Internship Report 2nd Part

8/12/2019 Internship Report 2nd Part

1/89

Training and Development: A Study on Citi Bank N.A. Bangladesh

1. Profile of the Organization

1.1. About Citigroup

Citi, the leading global financial services company, has some 200 million customer accounts

and does business in more than 100 countries, providing consumers, corporations,

governments and institutions with a broad range of financial products and services, including

consumer banking and credit, corporate and investment banking, securities brokerage, and

wealth management. Citis major brands include Citibank, Citiinancial, !rimerica, Citi

"mith #arney and #aname$.

1.2. About Citibank, N.A. Bangladesh

Citibank %.&. started its operations in #angladesh in 1'(), with the opening of a

representative office. *he bank opened its first full+service branch in haka in 1''-. ts

branch commenced its banking operations in haka, #angladesh from 2/ une 1''- after

obtaining license from #angladesh #ank dated 2 anuary 1''-.

Citigroup nc. formed from the merger of &ll Citicorp and *ravelers 3roup nc. on (

4ctober 1''(5 a holding company under the law of 6nited "tates of &merica, is the sole

shareholder of Citibank, %.&. *he bank started its 4ffshore #anking 6nit 4#65 on 2

&pril, 200. *he 6nit is engaged in offshore banking under a license granted by #angladesh

#ank.

*he bank has now has four branches and two offshore banking units with 1)- employees

serving both corporate and some individual customers.

1


2/89


Citi Slogan:

1.2.1. Nature of Business

"ince 1'(), Citis operations encompass primarily on corporate and commercial banking

services under the nstitutional Clients 3roup C35. 7e provide a comprehensive range of

financial services including treasury management, transaction services, foreign e$change and

structured finance to corporate clients, governments and financial institutions. *he bank has

been offering its customers the highest standard of financial services backed by sophisticated

technology and innovative product solutions. *he bank also provides remittance services to

the e$patriate community all across the world and largely in the 8iddle 9ast.

1.2.2. Country Manageent

Mamun Rashid

8anaging irector : Citi Country 4ffice

2


3/89


Gloal Transa!tion Servi!es "GTS#

;

$arve% Murshed

irector : esident =ice !resident

Cash !roduct

Md. )aya% Moula>esident =ice !resident :


4/89


1.2.!. Bran"hes # Offshore Banking $nits in Bangladesh

1.2.%. Position of Citibank, N.A. Bangladesh in CAM&' (ating

*he Capital, &sset, 8anagement, 9arning, @iAuidity and "ensitivity C&89@"5, rating of

different commercial banks in 200( were done recently by the regulatory authority. *he serial

is made on the basis of performance of 200(. &ccording to performance, banks are

categoriBed in - categories?

1. Strong or A-class banks

/

Moti,heel /++i!eCitibank, %.&.2;, 8otijheel C&

haka+1000

#angladesh

Gulshan /++i!eCitibank, %.&.10', 3ulshan &venue

haka+1212

#angladesh

Agraad /++i!eCitibank, %.&.%# oom+)', ;rdfloor

haka 9$port !rocessing Done 9!D53anakbari, "avar, haka+1;/'

Chittagong/++shore Banking -nitCitibank, %.&.

4ffshore #anking 6nitDone "ervice Comple$

Chittagong 9$port !rocessing Done C9!D5"outh


5/89


2. Satisfactory or B-class banks

3. Fair or C-class banks

4. Marginal or D-class banks

5. Unsatisfactory or E-class banks

&mong these - categories, Citibank %.&. #angladesh is rated as?

1. Strong or A-class banks

1.!. Citi Markets # Banking

1.!.1 )lobal *ransa"tion +eri"es -)*+

A. Agen!y 0 Trust

&gency and *rust is an e$clusive client service of Citibank %.&. that facilitates various types

of comple$ financing solutions. *his service takes care of cross border or large siBe deals and

provides you with,

Controlled !ounterpart risk

12perien!e3 superior servi!e and +le2iility

/ne4stop transa!tion support +or Merger and A!'uisition

5o!al presen!e and gloal det raising !apaility

)la(less e2e!ution resultant o+ (ide e2perien!e

*he facilities provided in #angladesh are,

*able? &ctivities of &gencies : *rust "ervices, Citibank, %.&.

Activity Key Citibank A&T Services

-


6/89


Trustee3 $aying Agent3 Cal!ulation

Agent3 Bond Analyti!s3 *nvestor

Reporting3 Ta2 Reporting

Project Finance

Se!urity Trustee3 Collateral Agent3

Trustee3 1s!ro( Agent3 Depositary3

A!!ounts Bank

M&ACustodian3 Tender Agent3 1s!ro(

Agent3 Registrar3 12!hange Agent

Global Loans/Leveraged

LoansCollateral Agent3 A!!ount Bank

Citibank 3lobal *ransaction "ervices is highly attuned to all your needs, with a partnership

approach we aim to work as a trusted advisor and business solution provider.

B. Cash Management

"peedCollect + >eceivables 8anagement "olution

!ay@ink + !ayable 8anagement "olution

&ccount "ervices

Structured Finance


7/89


C. e4Solutions

Eou can carry out all your banking operations from anywhere around the world with your

connectivity to Citiirect 4nline #anking of Citibank. t is our award winning, web+based

delivery platform which is recogniBed worldwide in over 100 countries. *he operation in this

platform is fle$ible, secure and cost+effective with a capability to take care of all yourbanking needs.

Citiirect 4nline #anking is a complete package for managing all your cash collection and

payment related transactions. t covers the process of payment from beginning+to+end as

creation of payment instruction and, authoriBation of the instruction which reaches Citibanks

end instantly for processing. n todayFs world of decentraliBed operations, this web platform

)


8/89


offers the facility of remote authoriBation from any location. *his platform serves all your

reporting needs relating to monitoring your sales collection account transactions. Citiirect

helps you also for account reconciliation where you get the real

time account statement. *he trade service available in this platform offers you the facility to

track your trade documentation and @etter of Credit status in different transaction stages. t

brings to you the uniAue features of+

CustomiBed reporting formats at your reAuest

&vailability of saved reports both in the internet and in your e+mail account

Consolidated real+time transaction capabilities

>emote authoriBation and alert function 7ide range of import and e$port related trade services

edicated and e$perienced implementation managerFs assistance

. Trade Servi!e

Citibank offers you a robust operational infrastructure to handle large transaction volumes.

*he regional and global trade e$perts forming partnership with the clients deliver the best+

tailored trade solutions that facilitate the comple$ process of cross+border trade transactions.

*he bank has an array of products that facilitate import and e$port transactions and offers

you the uniAue feature of real+time creation, monitoring and controlling of international

commercial transactions through its world+class Citiirect 4nline #anking platform.

Our trade service is world-class because it brings to you a comprehensive trade

product solution available at competitive pricing and Internet platform.

1.3.2 )lobal /nestent Banking

(


9/89


10/89


the specific and sensitive reAuirements of our valued customers. *hey strive to lead changes

with the maturity of local markets, bringing in our world+renowned, sophisticated products

and services at the earliest instance of any scope being available to do so. !resently they offer

to customers the following treasury products?

!roduct and "ervices

)oreign 12!hange

>eady and "pot

orward

Currency "waps

Money Market 0 )i2ed *n!ome

4vernight eposits

*erm eposits

iscounted "ecurities

>epo>everse >epo

!urchase "ale of * #ills : #onds in secondary 8arket

Stru!tured Solutions +or *nterest Rate and 12!hange Rate &edging

aily foreign e$change spot and forward rates todayFs rates5

aily market commentaries by professional traders todayFs commentary5

7eekly Currency newsletters latest newsletter5

"pecial bulletins on local and international market developments latest bulletin5

edicated treasury corporate sales desk to provide tailored services to our corporate

client reAuirements

@imited night desk : watch order services to transact in currencies at clientsF

e$pected prices.

1.!.%. Human Resource

10


11/89


9very little step, each of us take on, promotes the graceful values of CitigroupH helps it to

move closer to its ultimate goal to be the most respectful financial services company.

9veryone of Citigroup family conceive the thought of -+point plan to support the franchise

and individual as well. Citigroup members are greatly motivated by the virtue of "hared

>esponsibilities+responsibility to each other, to the clients and also to the franchise. 7e take

pride in the values we live which are actually the bases of our culture of success. *hese

values include ntegrity, 9$cellence, >espect, *eamwork, 4wnership and @eadership.

Citigroup is one of the industryFs most powerful platforms for financial products and

services. Credit regarding it goes to our ability to attract some of the most talented people in

any industry. Citigroup provides its employees with the chance to develop an e$citing and

widespread career in one of the worldFs leading organiBations. 4ur belief in employee

ownership offers a uniAue chance to e$perience entrepreneurialism on a global scale, and a

worldwide association enables our employees to work with and learn from a diverse group of

personnel whose insight, integrity, and commitment set the standard for accomplishment in

our industry.

esource epartment of Citibank, %.&. #angladesh endeavors to ensure growth by

providing a work environment where diversity is embraced, where people are promoted on

their merits, and where people treat each other with mutual esteem and dignity. &ligned with

the global effort, we are committed to being a company where the best people workH where

opportunities to develop are widely availableH where innovation and an entrepreneurial spirit

are valued.

*raining programs for nurturing task proficiency and leadership valor of Citigroup mark

another milestone in the development of talent. &s highlighted by the "hared responsibilities,

providing opportunities for employees to realiBe their potential is an area of our high priority.

11


12/89


*o support a colossal revenue targets, division is eAuipped with some short term and long

term strategies in terms of manpower planning, recruitment, employee retention, training and

development and ensuring congenial working atmosphere to e$ert highest possible

productivity.

1.!.0 Financial Institutions

n todayFs competitive environment financial institutions are striving to be ahead by offering

superior and efficient products and services. &t Citibank #angladesh they understand our

needs and offer a range of correspondent banking services, which will help us to stay ahead

of the competition.

n #angladesh, Citibank,%.&. has four full service branches and two offshore banking units

catering to the needs of inancial nstitutions customers+ three in haka, the capital city, and

the other in Chittagong, the port city of #angladesh. *heir teamFs main objective is to liaise

with their customers and overseas Citibank counterparts to offer seamless service. *heir

back office handles pre+processing of payment instructions and reimbursement authorities

and provides one stop customer inAuiry handling services. *hey also confirm @Cs forinancial nstitutions who have credit lines with them.

$rodu!t and Servi!es

6" ollar emand eposit &ccount with Citibank %E

9uro accounts with Citibank @ondon rankfurt

6" ollar 9lectronic unds *ransfers

"weep and nvestment "ervices or !roducts

aily &ccount "tatements

Customer nAuiry handling

@etters of credit advising confirming

>eimbursement &uthority !rocessing

12


13/89


9lectronic banking C*>9C*5

1.!. Corporate Bank

Corporate #anking group provides a comprehensive range of financial services including

treasury management, transaction services, securities custodianship, foreign e$change, and

corporate finance to corporate clients. *heir e$pertise involves offering innovative and

customiBed solutions to business and institutions, both foreign and local, by harnessing ontheir global capabilities to bring about worlds best practices for local capacity building. *he

corporate bank offers a one+stop solution combining lending : advisory services, treasury,

cash management, and structured finance, to meet the specialiBed reAuirements of the

customers. *hey are strongly supported by their international presence and interconnectivity

in over 100 countries. 9very customer at Citibank #angladesh has an individual >elationship

8anager who is responsible for both the day+to+day management of your account and your

future corporate needs.

1.!. CitiService

Citi"ervice is an integrated customer inAuiry unit dedicated to providing us easy access to

accurate answers in the shortest possible time. !resently they are responsible for all after

sales Aueries received from Citis , Corporate, *rade : Cash 8anagement clients, "ervice

8anagement and relentless service+delivery.

&t FFCiti"erviceFF it has been their constant endeavor to provide value+added service to their

esteemed Clients. 4ur team of service oriented personnel and well+defined processes are

geared towards providing us with speedy and accurate Auery resolution. *hey are conscious

1;


14/89


of the importance of timely delivery of information to their customers. "ince its inception in

#angladesh in 2002 Citi"ervice has covered wide range of areas and has become a single

point of contact for our Corporate clients. Citi"ervice uses Citis web based Auery tracking

system and all client Aueries are promptly answered and escalated if needed for resolution.

4utstanding ageing items are regularly monitored.

2. /ntrodu"tion

2.1. (ationale of the +tudy

*he study was conducted to evaluate the esource epartment and Citis overall

training and development practices. &s the chosen organiBation is a highly reputed one in our

country, decided to find out the different human resource management functions and

practices regarding training and development process that is used inside the company and

also implement some of the strategies based on the past records and information that we

obtained from the organiBation.

2.2. +tateent of the Proble

#angladesh is a democratic country with a presence of an uncountable number of both

private and government corporations working in numerous business sectors in the form of

large, small or medium companies. *he companies employ both men and women for their

various functions in their different operational units which gives rise to the presence and

issues of the proper functioning of esource epartment of retaining employees.

2.!. +"ope of 3eliitation of the +tudy

2.!.1. +"ope

1/


15/89


Bangladeshi !ompanies6 perspe!tive:

*he possibility of increasing the standard, performance and job satisfaction of the employees

by practicing good 9mployee *raining and development strategies in the long run is highly

e$pected because of the ability of the employees to prove their talents and capabilities in the

work place.

Report6s perspe!tive:

!roper functioning of the esource epartment and organiBational policy is very

necessary for the systematic and continuous process of analyBing an organiBations human

resource needs under changing conditions and developing personnel policies appropriate to

the long term effectiveness of the organiBation.

2.!.2. 3eliitation

*hrough this study is the result of relentless hard work and brainstorming. have tried to

present the paper with a very cautious and precise approach, but some limitations cannot be

concealed, those are?

*ntervie(ee:

*he topic was not clear to the managers and employees of the companies.

*he people that are interviewed informally were not that much cooperative.

"ome of the interviewed employees and managers were not directly cooperative.

@ack of enough cooperation due to high workload.

Time:

*ime shortage is a big constrains because it was very difficult to prepare report and

concentrate on official work by doing regular 'am to )pm office.

*n+ormation:

1-


16/89


ue to conservatism in sharing data due to high information "ecurity of Citi #ank

%.&., any statistical data or other relevant data cannot be included since survey is

totally out of Citibank %.&.s policy.

@ack of information on the website regarding the selected company and the topic for

the report.

Confidential data will be difficult to collect because of their secrecy that is not

revealed.

Survey has een done only in Dhaka:

*he findings of the survey was based on the employee response through informal way

and observation of the selected company and the results may not properly reflect the

same for other #angladeshi companies both inside and outside haka.

*he study is only covered 3ulshan branch, 4ffshore #anking 6nit and other branches

out of study.

2.%. Ob4e"ties of the (eport

2.%.1. Broad Ob4e"tie

*o discover the factual settings of how the human resource department is conducted within

the organiBation which affects the work activities and long term success of the business and

their practices for the organiBation.

2.%.2.+pe"ifi" Ob4e"ties

o *o focus on the employee selection techniAues.

o *o focus on the recruitment policies and media.

1


17/89


o *o focus on the maintenance of the employees.

o *o focus on the motivational factors for employees and management.

o *o focus on their training and development process and key activitie

o *o focus on its effectiveness

o *o focus on employee evaluation for performance appraisal.

o *o focus on the performance rewards.

o *o focus on the turnover ratio and causes.

!. 3ata Methodology of resear"h 5ork

!.1 3ata Colle"tion Pro"edure

&s the study is focuses an overview, strength, problems of I*raining and evelopment

!rocessJ of Citibank, %.&. #angladesh, this report is based on the study only on Citibank,

%.&. haka. 4ffshore #anking 6nit and Chittagong branch is not covered. *he report

e$tensively uses e$ploratory research in conducting the study. I"ometimes at present,

dependable, comprehensive and up-to-date information on training and development in

Citibank N.A. are not available my choice of sample design was very much limited.

6nder the circumstances was compelled to use convenience+sampling techniAue, in which

have chosen employee whenever find them free and talked informally. &s the report is

based on training and development in Citibank %.&. which is in some e$tent broad in sense

and had no idea that is needed to conduct the survey and finaliBe the report as conducting

survey is totally restricted, have done I9$ploratory >esearchJ. 6nder this research method,

have gone through both primary and secondary data, e$perience survey where have

discuss with some knowledgeable persons who have the idea and proper knowledge

regarding my research. 4n the other hand, had also gone through some case studies that are

similar to my researchs problem situation. 8y research is based on also Auantitative

information and in some e$tent Aualitative data have been used.

1)


18/89


Considering the facts and reAuirements of the survey a Auestionnaire was also carefully

designed for both personnel and employees where in case of employees have collected

information through informal way and e$perience observation not accordingly to the

Auestionnaires.

!.2 3ata +our"es

#lending data from different sources the problems and recommendations is given. ata is

collected by maintaining the information security of Citibank. *he conclusion,

recommendations and findings are drawn on the basis of secondary data by considering that

the data is authentic at source. *his study covered both primary and secondary data sources.

*hose are?

!.2.1. Priary 3ata

!ersonal nterviews with managers and employees of the Citi #ank %.&. esources epartment, #angladesh.

*n+ormation !olle!tion instrument? "tructured and unstructured Auestionnaires for the

responding managers and employees.

Sample si%e:

;0 employees from the bank both male and female5.

1(


19/89


20/89


*o address the issue and found the possible information and solution, thought it best to

understand what is by itself, since was affiliated with that department for my internship

period and how it affects this organiBation and hence the economy as a whole. 8 stands

for esource 8anagement. t is historically known as !ersonnel 8anagement, which

deals with formal systems for managing people at work.

t may be easy to forget that when leading international banks such as Citibank, %.&.

advocate such activities, it results in substantial increments in personal effectiveness. &s a

result of which, the organiBation as a whole becomes more effective because in a corporate

structure, the responsibilities are diversified so that everyone is involved in the corrective

functioning of the institution, hence the outcome of a development strategy eill better the

organiBations effectiveness.

*hese improvement or development activities are termed today as *raining and evelopment

activities. *hey also assist the organiBation in encountering new challenges to take advantage

of new methods and technologies that emerge. 7ith its graduates the need to motivate

employees, the importance of encouraging leadership by the organiBation, which basically

illuminates appraising employees performance and giving them feedback so they will be

motivated to perform at their best.

Citibank, %.&. in #angladesh makes sure that the employees are e$posed to such training and

relevant motivation schemes. *he best way to facilitate this idea of training and development

in an internationally recogniBed institution like Citibank, %.&. is to look at the history of the

training courses covered by some of the banks best employees.


21/89


Core #anking and Credit &pplications in ndia.

*eam #uilding and @eadership in *hailand.

Cash &ce in ndia

mproving the Control 9nvironment, "wift and *eam #uilding

erivatives !roducts oundation in !hilippines

!resentation with impact and banking for non+bankers

"pin *raining

>egional *rainings

8anagement 9ducation !rograms in #angalore, ndia

>egional inance Course in "ydney, &ustralia

*rade 8arketing nvestment 8anagement

8edia &dvertising 8anagement in "ingapore

7orkshop on =&* : *a$ation

7orkshop on *reasury nstruments

7orkshop on 9nterprise Culture, "trategic 8anagement, nnovation 8anagement,

time and "elf 8anagement

@eadership 3rowth !rofile

*ime and "tress 8anagement

*ransition into @eadership

>isk &nalytics, ntermediate >isk in *hailand

&s can be seen, it is a very large percentage of training courses that the bank is assisting its

in undertaking. *he bank spend more to provide each of their employees formal training

annually.

7.8.8 Training

21


22/89


*raining is like teaching employees how to perform their present jobs. *raining, arguably,

can be of three types?

1. /rientation Training is designed to introduce new employees to the

company and familiariBe them with the policies, procedures, cultures etc. t

has a number of reputed benefits, lower employee turnover, increased morale,

better productivity and lower recruiting and training costs.

2. Team Trainingprovides employees with the skills and perspectives they need

to work in collaboration with others.

;. Diversity Training!rograms focus on identifying and reducing the hidden

biases against people with differences and developing skills needed to manage

a diversified workforce.

*odays centraliBed organiBations put more demands and responsibilities on managers since

the environment is increasingly competitive. &s the managers rise, the need for both

technical and leadership skills become afloat. &s a result, management+training programs

such as job rotation or attending seminars and courses specifically designed to help them

improve their supervisory skills or prepare them for future promotion.

8anagement *raining !rograms are being offered by Citibank, %.&. *hey are called

8anagement *rainee !rograms 8&5. #ecause of the high diligence reAuired to maintain the

banks reputation, employee are rotated through various departments and obtain an all round

e$perience with the company. 7hen an internationally recogniBed company such as Citibank

%.&. offers 8* programs for graduating students, maybe there is a sense of protection,

scrutiny and due diligence given both before and after recruitment, in order to create long

lasting achievementK thought the approach may be similar what numerous developed

nations have done in order to build and create brands that are also technologically proficient

industries, allowing them to lead the global economy.

22


23/89


"o the treatment that the workers receive under the 8& and other training programs can be

thought of as such.

%.1.2. Maslo56s 7ierar"hy *heory

!sychological food, water, se$ and shelter5

"afety and "ecurity protection against threat and deprecation5

"ocial friendship, affection, belonging and love5

9go independence, achievement, freedom, status, recognition and self+

esteem5

"elf+actualiBation realiBing ones full potential, becoming everything one is

capable of being5

!it" better living conditions# $eo$le can ac"ieve "ig"er be"avioral standards%' (%)% C"ang


24/89


*he "urvey consists of a Auestionnaire with two parts. 4ne for the epartment personnel

and another part for overall employees of the Citibank, %.&. #angladesh *he target group for

the survey were very receptive, knowledgeable participants from different well known

background. *he second part of the survey consists of roughly ;0 employees. &t first,

"enior 4fficer and 4perational 8anager were interviewed. &ccording to their point of

view?

Ke pressures to identi!ing redundancies

*here are only three members including =ice !resident :


25/89


Identifying redundancies

Strongly affecting

Frequency

2.!

2.0

1.!

1.0

.!

0.0

Ke "ressures on redundanc procedures

n this case, this is also have an impact and pressure on . 9very time whatever needs to

changeH they follow organiBational rules and procedures and cope up new changes.

2-

Statistics

"edundancy #rocedures

2

0

Valid

Missing

N

Redundancy procedures

2 100.0 100.0 100.0Strongly affectingValidFrequency Percent Valid Percent

Cumulatie

Percent

dentifying redundancies


26/89

Statistics

Pre#aring em#loyees for c$ange and

su##orting c$ange in t$e %orlace

2

0

Valid

Missing

N


"edundancy #rocedures

Strongly af fecting

Frequency

2.!

2.0

1.!

1.0

.!

0.0

"reparing emploees !or c#ange and supporting c#ange in t#e $orkplace

n Citi, department always give an employee handbook to all employees to make them

aware about the business, internal environment and when, how and what needs to be done.

always prepares whatever it is.

2

Preparing employees for change and supporting change in the workplace

2 100.0 100.0 100.0Strongly affectingValid

Frequency Percent Valid Percent

Cumulatie

Percent


27/89


Pre#aring em#loyees for c$ange and su##orting c$ange in t$e %orla

Strongly affecting

F

requency

2.!

2.0

1.!

1.0

.!

0.0

Keeping up $it# c#anges in emploment la$

Changes in employment law have a vital impact. n Citibank, %.&. #angladesh, always

follow #angladesh #anks given rules and regulations regarding employment and other

related laws and make employees aware about new changes.

Statistics

'ee#ing u# %it$ c$anges in em#loyment la%

2

0

Valid

Missing

N

Keeping up with changes in employment law



Cumulatie

Percent

2)

!reparing employees for change and supporting change in the workplace


28/89


'ee#ing u# %it$ c$anges in em#loyment la%

Strongly aff ecting

Frequency

2.!

2.0

1.!

1.0

.!

0.0

Keeping up $it# c#anges % train t#em

2 of the interviewed 8anagers stated different opinions. #ecause, though they always

keep them and their overall business and activities with new changes and make

awareness and train employees, some of the employees think that it is not that much effective

or needed for them in maintaining their responsibilities.

Statistics

'ee#ing u# %it$ c$anges in $ealt$ and safety

2

0

Valid

Missing

N

Keeping up with changes in health and safety

1 !0.0 !0.0 !0.0

1 !0.0 !0.0 100.0

2 100.0 100.0

Strongly affecting

(ffecting

)otal

Valid


Cumulatie

Percent

2(

Geeping up with changes in employment law

eeping up (ith !hanges 0 train them

Geeping up with changes : train them


29/89


'ee#ing u# %it$ c$anges in $ealt$ and safety

(f fec tingStrongly affecting

Frequency

1.2

1.0

.*

.+

.,

.2

0.0

Identi!ing stress in t#e $orkplace and dealing $it# it

#oth managers said that in case of train employees and develop their overall skills,

identify stresses in the workplace and dealing with it is near to the toughest job among

activities.

Statistics

Identifying stress in t$e %orlace and dealing %it$ it

2

0

Valid

Missing

N

Identifying stress in the workplace and dealing with it



Cumulatie

Percent

2'

Geeping up with changes : train them


30/89


Identifying stress in t$e %orlace and dealing %it$ it

Strongly affecting

Frequency

2.!

2.0

1.!

1.0

.!

0.0

&nsuring a positive $ork'li!e (alance !or t#e $ork!orce

#eside training programs, always keeps them aware about worklife balance to motivate

employees. "o that everyone can have the opportunity to develop their skills, knowledge and

lead a stress less life.

Statistics

-nsuring a #ositie %or&life /alance for t$e %or&force

2

0

Valid

Missing

N

Ensuring a positive work/life balance for the workforce



Cumulatie

Percent

;0

dentifying stress in the workplace and dealing with it


31/89


-nsuring a #ositie %or&life /alance for t$e %or&force

Strongly affecting

Frequency

2.!

2.0

1.!

1.0

.!

0.0

&nsuring a positive $ork'li!e (alance !or t#e HR )epartment

*hough is also need to have a positive worklife balance to work effectively, it is found

that it has an affect while working day to day activities. deals toughest job and

responsibilities everyday among all departments. *hey have to be patient and work

accordingly.

Statistics

-nsuring a #ositie %or&life /alance for t$e " e#artment

2

0

Valid

Missing

N

Ensuring a positive work/life balance for the HR epartment

2 100.0 100.0 100.0(ffectingValidFrequency Percent Valid Percent

Cumulatie

Percent

;1

9nsuring a positive worklife balance for the workforce


32/89


-nsuring a #ositie %or&life /alance for t$e " e#artment

(f fecting

Frequency

2.!

2.0

1.!

1.0

.!

0.0

*anagement training !or positive leaders#ip

Citi provide 8anagement *raining for leadership. *hey provide leadership training specially

for senior level employees include mid and top level. "ome develop their skill and find out

effectiveness in working life, some take it as a part of training program.

Statistics

Management training for #ositie leaders$i#

2

0

Valid

Missing

N

!anagement training for positive leadership

1 !0.0 !0.0 !0.0

1 !0.0 !0.0 100.0

2 100.0 100.0

Strongly affecting

(ffecting

)otal

Valid


Cumulatie

Percent

;2

9nsuring a positive worklife balance for the epartment


33/89


Management training for #ositie leaders$i#

(f fectingStrongly aff ecting

Frequency

1.2

1.0

.*

.+

.,

.2

0.0

Retraining to use skills sets in ot#er areas

provides a training program twice whenever it is needed on the basis of development and

training needs analysis survey. "o that one who miss first accidentally or unfortunately, can

have second opportunity to gain and develop their skill and sets according to their own

judgment. #ut sometimes it is found that same employee do not take it serious in his life.

Statistics

"etraining to use s&ills sets in ot$er areas

2

0

Valid

Missing

N

Retraining to use skills sets in other areas

1 !0.0 !0.0 !0.0

1 !0.0 !0.0 100.0

2 100.0 100.0

Strongly affecting

(ffecting

)otal

Valid


Cumulatie

Percent

;;

8anagement training for positive leadership


34/89


"etraining to use s&ills sets in ot$er areas

(f fectingStrongly affecting

Frequency

1.2

1.0

.*

.+

.,

.2

0.0

"ersuading *anagement o! t#e importance o! training t#e $ork!orce

provide both internal and e$ternal trainer to train employees. "o they always make

8&%C48 member management committee5 aware about the importance of training

programs and ready them in advance.

Statistics

Persuading Management of t$e

im#ortance of training t$e %or&force

2

0

Valid

Missing

N

Persuading !anagement of the importance of training the workforce



Cumulatie

Percent

;/

>etraining to use skills sets in other areas


35/89


Persuading Management of t$e im#ortance of training t$e %or&force

Strongly affecting

Frequency

2.!

2.0

1.!

1.0

.!

0.0

*otivating t#e $ork!orce

&ny motivational factors has an impact and play vital role on employees. Citi provide

training programs. #ut beside that it always motivates employees in advance so that they can

develop their skills and implement in their practical life to gain success.

Statistics

Motiating t$e %or&force

2

0

Valid

Missing

N

!otivating the workforce


Cumulatie

Percent

;-

!ersuading 8anagement of the importance of training the workforce


36/89


Motiating t$e %or&force

Strongly affecting

Frequency

2.!

2.0

1.!

1.0

.!

0.0

+verall &valuation o! "er!ormance

*raining programs provided so that employee can learn something, implement in practical

life, work efficiently and run the business smoothly. always evaluates every employees or

participants performance in and after the training program. "ince manage overall

workforce, evaluate performance has a great impact and strongly affect on them.

Statistics

erall -aluation of Performance

2

0

Valid

Missing

N

"verall Evaluation of Performance


Cumulatie

Percent

;

8otivating the workforce


37/89


erall -aluation of Performance

Strongly affecting

Frequency

2.!

2.0

1.!

1.0

.!

0.0

*easurement o! t#e ,o( per!ormance

*o run the business effectively, has to measure job performance which strongly affect

their activities. #ecause like other banks or organiBations, Citi always try to make leaders for

future and bring positive changes in business and customers mind with the image, loyalty and

words.

Statistics

Measurement of t$e 3o/ #erformance

2

0

Valid

Missing

N

!easurement of the #ob performance


Cumulatie

Percent

;)


38/89


Measurement of t$e 3o/ #erformance

Strongly affecting

Frequency

2.!

2.0

1.!

1.0

.!

0.0

Training to encourage emploees to $ork across areas

n the #angladesh conte$t, Citis operation is not that much big as other banks. "till

provides training and encourages potential and skilled employees to work abroad and be a

great business leader and rule the business. or worklife balance, sometimes it seems has a

little bit affect on workforce.

Statistics

)raining to encourage em#loyees to %or& across areas

2

0

Valid

Missing

N

$raining to encourage employees to work across areas

1 !0.0 !0.0 !0.0

1 !0.0 !0.0 100.0

2 100.0 100.0

Strongly affecting

(ffecting

)otal

Valid


Cumulatie

Percent

;(


39/89


)raining to encourage em#loyees to %or& across areas

(f fectingStrongly aff ecting

F

requency

1.2

1.0

.*

.+

.,

.2

0.0

)eveloping training to improve t#e skills (ase o! t#e $ork!orce

eveloping training to improve the skills base of the workforce strongly affect , as they

manage workforce and help in making future leaders for the business who can bring success

in near future.

Statistics

eelo#ing training to im#roe t$e s&ills /ase of t$e %or&force

2

0

Valid

Missing

N

eveloping training to improve the skills base of the workforce


Cumulatie

Percent

;'

*raining to encourage employees to work across areas


40/89


eelo#ing training to im#roe t$e s&ills /ase of t$e %or&force

Strongly affecting

Frequency

2.!

2.0

1.!

1.0

.!

0.0

%.2.2. &ployees of Citibank, N.A. Bangladesh -in"luding top to lo5erleel

n the second part of the survey, employees of Citibank, %.&. #angladesh were interviewed

in some e$tent. #ecause, as early mentioned data has been collected on the basis of

observational e$periences and in informal way. &ccording to everyones point of view?

Intervie$ed &mploees

&s the survey consists of roughly ;0 people, 2; males and ) females were interviewed.

Statistics

4ender

50

0

Valid

Missing

N

/0

eveloping training to improve the skills base of the workforce


41/89


Induction training is given ade-uate importance in our organiation

& mi$ed response was gathered from the #ank which was a result of the different level of

employees interviewed who has different range of freedom and judgment. &s induction

training provides for new comers, some do not have the idea about the profile of the

organiBation and what they really do and provide in induction training.

/1

%ender

25 6+.6 6+.6 6+.6

6 25.5 25.5 100.050 100.0 100.0

male

female)otal

ValidFrequency Percent Valid Percent

Cumulatie

Percent

4ender

female

male

Statistics

Induction training is gien adequate

im#ortance in your organi7ation.

50

0

Valid

Missing

N

Gender o+ the employee


42/89


Induction training is given ade&uate importance in your organi'ation(

1* +0.0 +0.0 +0.0

12 ,0.0 ,0.0 100.0

50 100.0 100.0

Strongly agree

(gree

)otal

Valid


Cumulatie

Percent

Induction training is gien adequate im#ortance in your organi7ation.

(greeStrongly agree

Frequency

20

10

0

Induction training is $ell/planned

&mong the ;0 interviewed respondents, 2- employees strongly agreed that induction training

provided in a well planned way. 7hereas - employees agree that yes it is well planned.

ifferent judgment gathered because all are not same. t is all about how one can learn and

develop in advance as much as heshe can.

Statistics

Induction training is %ell8#lanned.

50

0

Valid

Missing

N

/2

nduction training is given adeAuate importance in your organiBation


43/89


Induction training is well)planned(

2! *5.5 *5.5 *5.5

! 1+.6 1+.6 100.0

50 100.0 100.0

Strongly agree

(gree

)otal

Valid


Cumulatie

Percent

Induction training is %ell8#lanned.

(greeStrongly agree

F

requency

50

20

10

0

Induction training is o! su!!icient duration

Citi provide training programs for the employees. &s early mentioned they provide internal

and e$ternal trainer to train employees, sometimes a topic cannot be covered within the

specific time. *hat is why different opinions have been found.

Statistics

Induction training is of sufficient duration.

50

0

Valid

Missing

N

/;


44/89


45/89


Induction training provides an e*cellent opportunity for newcomers to learn

comprehensively about the organi'ation(

50 100.0 100.0 100.0Strongly agreeValid


Cumulatie

Percent

Induction training #roides an e9cellent o##ortunity for ne%comers t

Strongly agree

F

requency

,0

50

20

10

0

T#e norms and values o! t#e compan are clearl e0plained to t#e ne$

emploees during induction

t is strongly agreed by all the interviewed employees that induction training also give the

e$cellent opportunity to learn comprehensively about the norms and values as it is e$plained

clearly to them.

Statistics

)$e norms and alues of t$e com#any are clearly

e9#lained to t$e ne% em#loyees during induction.50

0

Valid

Missing

N

/-

nduction training provides an e$cellent opportunity for newcomers to learn comprehensively about

the organiBation


46/89


$he norms and values of the company are clearly e*plained to the new

employees during induction(

50 100.0 100.0 100.0Strongly agreeValidFrequency Percent Valid Percent

Cumulatie

Percent

)$e norms and alues of t$e com#any are clearly e9#lained to t$e ne% e

Strongly agree

F

requency

,0

50

20

10

0

Senior management takes interest and spends time $it# t#e ne$ sta!!during induction training

%ot only induction training, in all training programs where senior management play the role

as a trainer, they always take interest and spend as much as they can to make employees or

newcomers to learn something that can help in achieving their target goal.

Statistics

Senior management ta&es interest and s#ends

time %it$ t$e ne% staff during induction training.

50

0

Valid

Missing

N

/

*he norms and values of the company are clearly e$plained to the new employees duringinduction.


47/89


48/89


)$e ne% recruits find induction training ery useful in t$e organi7ation

Strongly agree

Frequency

,0

50

20

10

0

T#e emploees are #elped to ac-uire tec#nical kno$ledge and skillst#roug# training

2) employees strongly agreed that Citis training helps in acAuiring technical knowledge and

skill. 4nly ; employees agreed but did not disagree. Citis training means to help employees

to develop their skills and knowledge.

Statistics

)$e em#loyees are $el#ed to acquire tec$nical

&no%ledge and s&ills t$roug$ training.

50

0

Valid

Missing

N

$he employees are helped to ac&uire technical knowledge and skills through

training(

26 :0.0 :0.0 :0.0

5 10.0 10.0 100.0

50 100.0 100.0

Strongly agree

(gree

)otal


Cumulatie

Percent

/(

*he new recruits find induction training very useful


49/89


)$e em#loyees are $el#ed to acquire tec$nical &no%ledge and s&ills t$r

(greeStrongly agree

F

requency

50

20

10

0

T#ere is ade-uate emp#asis on developing managerial capa(ilities o! t#emanagerial sta!! t#roug# training

Citi always provide training programs as much as they can to make everyone capable to work

in different environment, under different supervisors and manage toughest job. *his is not

about Citis image or logo, this is all about what they actually do to make leaders and

everyone can proudly agree about it. %one can run away or hide it behind eye sight.

Statistics

)$ere is adequate em#$asis on deelo#ing managerial

ca#a/ilities of t$e managerial staff t$roug$ training.

50

0

Valid

Missing

N

$here is ade&uate emphasis on developing managerial capabilities of the

managerial staff through training(

2+ *+.6 *+.6 *+.6

, 15.5 15.5 100.0

50 100.0 100.0

Strongly agree

(gree

)otal

Valid


Cumulatie

Percent

/'

*he employees are helped to acAuire technical knowledge and skills through training


50/89


)$ere is adequate em#$asis on deelo#ing managerial ca#a/ilities of t

(greeStrongly agree

F

requency

50

20

10

0

*id and Hig# level emploees !ind out positive development skills andmotivational !actors t#roug# training programs

nterviewed employees strongly agreed about Citis positive development skills and

motivational factors that they try to provide among everyone.

Statistics

Mid and ig$ leel em#loyees find out #ositie deelo#ment

s&ills and motiational factors t$roug$ training #rograms.

50

0

Valid

Missing

N

!id and High level employees find out positive development skills and

motivational factors through training programs(



Cumulatie

Percent

-0

*here is adeAuate emphasis on developing managerial capabilities of the managerial staff through training


51/89


Mid and ig$ leel em#loyees find out #ositie deelo#ment s&ills and

Strongly agree

F

requency

,0

50

20

10

0

&ac# and ever level o! emploees can !ind out t#e e!!ectiveness o!trainings t#at #elps t#em in developing additional skills

&s mentioned above. nterviewed employees strongly agreed about Citis positive

development skills and motivational factors that they try to provide among everyone.*hey

always find out the positive effectiveness. #ecause they are motivated to implement in

practical life what ever they have learned.

Statistics

-ac$ and eery leel of em#loyees can

find out t$e effectieness of trainings t$at

$el#s t$em in deelo#ing additional s&ills.

500

ValidMissing

N

-1

8id and


52/89


Each and every level of employees can find out the effectiveness of trainings

that helps them in developing additional skills(


Cumulatie

Percent

-ac$ and eery leel of em#loyees can find out t$e effectieness of tr

Strongly agree

Frequency

,0

50

20

10

0

Human relations competencies are ade-uatel developed t#roug#training in #uman skills

nterviewed employees strongly agreed about Citis positive motivational factors that they try

to provide among everyone. 9mployees can learn and develop their overall skills.

Statistics

uman relations com#etencies are adequately deelo#edin your organi7ation t$roug$ training in $uman s&ills.

50

0

Valid

Missing

N

-2

9ach and every level of employees can find out the effectiveness of trainings that helps them in developing

additional skills


53/89


Human relations competencies are ade&uately developed in your organi'ation

through training in human skills(


Cumulatie

Percent

uman relations com#etencies are adequately deelo#ed in your organi

Strongly agree

F

requency

,0

50

20

10

0

Training is al$as given ade-uate importance in t#e organiation

Citi always hire newcomers who are knowledgeable and skilled in specific areas. *hey might

be strong in doing their job and responsibilities. "till Citi provide training as much as they

can. %ot only when ever it is needed. *hat is why interviewed every one strongly agreed

upon it.

Statistics

)raining of %or&ers is gien adequate

im#ortance in your organi7ation.

50

0

Valid

Missing

N

-;


54/89


55/89


Employees are sponsored for training programs on the basis of carefully

identified developmental needs(

26 :0.0 :0.0 :0.0

5 10.0 10.0 100.0

50 100.0 100.0

Strongly agree

(gree

)otal


Cumulatie

Percent

-m#loyees are s#onsored for training #rograms on t$e /asis of careful

(greeStrongly agree

Frequency

50

20

10

0

T#ose $#o are sponsored !or t#e training programs take t#e trainingseriousl

ew of the employees get the opportunity for outdoor training. *hat is why they take it very

seriously. #ecause, it is not easy to get the opportunity to participate the training.

Statistics

)$ose %$o are s#onsored for t$e training

#rograms ta&e t$e training seriously.

50

0

Valid

Missing

N

--

9mployees are sponsored for training programs on the basis of carefully identified

developmental needs


56/89


$hose who are sponsored for the training programs take the training seriously(



Cumulatie

Percent

)$ose %$o are s#onsored for t$e training #rograms ta&e t$e training s

Strongly agree

F

requency

,0

50

20

10

0

&mploees in t#e organiation participate in determining t#e trainingt#e need

n Citi, employees get the opportunity in determining the training programs they need

through I*raining needs analysisJ *%&5. *hat is why everyone strongly agreed the activity.

Statistics

-m#loyees in t$e organi7ation #artici#ate

in determining t$e training t$ey need.

50

0

Valid

Missing

N

Employees in the organi'ation participate in determining the training they need(


Cumulatie

Percent

-

*hose who are sponsored for the training programs take the training seriously


57/89


-m#loyees in t$e organi7ation #artici#ate in determining t$e training t

Strongly agree

F

requency

,0

50

20

10

0

&mploees sponsored !or training go $it# a clear understanding o! t#eskills and kno$ledge t#e are e0pected to ac-uire !rom t#e training

9mployees are always in touch with when ever anything will happen. *hey get ideas

internally but get the full flavor while doing the training. *hat is why it is strongly agreed by

all.

Statistics

-m#loyees s#onsored for training go %it$ a

clear understanding of t$e s&ills and &no%ledge

t$ey are e9#ected to acquire from t$e training.

50

0

Valid

Missing

N

-)

9mployees in the organiBation participate in determining the training they need

Employees sponsored for training go with a clear understanding of the skills andknowledge they are e*pected to ac&uire from the training(


Cumulatie

Percent


58/89


-m#loyees s#onsored for training go %it$ a clear understanding of t$e

Strongly agree

Frequency

,0

50

20

10

0

T#e HR department conducts (rie!ing and de(rie!ing sessions !oremploees sponsored !or training

t is strongly agreed by all what do before and after the sponsored training program.

Statistics

)$e " de#artment conducts /riefing and de/riefing

sessions for em#loyees s#onsored for training.

50

0

Valid

Missing

N

$he HR department conducts briefing and debriefing sessions for employees

sponsored for training(


CumulatiePercent

-(

9mployees sponsored for training go with a clear understanding of the skills andknowledge they are e$pected to acAuire from the training


59/89


)$e " de#artment conducts /riefing and de/riefing sessions for em#lo

Strongly agree

Frequency

,0

50

20

10

0

In/compan programs are #andled ( competent !acult

t is early mentioned that Citi always provide internal and e$ternal trainer and sometime they

do through internal competent seniors and also e$ternal knowledgeable faculties who can

surely make trainees understand that will be covered. *hat is why it is strongly agreed.

Statistics

In8com#any #rograms are $andled /y com#etent faculty.

50

0

Valid

Missing

N

In)company programs are handled by competent faculty(



Cumulatie

Percent

-'

*he department conducts briefing and debriefing sessions for employees sponsoredfor training


60/89


61/89


)$e quality of in8com#any #rograms in your organi7ation is e9cellent.

Strongly agree

Frequency

,0

50

20

10

0

Senior line managers are eager to #elp t#eir ,uniors develop t#roug#training

Citis environment is very cooperative and outstanding. "eniors always help junior to

develop their skills and knowledge. 9$cept 2 employees, everyone strongly agreed on it.

Statistics

Senior line managers are eager to $el#

t$eir 3uniors deelo# t$roug$ training.

50

0

Valid

Missing

N

Senior line managers are eager to help their #uniors develop through training(

2* :5.5 :5.5 :5.5

2 +.6 +.6 100.0

50 100.0 100.0

Strongly agree

(gree

)otal


Cumulatie

Percent

1

*he Auality of in+company programs in your organiBation is e$cellent.


62/89


Senior line managers are eager to $el# t$eir 3uniors deelo# t$roug$ tr

(greeStrongly agree

Frequency

50

20

10

0

&mploees returning !rom training are given ade-uate !ree time tore!lect and plan improvements in t#e organiation

and each departments head always give time to employees returning from the training

for better practical improvements. *his is strongly agreed by all.

Statistics

-m#loyees returning from training are gien adequate free

time to reflect and #lan im#roements in t$e organi7ation.

50

0

Valid

Missing

N

Employees returning from training are given ade&uate free time to reflect and

plan improvements in the organi'ation(


Cumulatie

Percent

2

"enior line managers are eager to help their juniors develop through training.


63/89


-m#loyees returning from training are gien adequate free time to refle

Strongly agree

Frequency

,0

50

20

10

0

*anagers provide t#e rig#t kind o! climate to implement ne$ ideas andmet#ods ac-uired ( t#eir ,uniors during training

n every training program, employees get the opportunity to e$press their ideas and thoughts

what ever they feel regarding the specific topic. &ll employees strongly agreed on it and their

opinion reflected in the graph.

Statistics

;ine managers #roide t$e rig$t &ind of climate

to im#lement ne% ideas and met$ods

acquired /y t$eir 3uniors during training.

50

0

Valid

Missing

N

+ine managers provide the right kind of climate to implement new ideas andmethods ac&uired by their #uniors during training(



Cumulatie

Percent

;

9mployees returning from training are given adeAuate free time to reflect and plan

improvements in the organiBation.


64/89


;ine managers #roide t$e rig$t &ind of climate to im#lement ne% ideas

Strongly agree

Frequency

,0

50

20

10

0

&0ternal training programs are care!ull c#osen a!ter collecting enoug#in!ormation a(out t#eir -ualit and suita(ilit

#efore providing e$ternal training programs, carefully choose by collecting enough

information about Auality and suitability. *hey also go through instructor and have a clear

idea about hisher background. *hat is why none did so disagree.

Statistics

-9ternal training #rograms are carefully c$osen after collecting

enoug$ information a/out t$eir quality and suita/ility.

50

0

Valid

Missing

N

E*ternal training programs are carefully chosen after collecting enoughinformation about their &uality and suitability(


Cumulatie

Percent

/

@ine managers provide the right kind of climate to implement new ideas andmethods acAuired by their juniors during training.


65/89


66/89


67/89


*he following charts shows employee strength and trained up employee strength of the

Citibank, %.&?


68/89


9mployee motivation is one of the toughest factors for managers. *his is because employees

do not respond to the same motivations. 9very person is different and so is his or hers likes

and dislikes. *o motivate them to perform in the best way they can it is very important for the

managers to identify and understand the pulse of each one of them. "ome of the easiest steps

to motivate employees are to remain e$cited and passionate about mission, making sure that

everyone in the organiBation understands and can communicate, to ensure that employees

understand how they fit into the process of fulfilling the organiBationFs mission and to make a

connection between the mission and the individual values and goals of employees. *his is

what Citibank, %.&. #angladesh always keeps in mind and follows. *hat is why relationship

is very well and turn over rate is very less.

0. 8indings of +tudy

*raining and development can be very useful to an organiBation or it can be a complete waste

of corporate investment. & strong training and development program can increase worker

skill and general knowledge as well as make the organiBation more efficient. & poor training

program can drain resources and time from personnel and budgets. *his is why a strong

training program should be developed that has a real impact on operational efficiency. *hat is

what Citi is doing so. &nd it is proved and can be seen from the above analysis and

interpretation of the data that is based on findings.

Citi always measure the effectiveness of training programs. *hey have their own well

designed training measurement policy. "ometimes they follow well known model and help

employees as much as they can. *he way they evaluate training effectiveness and helpindividual to develop and learn?

(


69/89


70/89


mprove morale.

6ltimately it is happening and trainings effectiveness is working outstanding. Citi

employees are always eager to have training programs so that they can learn more, develop

their overall skill and also for some other reasons. "uch as?

Group dis!ussions (ith parti!ipants

*hese enable employees to share comments and observations about what is

happening in their workplaces and what skills they feel they may need.

*ndividual dis!ussions (ith parti!ipants*hese give employees the chance to talk in confidence about difficulties they are

having and things they need to learn.

Sel+4assessment

*his involves asking employees to list the things they think they are good at and

what subjects they think they need training on.

Dis!ussions (ith managers

*rainers can gather views on training needs from those who come into contact

with the person to be trained.

/serving parti!ipants (hile they are (orking

*hese methods help and trainers to assess what people already know and what

knowledge and skills they may need to acAuire to work effectively. t is best to

gather as much information as possible, using as many different methods as

possible.

Give parti!ipants the opportunity to pra!ti!e ne( skills.

1n!ourage parti!ipants to e responsile +or their o(n learning.

)0


71/89


7hile providing training programs, they also keep so many factors in their mind so that

employees can be satisfied and become aware about the effectiveness.

*he training objectives were clear in advance.

*he training objectives were achieved.

*he right amount of information was passed on in the training session.

*he information was clear and easy to understand.

*he trainer knew what they were talking about.

*he trainer was willing to answer Auestions.

*he trainer was able to answers Auestions clearly and completely.

*he training aids were useful and relevant including visual aids, handouts etc5.

*he training will help me to be more effective in my job.

*he training has raised awareness.

!lease write any further comments in answer to these Auestions?

)1


72/89


. (e"oendations

Citi is one of the leading banking industry in the world, such a service oriented organiBation

needs to sustain and increase their customers in order to win a large market share. *hat is

why Citibank always provide training programs to develop employees overall personality,

skills and knowledge. "o that they can learn more, implement in practical life, become future

leader and help in achieving target goals. n the conte$t of service oriented bank in

#angladesh, Citibank, %.&.s operation is very much limited. *hat is why alternative

attractiveness and preventing service failure have great importance in the service marketing

to ensure the customer retention and other issues. rom the study, it is found that Citibank,

%.&. #angladesh provides an e$tensive training program and give opportunities to

employees as motivational factors to gain target goal. 9mployees are very much satisfied and

eager to have more opportunities. n this point of view it is very hard to give suggestions for

improvement or sustainability of the organiBation, strengthening of the systems and

procedures of their training and development process. professionals should take a

proactive role to identify whether there are any lackings that are operating within their

organiBation and should lead the way to find solutions to overcome it. #elow are a few

number of actions that professionals can take to break training and development process

related barriers.

>eview training and development policies and practices to determine if they are

fair and inclusive.

8ap the strengths and weaknesses of policies and programs.

)2


73/89


"upport top+management commitment to talent management.

9nsure that diversity is a key business measurement for success that is communicated

to all employees by top management.

9nsure sponsored training are given to the eligible employee.

etermine who is looking for more leadership and management training and

development opportunities.

8ollo5ing are soe re"oendations to oer"oe the barriers

ealuated after analyzing the inforation gathered fro the eployees

of the sele"ted bank:

should not arrange a training program that will cover so many topics. #ecause

sometimes it is found that it becomes hard to complete the topic within the specific

period of time.

"ometimes participants want a session for a long time to learn more.

&fter every training program, should give tasks to all employees to implement in

their practical life what ever they have learned and e$perience some new ideas.

rom this study Citibank, %.&. can get the indications on which of the issues they have to

pay more attention to hold the employees satisfaction, market growth, and their potential,

creative, productive employees, business associates, to raise it and to increase their number

of customers.

);


74/89


75/89


;. Bibliography

)undamentals o+ &uman Resour!e Management3 =thedition y David A. De!en%o 0Stephen $. Roins

1mployee Training and Development3 ;rdedition y Raymond A. Noe

&uman Resour!e Management3 >thedition y David A. De!en%o 0 Stephen $.

Roins

Strategi! &uman Resour!e Management y 9illiam $ Anthony3 $amela 5 $erre(e

0 . Mi!hele aeman

&uman Resour!e Management3 8?thedition y Gary Dessler

Mello3 @. "


76/89


Arti!le August 3


77/89


1mployee Training and Development.

http?www.Beromillion.comsearch.phpKAM9mployeeN*rainingNandNevelopment

5eadership !oa!hing.

http?leadershipcoachings.comresult.phpKGeywordsMleadershipO20coaching

1mployee Training.

http?rocketready.comemployeeLtraining.jsp

Best $ra!ti!es in 1mployee S!reening.

http?www.workforce.comglobalpdfLempscreening0'.phpKscM98@

Typi!al &R $ro!ess Changes +or Su!!ess+ul Talent Development.

http?www.sumtotalsystems.comlptd+ebook+c;.html

Training That Starts Be+ore the @o Begins.

http?www.workforce.comsection11feature2---)inde$.html

))
http://www.zeromillion.com/search.php?q=Employee+Training+and+Developmenthttp://leadershipcoachings.com/result.php?Keywords=leadership%20coachinghttp://rocketready.com/employee_training.jsphttp://www.workforce.com/global/pdf_empscreening09.php?sc=EMLhttp://www.sumtotalsystems.com/lp/td-ebook-c3.htmlhttp://www.workforce.com/section/11/feature/26/55/57/index.htmlhttp://www.zeromillion.com/search.php?q=Employee+Training+and+Developmenthttp://leadershipcoachings.com/result.php?Keywords=leadership%20coachinghttp://rocketready.com/employee_training.jsphttp://www.workforce.com/global/pdf_empscreening09.php?sc=EMLhttp://www.sumtotalsystems.com/lp/td-ebook-c3.htmlhttp://www.workforce.com/section/11/feature/26/55/57/index.html


78/89


.Appendietraining to use skills sets in other areas

11

!ersuading 8anagement of the

importance of training the workforce

12 8otivating the workforce

15 4verall 9valuation of !erformance

1, 8easurement of the job performance

1!

*raining to encourage employees to work

across areas

1+ eveloping training to improve the skillsbase of the workforce

T(1 T-A..G 1FF1CT.211SS 451ST.3A.-1

"To e +illed up through in+ormal intervie( and oservational e2perien!es o+ the

employees o+ lo(er3 mid and high level.#

%ameQQQQQQQQQQQQQQQQQQQQQQQQQ......................

&geQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ.....

esignationQQQQQQQQQQQQQQQQQQQQQQQQQQQQ

3ender

8ale

emale

Puestions "trongly

agree

&gree &verage isagree "trongly

disagree

1

nduction training is given adeAuate

importance in your organiBation.

2 nduction training is well+planned.

;nduction training is of sufficientduration.

(0


81/89


/

nduction training provides an e$cellent

opportunity for newcomers to learncomprehensively about the organiBation.

-

*he norms and values of the company

are clearly e$plained to the new

employees during induction.

"enior management takes interest andspends time with the new staff during

induction training.

)

*he new recruits find induction training

very useful.

(

*he employees are helped to acAuire

technical knowledge and skills through

training.

'

*here is adeAuate emphasis ondeveloping managerial capabilities of the

managerial staff through training.

10

9mployees of 8id and


82/89


1-

9mployees are sponsored for training

programs on the basis of carefully

identified developmental needs.

1*hose who are sponsored for the trainingprograms take the training seriously.

1)

9mployees in the organiBation participate

in determining the training they need.

1(

9mployees sponsored for training go

with a clear understanding of the skillsand knowledge they are e$pected to

acAuire from the training.

1'

*he department conducts briefing

and debriefing sessions for employeessponsored for training.

20n+company programs are handled bycompetent faculty.

21

*he Auality of in+company programs in

your organiBation is e$cellent.

22

"enior line managers are eager to help

their juniors develop through training.

2;

9mployees returning from training are

given adeAuate free time to reflect andplan improvements in the organiBation.

2/

8anagers provide the right kind of

climate to implement new ideas and

methods acAuired by their juniors duringtraining.

2-

9$ternal training programs are carefullychosen after collecting enough

information about their Auality and

suitability

(2


83/89


2*here is a well+designed and widelyshared training policy in the company.

Additional @udgments and $re+eren!es

Training Needs Analysis "TNA#

444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444

444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444

444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444

444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444

444444444444444444444444444444444444444444444444444444444444444444444444

(;


84/89


Appendi


85/89


eports perspective

!roper functioning of the esource epartment and organiBational policy is very

necessary for the systematic and continuous process of analyBing an organiBations human

(-


86/89


resource needs under changing conditions and developing personnel policies appropriate to

the long term effectiveness of the organiBation.

Delimitations:

*ime shortage is a big constrains because it is very difficult to prepare report and

concentrate on official work by doing regular 'am to )pm office.

ue to conservatism in sharing data due to high information "ecurity of Citi #ank

%.&., any statistical data or other relevant data cannot be included since survey is

totally out of Citibank %.&.s policy.

*he people to be interviewed informally may not be cooperative.

@ack of information on the website regarding the selected company and the topic for

the report.

Confidential data will be difficult to collect because of their secrecy that is not

revealed.

*he findings of the survey will be based on the employee response through informal

way and observation of the selected company and the results may not properly reflect

the same for other #angladeshi companies both inside and outside haka.

*he study is only covered 3ulshan branch, 4ffshore #anking 6nit and other branches

such as Chittagong and 9!D is out of study.

@ack of enough cooperation due to high workload.

. /,e!tives o+ the Report

a. Broad /,e!tive

(


87/89


*o discover the factual settings of how the human resource department is conducted within

the organiBation which affects the work activities and long term success of the business and

their practices for the organiBation.

. Spe!i+i! /,e!tives

o *o focus on their training and development process and key activities

o *o focus on its effectiveness

o *o focus on employee evaluation for performance appraisal.

o *o focus on the performance rewards.

o *o focus on the motivational factors for employees and management.

o *o focus on employee and management relation.

o *o focus on the turnover ratio and causes.

F# Methodology: Data Sour!es.

&s stated earlier Isometimes at present, dependable, comprehensive and up-to-date

information on training and development in Citibank N.A. are not available my choice of

sample design is very much limited. 6nder the circumstances was compelled to use

convenience+sampling techniAue, in which choose employee whenever find them free and

talked informally. &s the report is based on training and development process in Citibank

%.&. which is in some e$tent broad in sense and had no idea that is needed to conduct the

survey and finaliBe the report as conducting survey is totally restricted, decided to do

I9$ploratory >esearchJ. 6nder this research method, have gone through both primary and

secondary data, e$perience survey where have discussed with some knowledgeable persons

who have the idea and proper knowledge regarding our research. 4n the other hand, have

also gone through some case studies that are similar to my researchs problem situation. 8y

()


88/89


research is based on also Auantitative information and in some e$tent Aualitative data have

been used.

Considering the facts and reAuirements of the survey a Auestionnaire was also carefully

designed for both personnel and employees where in case of employees have collected

information through informal way and e$perience observation not accordingly to the

Auestionnaires.

$rimary Data

!ersonal nterviews with managers and employees of the Citi #ank %.&.

#angladesh.

Se!ondary Data

"econdary ata has been collected in the following ways?

&rticles an

Internship Report 2nd Part

Documents

Transcript of Internship Report 2nd Part