imited training institution 7as established in 1EE&. #ince then6
institute has been conducting various types of training programs on different banking
affairs in order to develop kno7ledge6 skipL and attitude of the employees of bank.
7",B Ob4ectives of Training Institutes+
he major objectives are:
o enrich both theoretical and practical kno7ledge in banking and also
developing managerial skills of the employees of bank.
o impact training programs based can day.to.day banking needs.
o raise the standard of performance of the 7ork force employed in the bank.
7"1C Activities of AIBL D D/A-A+
OfficersFstaff trained since itGs inception
0ear $o" of officersGFstaff
1EE& %55
1EE? 1555
1EE4 1255
1EEE 1355
2555 455
8igure: OfficersBstaff trained since itAs inception #ource: *nnual course calendar 255E
"?
7"1, T)AI$I$# P&).O)%A$'& >1CC,-1CCB?+
he raining (nstitution plays a significant role in the field of training of officers and staff
members of the bank. )nder different banner of the training courses in &" batches a total
number of "3EE Officers and 9:ecutives have already been imparted training
0ear $umber of courses $umber of participant
>0earl basis?
2551 2% 2E1
2552 32 355
2553 3% "%5
255" 3E "2%
255% "5 "2%
255& "5 %55
255? 33 %2%
2554 "2 %35
255E "5 %%5
Total 519 5BB9
"4
7"11 Training Performance-1CCB+
#l.
no:
=ame of course 'evel of participants 8re3uency
=umber of
participants
1 8oreign 9:change 0 8oreign trade Officer to #1O 1 31
2 Branch Management #r. Officer to #1OBBr.
manager
1 2&
3 Banking foundation <ourse Officer 2 &&
" +uman $elation 0 <ommunication
!evelopment
#r. Officer to #1OBBr.
Manger
1 35
% (nternal <ontrol 0<ompliance Officer to #1O 2 &5
& <redit Management Officer to #1OB Manager 2 "4
? Banking foundation <ourse
,=e7ly.$ecruited ( 1ersonnel-
8 1ersonnel % "?
4 Basic *ccounting 0 *l.*rafah
Bank *ccounting 1ersonnel
Officer to 1O 1 2E
E *udit 6 (nspection 0
(mplementation
*udit officer 2 %%
#ub.total 1? 3E2
Table:4
7"15 !orkshops +
"E
Sl no" $ame of !orkshop Level of participants .reHuenc $umber of participants
1 Money 'aundering 1revention 9:ecutivesB Br. ManagersA
<oncerned Officers
% 13?
2 <ore $isk Management : *sset
'iability Management
#elected 9:ecutives.A
Officers
1 3"
3 <ore $isk Management :
(nternal <ontrol 0 <ompliance
#elected Officers 1 3#
" <ore $isk Management :<redit
$isk Management
#elected Officers 1 "5
% $ecovery of <lassified
*dvances. !e.classification
and #uit #ettlement echni3ues
Officers to #1O ,Branch
Manager <redit Officer-
2 &E
& rade 8inancing : #M9 0
<onsumer 8inancing
Officer to #1O ,Branch
Manager <redit Officer-
1 #3
? (nternational *ccounting
#tandard ,(*#.35-
Officer to #1O ,<oncerned
Officer-
1 2&
4 Management of non.
performing assets 0 techni3ues
of profitability
Officer to #1O, Branch
ManagerB<redit Officer-
2 &?
E 1erformance Management 0
!iscipline : <onducting
(n3uiry
#elected Officers of
!isciplinary *ction
!ivision. Qones <ircles
<orp.Br.
1 24
15 $eporting on foreign trade
ransaction
(! 0 *! branch dealing
officer
1 %?
11 =ame of >orkshop 'evel of participants 8re3uenc
y
=umber of participants
12 <redit $isk Grading Officer to #1O ,credit
officer
" 13"
13 1rocedure of loan
classification and preparation
of cl statements
Officer to #1O ,branch
manager-
3 E3
1" *l . arafali bank audit
implementation manual
*udit officer 2 "5
1% B*#9'. 11 *<<O$! #enior 9:ecutives
,!.F1!. 9F16#F16F1-
1 2%
1& #hort orientation course on
8oreign 9:change 08oreign
trade-
<oncerned officer 1 32
1? #enior management
development programmed
#enior 9:ecutives ,!M!
and 9F1-
1 13
Sub- total + 58 A5A
Table: 5
%5
%1
7"17 'O%P*T&) 'O*)S&S +
Sl
$o
$ame of course Level of participants .reHuenc $umber of
participants
1 <omputer : 1<.M# Office
,Officer-
#OBOfficer 3 41
2 <omputer 'iteracy and
9nglish language ,clerical-
<lerical staff 2 %"
3 <omputer : *pplication and
operation of branch banking
soft7are ,!ay-
Branch Manager Officer
,Outside !haka-
" &?
" <omputer : *pplication and
operation of branch banking
soft7are ,9vening-
Branch Manager. Officer !haka & %%
% <omputer : branch banking
operation ,*udit-
*udit officer 2 3&
& <omputer : *pplication 0
operation of Qonal office
soft7are ,!ay-
<oncerned officer ,outside
!haka-
? 125
? <omputer L *pplication
0Operation of Qonal office
soft7are ,9vening-
<oncerned officer ,!haka- 3%
4 <omputer : M(# in *'.
*$*8*+ bank ,!ay-
<oncerned officer ,outside
!haka-
( 1M
E <omputer : M(# in *l.arafah
Bank ,9vening-
<oncerned officer ,!haka- 2 35
15 1rogramming in <OBO'
,9vening-
<oncerned officer 1 1&
11 Qonal office solution <oncerned ( officer 1 %?
Total AA 89A
able: &
%2
7"18 T)AI$I$# P&).O)%A$'& - 1CCB +
1roducts and services include:
<ash management.
>ire transfer
*utomated clearinghouse ,*<+- transactions.
Bill presentment and payment.
Balance in3uiry.
8unds transfer.
!o7nloading transaction information.
'oon applications.
(nvestment activity.
Other value.added services.
(n line 7ith the Banks strategy of making banking services more acces*(B' e to
customers *(B' is planning to launch proper Banking #ervices and Business in all its
branches. 1art of these are *M services6 (nternet Banking services. #M# Banking
services. Online )tility Bill 1ayment #ervices etc.
(nshallah the Bank 7ill very soon launch *M services taki4ng a step further to7ards
fully online Bank he Bank is proud to announce to be a part of <entral Banks pilot
project of the automated clearing house 7hich involves only the top BankAs of the country
7ith frue centrali;ed Banking #ystems.
he Bank has also shook hands 7ith 9l !orodo project a private *utomated <learing
house as pioneer partner. he project is approved by the <entral Bank and is the first of
its kind in Bangladesh.
%3
o sum up *l.*rafah (slami Bank 'imited in a very short span of period has achieved
7hat many other bands have been striving for ever a much longer period.
7"19 Performance &valuation and Performance )e(ard
he +uman $esource !ivision plays strategic role in the development of *l.*rafah
(slami Bank 'imited and finds them focusing strategies that 7ill align 7ith the strategic
business needs and priorities of the bank. +$! is managing a large number of employees
7hich is a challenging task and re3uires efficient handling. +$! delivers day to day
operational support to its employees so that employees are being satisfied and believe
that as an employer /*l.*rafah (slami Bank 'imited 2 do care to its employees2. *nd
later on they perform according to the business needs.
8rom the above data6 it has been found that employees of *l.*rafah (slami Bank 'imited
Bangladesh are very much satisfied about training and development process provided by
the bank. +$! al7ays evaluate performance through observation6 7ork output6 strength
and than re7ard employees according to their e:cellent performance. hey select and
re7ard employee on the basis of month and sometimes 3uarterly performance based.he
follo7ing charts sho7s employee strength and trained up employee strength of the *l.
*rafah (slami Bank 'imited
%"
+ere6 ( have assumed a sample of &555 employees of *l.*rafah (slami Bank 'imited
!ay by day *l.*rafah (slami Bank 'imited investing a huge amount of money to train
their employees so that they can be more skilled6 increase their strength and perform up
to the mark. +ere6 each year employees strengths are increasing and this is fact they are
performing outstanding than before.
7"1@ Audit and Inspection+
he *udit 0 (nspection !epartment of (<<! has been ade3uately staffed by e:perienced
manpo7er. o detect operational deficiences B lapses B irregularities and reducing of the
different risks of banking functions. *(B' conducts regular *udit 0 inspection on all
the branches 0 departmentBdivision of +O of the Bank as per rulesB guidelines of
regulatory authorities and (nternal
*udit manualB $isk management guidelinesB operation manuals Binstruction <irculars etc.
7"1A Tpes of Audit ; Inspections are undertaken b Audit ; Inspection
Department+
a- $isk based <omprehensive *udit 0 inspection all the branches once in a year.
b- *uditing of Branches handling 8oreign 9:change 0 8oreign rade.3uarterly basis.
c- #urprise (nspection.at regular intervals.
d- *uditing of each !ivision B!eptt. of +ead Office once in a year.
*udit 0 (nspection !epartment undertook
the follo7ing *udit 0 (nspections during 2554
7"1B $ature of Inspection $o of branchesFdivision+
<omprehensive 0 $isk Based
(nternal *udit 0 (nspection %5 ,Branches-
#urprise (nspection 5& ,Branches-
(n 25546 the (nspection eams of Bangladesh Bank have inspected different branches 0
+ead Office and also conducted #pecial (nspection on 5& <ore $isk areas in banking. (n
addition6 Bangladesh Bank also conducted #pecial (nspections in different
branchesBdepartments at +ead Office.
%%
7"5C )ating )eport+
*s per Bangladesh Bank Guidelines 7e have got rated by <redit $ating *gency of
Bangladesh ,<$*B-. (n the year 255? the long term and short term grading 7ere *3 and
#.2 respectively.
7"5, /uman )esource+
+uman resource is our prime asset. (t is neither the machine nor the technology alone. but
the invaluable mi: of man machine interface that makes technology 7ork. >e strongly
believe 7hile the capacity of machine is limited6 the potential of human being is
unli4mited. he 3ualities of loyalty to the company and to the customers6 tenacity to team
more and the commitment to perform characteri;e our human resource. Our employees
7ith outstanding 3uality are re7arded in the Bank. *s a result6 our staff morale is very
high. hey sho7 good performance in the Bank. he management fre3uently
communicates 7ith the employees and listens to their ne7 ideas and suggestions. * major
factor behind our success in 255? and in the preceding years is our employees. he
+uman $esource !ivision of +ead Office is respon*(B' e for fi:ing principles and
policies concerning personnel and certain areas of administration. he division is
respon*(B' e of employee relation6 staffing succession6 planning training6 employee
benefits6 compensation and their social security. he salary and compensation package
for all levels of our employees 7as revie7ed and revised last year to be competitive 7ith
all local private sector Banks and financial institutions in the country. (t is targeted to
attract and retain good performers in the Bank.
>e recruited 242 fresh entrants and 1% e:perienced Bankers during the year 255E through
a transparent recruitment process to fulfill the manpo7er re3uirement in the Bank. he
Bank also sent 13 employees to B(BM6 3 employees abroad6 15 employees to Bangladesh
Bank for training in different fields to upgrade themselves 7ith the latest techni3ues of
modern banking. >e have 12E& staff in the Bank of 7hom &1 are e:ecutives6 1153 are
officers and 132 other staffs as on !ecember 31A 255E.
#'. =o. !esignation <ategory =umber
1 9:ecutives &1
2 Officers 1153
3 Others 132

otal 12E&
he Bank 1lans to rationali;e per.Branch employee by editable Manpo7er distribution of
%&
human resource amongst the e:isting and future branches. *s a part of social
commitments Bank accommodated 232 students from different reno7ned universities for
doing internship program in our Bank during the year 2554. he Bank has recruited
e:perienced ne7 manpo7er to strengthen its large
scale operations. otal manpo7er employed in the Bank including Managing !irector is 12E& at
31 !ecember 255E: 7hich 7as 1545 at the end of the last year.
7"51 Training ; %otivation+
raining is one of the most effective and 7ell recogni;ed 7eapons in developing human
resources. raining programs are being carried out for the 1robationary Officers. *ssistant
Officers6 Hunior Officers6 Branch Managers and Officers of different grades and 9:ecutives by
*l.*rafah (slami Bank 'imited raining 0 $esearch *cademy from (tAs very (nception. *(B($*
sets training.plans from the early hours of the year and every year a training calender is prepared
and approved by the Board of !irectors of *l.*rafah (slami Bank 'imited 'td. raining
*cademy conducts training <ourses B 7orkshops simultaneously of !haka as 7ell as outside
!haka. raining <ourses6 7orkshops6 in.house training etc. are tabled and conducted on current
day updated banking aspects concerning ne7 ideas6 procedures and techni3ues of banking. (n the
training sessions lecture methods as 7ell as discussions6 group.discussions6 case study6 e:ercise6
practical 7ork. #imulation method etc. are follo7. raining materials e.g. course foldersL <! etc.
comprising hand.out are delivered to the participants. 8or enhancing effectiveness6 modern
training aids e.g. multimedia projector po7er point presentation6 flip chart etcL ate used 8or the
purpose of assessing trainees kno7ledge and skill pre.course and post course evaluations are
done. 9volution of the trainers is also conducted secretly by the participants for making training
more effective.
(n 255E otal number of %35 trainees 7ere trained at training *cademy through "2 training
coursesB 7orkshop consisting of 1"1 7orking days. * total 255 e:ecutivesBofficials have trained
on different subject through & outreach and 1551n.house training at Branches.P he numbers of
officials trained in 255E is 11 times of the total manpo7er of the BankL that is6 in this year each
official has attended in on average of 11 ,eleven- training programs. (n these programs training
sessions 7ere conducted by resources persons from Bangladesh Bank. B(BM and many other
government and private Band and financial institutions besides BankAs o7n speakers. *s a genteel
member of Bangladesh (nstitute of Bank Management ,B(BM- 13 officers and e:ecutives have
got training form that institution on different courses in this year. *t the same time6 some other 15
officers and e:ecutives of the Bank have been trained in several training institutes including
Bangladesh Bank raining *cademy and others.
Moreover6 3 e:ecutives of the Bank participated in training courses in (ron and Malaysic in the
year of 255E.
* list of training courses6 seminar 0 7orkshop conducted during the year 255E is given belo7.
%?
SL $o Sub4ects $umber $umber participants
1. raining <ourse:
a. #M9 0 Micro 8inance 1 35
b. (nductionB8oundation
Orientation <ourse
2 "5
c. 8oreign 9:change
0 8oreign rade
2 35
d. (nvestment Operations
and Management
1 25
%4
e. $efreshers <ourse
on General Banking
f. *udit6 (nternal <ontrol
0 <ompliance
2. >orkshop:
a. Managerial #upervision
and (nternal <ontrol 0
<ompliance.
b. 1revention of
Money laundering
c. 8oreign 9:change $isk
Management 0 )<1.&55.
d. 8oreign $emittance
0 8< *cconts.
e. Business <ommunication
0 =egotiation echni3ue.
f. 1reparation of #B#6 8.9:
$eurns6 <(B6<'.
g. #ecurity !ocumentation
#uit +andling
h. B*#9'.(( (mplementation
j. <ustomer #ervice 0
<ash +andling.
k. (nvestment $isk
Management.
i. #hanah <ompliance.
m. <onsumers 8inancing.
n. >orking <apital
=eed *ssesment.
3. Outreach >orkshop
a. 1revention of
Money laundering.
b. #hariah implementation
". (n.house training
1
1
1
2
1
2
1
2
1
1
1
1
1
1
1
1
1
25
1%
22
"5
25
"5
25
"5
25
25
25
2?
25
2"
22
25
25
Total 71 85C
7"55 Staff !elfare Pro4ect+
%E
he Bank al7ays keep a careful eye on the economic security and benefit of its
staffs 0 officers. he Bank operates a contributory provident fund a social security
0 benevolent fund and gratuity fund for its employees.
7"57 %anpo(er position as on 5, December 1CC9
$91O$ O8 +9 BO*$! !($9<O$
!esignation =umber
Managing !irector 1
9:ecutive Fice 1resident 2
#enior Fice 1resident &
Fice 1resident 1%
*ssistant Fice 1resident 21
#enior 1rincipal Officer 3?
1rincipal Officer ?"
#enior Officer &&
Officer 22%
1robationary Officer "1
Hunior Officer 1%%
*ssistant Officer 1E?
M<G ?2
ea Boy R 1
otalS E13
&5
7"58 Training ; %otivation+
raining and Motivation are utmost important to bring about positive change in the
outlook of the manpo7er and to increase efficiency. #ets of trained and efficient
7orkforce are indispensable for any commercial bank and they are the fundamental
strength of the bank. >ell trained and highly motivated personnel are a prere3uisite for
running (slami Bank in a traditional society like Bangladesh. Jeeping this vie7 in mind
training program on banking and motivational programs are being implemented in 255&.
>e have trained a total number of 3&1 trainees through 11 training courses consisting of
"& 7orking days in 255&. (n these training programs special guest from Bangladesh
Bank6 B(BM6 and many other government and private Bank and financial institutions
have directed the classes6 besides Banks o7n speakers. *s a general member of
Bangladesh (nstitute of Bank Management ,B(BM- ?5 officers and e:ecutives have got
training from that institution on different courses. *t the same time6 some other 25
officers and e:ecutives of the Bank have been trained in several training institutes
including Bangladesh Bank raining *cademy and others. #ince every branch and head
office have arranged regular program on !ars.e Iuran and !are +adith. he total
manpo7er of the Bank6 clients and the 7ishers are being trained. his 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
e:ecutives as 7ell. (nshallah6 in the coming years the overall programs of the training
7ill get an increased shape.
7"59 Al-Arafah Islami Bank Limited .oundation+
*portion of income of the bank is being spent on philanthropic activities. *mong other
philanthropic activities6 running of *cid 8oundation. !ruge *ddicted 1erson #oluation
8oundation.
&1
&2
%.1 Major 8inding
&3
&"
&%
&&
*ppendi:
Bibliography 0 $eference
&?
'onclusion+
*s an organi;ation the *l.*rafah (slami Bank 'imited has earned the reputation of top
banking operation in Bangladesh. he organi;ation is much more structured compared to
any other bank operating local or foreign in Bangladesh. (t is relentless in pursuit of
business innovation and improvement. (t has a reputation as a partner of consumer
gro7th.
>ith a bulk of 3ualified and e:perienced human resource6 *l.*rafah (slami Bank
'imited can e:ploit any opportunity in the banking sector. (t is pioneer in introducing
many ne7 products and services in the banking sector of the country. Moreover6 in the
overall.banking sector6 it is unmatched 7ith any other banks because of its 7ide spread
branch net7orking thought the country.
his report tries to figure out most of the indicators of problems and strengths of *l.
*rafah (slami Bank 'imited as a valid pretender in the competitive banking sector of
Bangladesh. * severe cut throat competition is going on currently in this sector and thatDs
7hy *l.*rafah (slami Bank 'imited has to 7ork out 7ith different dimensions like C
product diversification6 market forecasting6 proactive activities undertaken by *l.*rafah
(slami Bank 'imited and some suggestion to get rid of the predicaments that e:ist.
&4
&E

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