Internship Report

On
“Training and Development Policies and Process of the City Bank
Ltd.”

Submitted to:
Kamol Gomes
Senior Lecturer
Department of Business Administration
Notre Dame University Bangladesh

Submitted by:
Zarin Rahman
ID no: 14121190
Major: Human Resource Management
Department of Business Administration
Notre Dame University Bangladesh

Date of Submission: 12 August 2018

0|P a g e
 Internship Report
On
“Training and Development Policies and Process of the City Bank
Ltd.”

Submitted to:
Kamol Gomes
Senior Lecturer
Department of Business Administration
Notre Dame University Bangladesh

Submitted by:
Zarin Rahman
ID no: 14121190
Major: Human Resource Management
Department of Business Administration
Notre Dame University Bangladesh

Date of Submission: 12 August 2018

1|P a g e
 Approval Letter of Organization’s Supervisor

Ms. Zarin Rahman, from Notre Dame University Bangladesh was employed as a
university intern at our The City Bank Ltd. from 8 May 2018 to 8 August 2018.

She has accomplished successfully internship program at the Service Delivery

Department as the regular internee student and have written an internship report.

(company stamp and signature)

Confirmation by NDUB supervisor with concurrent preparation of the project title:

A Project Report titled, “Trainning and Development Policies and Process

of The City Bank Ltd.“has been submitted to the Supervisor.

2|P a g e
 Certificate of Authentication

This is to certify that this report titled “Training and Development Policies and
Process of the City Bank Ltd.” is an authentic work of Zarin Rahman who carried
out this study under my supervision.

This is also certified that the project report is an original work done by him and only
for academic use.

I wish her success in life.

______________________
Kamol Gomes
Senior Lecturer
Department of Business Administration
Notre Dame University Bangladesh

Letter of Transmittal

Date: 12 August 2018

3|P a g e
To
Kamol Gomes
Senior Lecturer
Department of Business Administration
Notre Dame University Bangladesh

Subject: Submission of Internship Report.

Dear Sir,

With due respect, I would like to inform you that, I am a student of BBA in Notre
Dame University Bangladesh. It is an absolute pleasure for me to submit the report
titled ‘Training & Development Policies & Process of The City Bank Ltd’ as a
significant part of my B.B.A Program. I have tried my level best to make an effective
report.

Within the title limit I have made this report as comprehensive as possible. But there
may be some mistakes due to various limitations. So I beg your kind consideration in
this regard. I will be encouraged if you kindly receive my report. If you have any
further query regarding this report please let me know, I will be happy to clarify you.

Sincerely yours,

---------------------------------

Zarin Rahman
ID no: 14121190
Department of Business Administration
Human Resource Management
Notre Dame University Bangladesh

Acknowledgement

At first I would like to thank almighty Allah for giving me the strength and
determination to make it possible for me to complete my work and perform necessary
research for preparing the report within the given time. In this procedure, I would like
to mention some people with due respect and honor who assisted me, without any

4|P a g e
hesitation to complete my report within the due time. This report is an essential part of
B.B.A Program as one cannot gather practical knowledge and experience by
observing and doing work at chosen Organization. It is a matter of pleasure that my
report is all about training program at The City Bank. Therefore I would like to thank
them all from the bottom of my heart. My heartfelt gratitude goes out to my business
faculty and also my internship supervisor Mr. Kamol Gomes who was always ready to
guide me and solved all the difficulties that I faced during the accomplishment of the
report. Most importantly, I would also like to thank Mohammad Raihan Hafiz (First
Vice President)& Mr. Z.M.K. Fateheen (Senior Manager) Service Delivery
Department of CBL and my colleagues who helped me by providing informative
instructions. I was closely attached with them during my internship period. Without
their help this project would have been difficult to complete. Lastly, I also thank my
family members, relatives, friends and other well-wishers for their undeniable support
and encouragement throughout the preparation of the report on The City Bank Ltd.

Declaration

5|P a g e
In order to fulfill the requirements of the degree of Bachelor of Business
Administration (BBA), this report is being submitted. For this reason, I am declaring
the work as my own original work and also assert that it has not been submitted
earlier for any degree. Besides, I profess that this work is not being submitted
concurrently by any other one.

_____________
Zarin Rahman
ID no: 14121190
Department of Business Administration
Human Resource Management
Notre Dame University Bangladesh

Abstract

Training is one of the most beneficial practices of Human Resources Department of

any organization. Unlike any other organizations banking is one the most sensitive
businesses all over the world. Being a service oriented organization CBL always
seeks to attain customer satisfaction. Every organization has two types of resources

6|P a g e
which include both human and non-human resources. Human resources operate and
manage the non-human resources so it is much more important to manage the human
resources of a service type organization. Employees being treated as Human resources
are trained because of the investment perspective of an organization. Recognizing the
importance of this topic this report is about “Training and Development Policies and
Process of The City Bank Ltd.” This report is divided into five chapters. First chapter
contains the introductory part of this report which includes background of the topic,
objectives & methodology. The whole process of preparing the report is presented
here. Next chapter includes the organizational profile. It is about the organization
upon which the report has been prepared. It contains the particulars of the
organization through which the organization can be recognized. Mission, goal, key
factors, departments of this organization, products and services etc. are discussed in
this part. The fourth part of this report contains the CBL training process and the fifth
part contains findings. It is about the results and findings of the study. Detailed
explanation of HRD, CBL Training and development program, techniques, benefits,
ways to implement this program are included in section. The last chapter deals with
conclusions of this report. The guidelines have been suggested according to the
research made through this report. It is expected that the recommendation part would
be beneficial for the organization.

Contents Page no
Chapter 01

Introduction..........................................................................................................................10

7|P a g e
Background of the Study......................................................................................................10
Literature Review.................................................................................................................12
Study Gap..............................................................................................................................13
Objectives of the Study.........................................................................................................13
Questionnarie of the study...................................................................................................13
Chapter 02

Introduction..........................................................................................................................14
Methodology..........................................................................................................................15
Chapter 03

Introduction..........................................................................................................................17
An Overview of the City Bank.............................................................................................18
Vision.....................................................................................................................................19
Mission...................................................................................................................................19
General activities of The City Bank....................................................................................20
Products of CBL:..................................................................................................................21
Organogram of CBL.............................................................................................................25
Chapter 04

Introduction..........................................................................................................................28
Human Resource Management Activities...........................................................................28
TRAINING & DEVELOPMENT POLICY.......................................................................30
TRAINING & DEVELOPMENT PROCESS.....................................................................35
Chapter 05

Introduction..........................................................................................................................38
Result of the study................................................................................................................38
Implication............................................................................................................................38
Limitation of the report........................................................................................................38
Recommendation..................................................................................................................38
Conclusion.............................................................................................................................39
References.............................................................................................................................40

Chapter 1

8|P a g e
 1. Introduction
2. Background of the study
3. Literature Review
4. Study Gap
5. Objective of the study
6. Questionnaires of the study

1. Introduction
Training and development play an important role in the effectiveness of organizations
and to the experiences of people in work. Training has implications for productivity,
health and safety at work and personal development. All organizations employing
people need to train and develop their staff. Most organizations are cognizant of this

9|P a g e
requirement and invest effort and other resources in training and development. Such
investment can take the form of employing specialist training and development staff
and paying salaries to staff undergoing training and development. Investment in
training and development entails obtaining and maintaining space and equipment. It
also means that operational personnel, employed in the organization’s main business
functions, such as production, maintenance, sales, marketing and management
support, must also direct their attention and effort from time to time towards
supporting training development and delivery. This means they are required to give
less attention to activities that are obviously more productive in terms of the
organization’s main business. However, investment in training and development is
generally regarded as good management practice to maintain appropriate expertise
now and in the future.

2. Background of the Study

This report is an internship report prepared as a requirement for the completion of the
BBA program. The primary goal of the internship was to provide an “on the job”
exposure to the student and an opportunity for translation of theoretical conceptions in
real life situation. We, the students, were placed in enterprises, organizations, research
institutions as well as development projects. In this connection, after the completions
of the BBA program, I was assigned to the Service Delivery Department of the City
Bank Limited for practical orientation. I chose the topic “Training and development
policies and process of the city bank” for my internship report under the supervision
of Mr. Raihan Hafiz (First Vice President & Head of Service Delivery) and
Z.M.K.Fateheen ( Sr. Manager of Service Delivery) of the City Bank.

Training and development must be based on a need analysis derived from a

comparison of “actual performance” and behavior with “required performance” and
behavior. Training and development is one of the major ways organization invests in
the workforce for greater return today and even in the foreseeable future (Williams,
2007) Organizational effectiveness rests on the efficient and effective performance of
workforce that makeup the organization. The efficient and effective performance of
the workforce in turn, rest on the richness of the knowledge, skills and abilities
possessed by the workforce. Training and development in most organizations is a
continuous act/exercise. The inexorable march of time and the ceaseless glamour for
social change combine to make adaptability and continuing preparation of the
workforce as inevitable as the initial acquisition of knowledge and skills. This cannot
happen if employees’ training and development do not occur in an enterprise. In other
to maximize the productivity and efficiency of the organization, every executive,
manager or supervisor in a public or private organization has the responsibility and
indeed the bounding duty to ensure the development of their employees who have
requisite knowledge and expertise (Dada, 2004) Training is like sharpening an
existing skill in order to reflect the trends in technology and other social cultural

10 | P a g e
environmental changes of an organization. Productivity is the goal of today’s
competitive business world and training can be a spring board to enhance
productivity. The main objective of training and development in FRSC is to increase
efficiency of employees with the resulting increase in corporate productivity. This
accounts for why a large number of fund and time is expected by organization at one
period or the order in the improvement of the skills of their employees at various
levels. The principal intention of training according to Akinola (2007), is to equip
people with the knowledge required to qualify them for a particular position of
employment, or to improve their skills and efficiency in the position they already
hold. Manpower development on the other hand, implies growth and the acquisition
of wide experience for future strategic advantages of the organization. Training and
development therefore, improves the effectiveness and efficiency of the employee.
Therefore, the aim of this research is to know the current state, nature, procedure and
method of training and development used by the Guaranty Trust Bank for their
employees and let’s not forget that any organization that has no plan for the training
and development of its staff is less than dynamic for learning is a continuous process
and acquired skills get obsolete when the environment changes. Also, a popular
caption in the field of personnel management says, “If you think training and
development are expensive try ignorance”. While training and development prosper
organization, ignorance destroys it. Therefore, workers like machines must be updated
on constant basis or else, they end up becoming obsolete or misfit (Muhtar,
2007).However, it is important to state that the lack of adequate emphasis on
manpower development as a tool for development in Nigeria on the part of
government as well as the organized private sector could not be far-fetched from the
lack of understanding of both the concept and methods for manpower development in
a post-colonial Nigerian State in which the process of human resource development
for national growth was distorted by colonialism with the attendant negative
orientation that was injected into political leadership (Ekpo 2009). Thus, manpower
development became an elitist design that was geared to favor capitalist mode of
production in which labor was relegated to the background among the factors of
production.

3. Literature Review
Human resource is the very important and the backbone of every organization and it is
also the main resource of the organization. So organizations invest huge amount on
the human resource capital because the performance of human resource will

11 | P a g e
ultimately increase the performance of the organization. Performance is a major
multidimensional construct aimed to achieve results and has a strong link to strategic
goals of an organization (Mwita, 2000). As the Mwita (2000) explains that
performance is the key element to achieve the goals of the organization so to
performance increase the effectiveness and efficiency of the organization which is
helpful for the achievement of the organizational goals. There are many factors which
improves the work of the employee such as flexible scheduling, training etc. It is very
necessary for the organization to design the training very carefully (Michael
Armstrong, 2000). The design of the training should be according to the needs of the
employees (Ginsberg, 1997). Those organizations which develop a good training
design according to the need of the employees as well as to the organization always
get good results (Partlow, 1996; Tihanyi et al., 2000; Boudreau et al., 2001). It seems
that Training design plays a very vital role in the employee as well as organizational
performance. A bad training design is nothing but the loss of time and money (Tsaur
and Lin, 2004). On the job training helps employees to get the knowledge of their job
in a better way (Deming, 1982). People learn from their practical experience much
better as compare to bookish knowledge. On the job training reduces cost and saves
time (Flynn et al., 1995; Kaynak, 2003; Heras, 2006). It is better for the organizations
to give their employees on the job training because it is cost effective and time saving
(Ruth Taylor et al., 2004). It is good for organization to give their employees on the
job training so that their employees learnt in a practical way (Tom Baum et al., 2007).
Delivery style is a very important part of Training and Development (Carlos A. Primo
Braga, 1995). Employees are very conscious about the delivery style Michael
Armstrong, 2000). If someone is not delivering the training in an impressive style and
he is not capturing the attention of the audience it is means he is wasting the time
(Mark A. Griffin et al., 2000). It is very necessary for a trainer to engage its audience
during the training session (Phillip seamen et al., 2005). Delivery style means so
much in the Training and Development. It is very difficult for an employee to perform
well at the job place without any pre-training (Thomas N. Garavan, 1997). Trained
employees perform well as compared to untrained employees (Partlow, 1996; Tihanyi
et al., 2000; Boudreau et al., 2001). It is very necessary for any organization to give
its employees training to get overall goals of the organization in a better way (Flynn
et al., 1995; Kaynak, 2003; Heras, 2006). Training and development increase the
overall performance of the organization (Shepard, Jon et al., 2003). Although it is
costly to give training to the employees but in the long run it give back more than it
took (Flynn et al., 1995; Kaynak, 2003; Heras, 2006). Every organization should
develop its employees according to the need of that time so that they could compete
with their competitors (Carlos A. Primo Braga, 1995).

12 | P a g e
 4. Study Gap
In my study on “Training and Development Policies and Process of the City Bank
Ltd.” I found many problems and from those problems I have found two Study gaps. I
will continue with those gaps. The gaps are,
 Training of mid-level are done inside the country
The training of mid-level manager are done inside the country but they can
also arrange trainings outside the country like for the top level managers.
 Employees are always in a great pressure
The employees of The City Bank has to take a great pressure on them each
day, so they just can recruit some more employees to reduce the stress of
employees.

These are the gaps I have selected for my study if I can fulfill the gaps I believe that it
will bring a good change in the training system of the city bank.

5. Objectives of the Study

The main objective of the report is to gather knowledge about the training and
development policies and process of the City Bank and implement that knowledge in
my further career.

There are also some other objectives of the studies, they are:

1. To define training needs of human resources.

2. To analyze training programs of the city Bank.
3. To illustrate techniques of training.
4. To find out scope of training at the city bank.

6. Questionnaire of the study

These are the questions which were used to find out what the people of the bank think
about their training and development process:
1. Do the company offer necessary training programs?
2. Which kinds of training methods to be used?
3. Do the company evaluate what you have learnt?
4. Have you faced any problem during the training period?
5. If Yes, What types of problem did you face?
6. What do you think about the Training program of CBL?
7. What type of technologies use on training?
8. Should the organization give more focus on individual training attention?
9. Are you satisfied with the Training?
10. If No, how you will mark them about their capabilities towards problem
solving skills?
11. How much you have satisfied with CBL Training programs?
12. What do you feel about CBL Training programs?

13 | P a g e
 Chapter 2

1. Introduction
2. Methodology of the study
2.1 Sample Size
2.2 Sampling Procedures
2.3 Data Source
2.4 Data Collection
2.5 Data Processing
2.6 Data Analysis

14 | P a g e
Introduction
As we all know any investigation should be structured so that the conclusion is close
to the reality. In study methodology the objective of the study is clearly defined.
Accordingly formulated, coverage (both conceptual and geographical) is defined and
techniques to be used are placed in the study design. There are various techniques
such as survey study methodology, use of available data, observation technique etc.
The sampling should have proper sanctity. The techniques are different for different
studies. In a group study observation method was found useful. In forecasting the
survey study is used. Any change in sampling could alter the conclusion. Further,lot
of secondary data is available. In case it is possible to complete the study with
secondary data, collection of primary data may not be required. Selection of Study
methodology is an essential prerequisite before taking up a study project, so that the
conclusion serves the purpose for which the project is undertaken. So this section
describes the Sample Size, Sampling Procedures, Data Source, Data Collection, Data
Processing, and Data Analysis of the study.

Methodology
The process used to collect information and data for the purpose of making business
decisions. The methodology may include publication research, interviews, surveys
and other research techniques, and could include both present and historical
information. For this study I have chosen a qualitative way and the following steps are
describing my methodology of the study.

Sample Size
To conduct this study I have taken my sample as a simple random sampling and the
required sample size for conducting this study is 40, those who are working at The
City Bank.

Sampling Procedure
For conducting this study project the probabilistic sampling procedure was followed
in order to select the sample which is Simple random sampling.

Data sources
The information and data for this report have been collected from both the primary
and secondary sources.

a. Primary Data Sources

The primary data was collected by face-to-face conversation with the respective
employees of The Gulshan branch and head office and by asking some questionnaire.

b. Secondary Data Sources

The secondary data was collected from the internal and external website of the City
Bank.

15 | P a g e
Data collection Method
Relevant data for this report collected primarily by direct investigations of different
records, papers, documents, operational process and different personnel. The
interviews were administered by formal and informal discussion. Structured
questionnaire will be used. Information regarding office activities of the customer
care center have been collected through consulting and discussion with care Centre
personnel.

Data Processing
The data collected from the respondents through structured questionnaire. After that,
data has processed through the following ways.

At first the questionnaires has given a serial number then the respondents’ answers are
categorized according to their personal information, present service center situation,
experience, preference, attitude, behavior, satisfaction level about The City
Bank.After that respondents’ answer are analyzed theoretically. As this study is a
qualitative study so all the respondent’s answers were brought into a ratio and after
that that was analyzed.

Data Analysis
According to the data analysis, 70% of the employees are satisfied with the training
they are getting and the rest 30% think that it should be improved. All the employees
more or less takes training from time to time and there is a system of exam after every
2 months where the employees are evaluated how they are getting trained. So because
of that the employees are quite satisfied with their system as they get to know other
departments work and as well as because of evaluation there comes a competitive
feelings that inspires them to develop themselves.

16 | P a g e
 Chapter 3

1. Introduction
2. An Overview of the City Bank
3. Vision
4. Mission
5. Values
6. General activities of The City Bank
7. Products of CBL
8. Organogram of CBL

17 | P a g e
 1. Introduction

The City Bank is a Bangladeshi private commercial bank, operating throughout

Bangladesh. It is one of the few banks in Bangladesh with a centralized infrastructure.
The present CEO is Sohail R.K Hussain. In this chapter I am going to give a clear
concept on The City Bank.

2. An Overview of the City Bank

THE CITY BANK is one of the oldest private commercial banks operating in
Bangladesh. The Bank has been operating since 1983 with an authorized capital of
Tk. 1.75 Billion under the entrepreneurship of twelve prominent & leading
businessman of the country. The noble intention behind starting this Bank was to
bring about qualitative changes in the sphere of Banking and Financial management.
Today The City Bank serves its customers 120 branches spread over the country &
about three hundred overseas correspondences covering all the major cities and
business center of the world.
The services include wide diversified areas of trade, commerce & industry which
customized to the specific needs of the customers and are famous by an exceptional
level of prompt and personal attention. Over the years the Bank has expanded of Its
Services. The extensive and ever growing domestic network provides and carries
various products and services.
THE CITY BANK has already introduced some new Banking products like dual
currency Credit Cards, ATM and Online services which has created attraction among
the clients. The Bank is going to introduce real time Internet, SMS and Phone
Banking systems with all modern delivery channels at an early date.
For significant performance, The Bank has earned national & international
recognition. THE CITY BANK was one of the 12 Banks of Bangladesh among the
500 Banks in Asia for its asset, deposit & profit as evaluated by "ASIA WEEK" in
The Year 2000. Other than that, THE CITY BANK LIMITED received the "Top Ten
Company" award from the Prime Minister of the People's Republic Of Bangladesh.
We have a distinguished Board of Directors which consists of thirteen successful and
reputed businessmen. Mr. Aziz Al-Kaiser, a top leading businessman, industrialist,
pioneer personality & entrepreneur of private sector's Bank in Bangladesh, is the
Chairman of the Bank. Mr. Kazi Mahmood Sattar a dynamic, nationally &
internationally reputed Banker is the Managing Director of the Bank.
The bank currently has 89 online branches spread across the country that include a
fully-fledged Islamic Banking branch. Besides these traditional delivery points, the
bank is also very active in the alternative delivery area. It currently has 100 ATMs of
its own; and ATM sharing arrangement with a partner bank that has 225 ATMs in
place; SMS Banking; Interest Banking and so on. Soon its Customer Call Center is
going to start operation.

18 | P a g e
THE CITY BANK is the first bank in Bangladesh to have issued Dual Currency
Credit Card. The bank is a principal member of VISA international and it issues both
Local Currency (Taka) & Foreign Currency (US Dollar) card limits in a single plastic.
City Bank prides itself in offering a very personalized and friendly customer service.
It has in place a customized service excellence model called GAP (Graceful-
Appropriate-Pleasing) that focuses on ensuring happy customers through setting
benchmarks for the bank's employees' attitude, behavior, readiness level, accuracy and
timelines of service quality. CITY BANK is one of the largest corporate banks in the
country with a current business model that heavily encourages and supports the
growth of the bank in Retail and SME Banking. The bank is very much on its way to
opening many independent SME centers across the country within a short time. The
bank is also very active in the workers' foreign remittance business. It has strong tie-
ups with major exchange companies in the Middle East, Europe, Far East & USA,
from where thousands of individual remittances come to the country every month for
disbursements through the bank's large network of 89 online branches. The current
senior management leaders of the bank consist of people from the multinational banks
with superior management skills and knowledge in their respective "specialized"
areas. The bank this year, is celebrating its 25th year of journey with the clear
ambition of becoming no.1 private commercial bank in the country in 3 years’ time.
The newly launched logo and the pay-off line of the bank are just one initial step
towards reaching that point.

3. Vision
The Financial Supermarket with a Winning Culture Offering Enjoyable Experiences.

4. Mission
 Offer wide array of products and services that differentiate and excite all
customer segments.
 Be the “Employer of choice” by offering an environment where people excel
and leaders are created.
 Continuously challenge processes and platforms to enhance effectiveness and
efficiency.
 Promote innovation and automation with a view to guaranteeing and
enhancing excellence in service.
 Ensure respect for community, good governance and compliance in everything
we do.

19 | P a g e
 5 Values
 Result Driven
 Engaged & Inspired
 Accountable & Transparent
 Focused on Customer Delight
 Courageous & Respectful

6 General activities of The City Bank

The principle activities of the bank are to provide all kinds of commercial banking,
customer banking trade services, keeping and clearing to its customers through its
branches in Bangladesh. City Bank is among the very few local banks which do not
follow the traditional, decentralized, geographically managed, branch based business
or profit model. Instead the bank manages its business and operation vertically from
the head office through 4 distinct business divisions namely.
1. Corporate & investment banking
2. Retail Banking
3. SME Banking
4. Treasury & Market risks.

Corporate & investment banking

In CBL following activities are performed in this division-
Financing-
 Working capital finance
 Trade finance
 Short/Mid-term Finance
 Project Finance
 Islamic Finance
 Structured Finance
 Cash managements
 Invest banking
 Schedule of charges
 Interested rate on lending

Retail Banking (including cards)

 Retail banking includes the tasks for the following purpose-
 Deposits.
 Loans
 Cards-debit card, credit card etc.
 NRB-foreign remittance
 Schedule of charges
 Interest rate on Lending

20 | P a g e
SME Banking
CBL‟s SME banking is engaged of servicing for the following facilities-
 City muldhan
 City Monaca
 City Shula
 City Nosh
 City Sheba

Treasury & Market risks

City bank has dedicated Treasury team who is capable of providing all treasury
solution. Through their foreign correspondent business partners, CBL is providing a
wide range of Treasury products. In CBL Treasury, there are four teams who are
specialized in their area to ensure the best possible solution to our customer
requirement. CBL has following teams in the Treasury
 Foreign Exchange
 Money market
 Corporate sales
 Market research

7 Products of CBL:

a. Savings Deposit Account:

Savings accounts are generally opened by individuals. These accounts earn interest at
a prescribed rate, fixed by the Bank time to time under Bangladesh Bank guideline.
The main features and guiding principles of this type of account are as follows:
 Interest payment in savings account will be as per approved PPG of respective
product.
 Charges – All applicable charges, and other regulatory charges as per the
bank’s schedule of charges to be collected including any penalty related
charge following laws, regulations of the government and Bangladesh Bank.
 No overdraft shall be allowed against a savings account.
 Cheque book to be issued as per customer requirement. If PPG of that product
permits.
 Statement / e-statement of account, balance confirmation is to be dispatched to
the account holder on a half-yearly basis or as per approved PPG of respective
product.
 There is limitation on withdrawals – withdrawals made violating the
prescribed limit is subject to interest elimination as per respective product
features.

21 | P a g e
  A minimum balance is to be maintained in the account as per PPG of the
product of the bank allows to enjoy the benefit offered.
 With Branch Manager’s (or his/her designate) approval minimum Account
Opening Balance may be exempted.
 Customer can open various savings account (like General Savings, Delight,
High Value Savings) based on the requirement under same CB number if the
respective BM is satisfied. BM’s concern should be evident with notification
on AOF.

b. Current Deposit Account:

Current accounts are non-interest bearing accounts. Current account can be opened
both by individuals and business. The main features and guiding principles of this
type of account is:
 Balance held with current account is payable on demand at any time.
 Statement / e- Statement of account, balance confirmation is to be dispatched
to the account holder on a half-yearly basis or as per head office guideline.
 Customer may open several current account based on the requirement under a
certain CB number with proper justification.
 Cheque book to be issued as per customer requirement.
 Charges – All applicable charges, and other regulatory charges as per the
bank’s schedule of charges to be collected including any penalty related
charge following laws, regulations of the government and Bangladesh Bank.
 No overdraft facility is allowed.

c. Short Notice Deposit (SND) Accounts:

Short Notice Deposit accounts are interest bearing accounts.

 SND account can be opened both by individuals and business. Currently it
can’t be opened for individuals.
 No overdraft is allowed against SND account.
 The account holders however should not be encouraged to use the account as
an operative current account.
 Minimum Initial deposit for the account will be decided as per the approved
and updated PPG.
 Statement of account, balance confirmation is to be dispatched to the account
holder on a half-yearly basis or as per head office guideline.
 Charges – All applicable charges, and other regulatory charges as per the
bank’s schedule of charges to be collected including any penalty related
charge following laws, regulations of the government and Bangladesh Bank.
 A minimum balance is to be maintained in the account as per PPG of the
product of the bank allows to enjoy the benefit offered.

22 | P a g e
 d. Foreign Currency Account:

Foreign currency account is a service concept where financially attractive products

like FCY Account, RFCD Account & NFCD Account for individuals is offered with
value added bundle offers. FCY Account & NFCD Account is the most popular
deposit products to high net worth non-resident Bangladeshi’s and a large number
resident Bangladeshi people who frequently visits outside the country for holidays
and other business purposes. These people open RFCD account with foreign currency
brought in at the time of their return from travel abroad for different future purposes.

Eligible customer for opening FCY Accounts are as follows:

City FCY account is a non-interest bearing checking account for non-resident
Bangladeshi individual customers, Bangladeshi resident working in
foreign/international organization provided salary paid in foreign currency and
foreign nations residing in Bangladesh.
Main Features of FCY Accounts are -
 Maintained in USD, GBP & Euro currency
 Deposit any amount in the form of remittance of FCY and salary paid in FCY
 Cheque Book, all deposits and withdrawal can be made from all AD branches
 Freely transferable to the country anywhere chosen
 Freely endorse and carry during foreign travels
 Freely convertible into local currency.

RFCD Account
RFCD is an interest bearing foreign currency account. RFCD (Resident Foreign
Currency Deposit) Account is an interest bearing account. The fund is kept in this
account based on different time frame like term deposit accounts. Following two
documents are required to deposit in the FRCD account -
 FMJ Form (as appropriate as per BBK circular)
 Declaration of the customer
These documents confirms that the customer as well as the fund came from abroad.

Eligible customer for opening RFCD Accounts are as follows:

 Foreign currency based non checking account for resident Bangladeshi
individuals.

Main Features of RFCD Accounts are –

 Maintained in USD, GBP & Euro currency
 Deposit up to $ 5,000 without any declaration after returning from travel
abroad
 All deposits and withdrawal can be made from all AD branches
 Freely transferable abroad

23 | P a g e
  Freely endorse and carry during foreign travels
 Freely convertible into local currency
 Debit Card facility against the account
 International Credit Card against deposited money.

NFCD Account
NFCD is interest bearing foreign currency account. The minimum tenor of earning
interest in this account is one month. Customer can also keep the fund in this account
for more than one month, like, 3, 6 & 12 months period.

Eligible customer for open NFCD Accounts are as follows:

NFCD Account is a term deposit/time deposit account for Non Resident Bangladeshi
individual customers with attractive features.
Main Features of NFCD Account
 Maintained in USD, GBP & Euro currency
 Guaranteed return on investment
 Flexible tenor of 1 Month, 3 Months, 6 Months & 12 Months
 Minimum amount of US$ 1000 or pound sterling 500 or equivalent
 Auto renewal facility
 Deposit any amount in the form of remittance
 Freely transferable abroad
 Freely convertible into local currency
This procedure does not include the following accounts:
 Loan Accounts – For corporate and SME accounts, Credit Administration
Department (CAD) and for individual accounts, Credit & Collection (C&C)
has separate manuals.

e. Scheme or DPS Accounts:

The City Bank Ltd. DPS offers competitive interest rates and instalments that are
affordable for our customers.
 Individual person can only open instalment-based savings scheme account.
 Account can be opened individually or jointly.
 Have to have CASA account for opening scheme account.
 For specific campaign and offer relating to such type of product; PPG wise
requirements will be followed for account opening.

f. Fixed Deposit Account

The account which is opened for a particular fixed period (time) by depositing
particular amount (money) is known as Fixed (Term) Deposit Account. The term
'fixed deposit' means that the deposit is fixed and is repayable only after a specific
period is over. The money deposited in this account cannot be withdrawn before the
expiry of period but premature encashment is allowed subject to certain terms and
conditioned as specified in the PPG/Account Opening Form.
 Individual and business both can open such type of account.

24 | P a g e
 Account can be opened individually or jointly.
 For specific campaign and offer relating to such type of product; PPG wise
requirements will be followed for account opening.
 A person or a corporate may open FDR with or without having a CASA
account with City Bank.

25 | P a g e
 Managing Director
& CEO

MD's
Secretariat

Chief Risk Chief Operating Chief Financial Head of Wholesale Treasur Commercial HRD ICC
Head of Branch Officer Banking and DMD Board
Officer Officer y Banking
Banking and Chief SEC
Communication Corporate
officer GAD
RMD Operations
Banking
Finance
CAD IT CBL
Braches Procurment Money
transfer
Trade Services
Retail CRM
Banking NRB
C&C
SME
Banking
Legal
Customer
experience and
process
AML
governance

BIU PMO &

CSR

Ops
Risk

Cards

Brands

Citygem
PB

Degital Banking or
ADC

Agent
Banking

Figure-1: Organogram of CBL

26 | P a g e
Abbreviation used in Organogram:

NRB - Non Resident Business

BIU - Business Intelligence Unit
Ops Risk - Operational Risk
Brands - Brand, Communication & Marketing
Citygem PB - Citygem Priority Banking
ADC - Alternate Delivery Channels
RMD - Risk Management Division
CAD - Credit Administration Division
CRM - Credit Risk Management
C & C - Credit & Collection, Retail & Small Business Risk
AML - Anti Money Laundering
PMO & CSR - Project Management Office & Corporate Social Responsibility
IT - Information Technology
GAD - General Admin
HRD - Human Resource Division
FIN - Finance Division
ICC - Internal Compliance and Control
Board Sec - Board Secretariat

27 | P a g e
 Chapter 4
1. Introduction
2. Human Resource Management Activities
2.1 Definition of Human Resource Management (HRM)
2.2 Definition of Recruitment
2.3 Definition of Selection
2.4 Definition of Training
2.5 Definition of Development
2.6 Importance of Training & Development
3. Training & Development Policy
3.1 Training Policy
3.2 New Employee Orientation Policy
3.3 New Employee Induction Policy
3.4 Management Training Development Policy
4. Training & Development Process
4.1 Training Need Collection and Training Calendar Preparation
Procedure
4.2 Training Coordination Procedure– International Training
4.3 Training Coordination Procedure – Local Training
4.4 Training Payment Procedure

28 | P a g e
 1. Introduction
This Chapter is all about the HRM activities, Training policies and development
procedures of the city bank. Here I have described the whole Process of training and
development of the city bank.

2. Human Resource Management Activities

2.1 Definition of Human Resource Management (HRM)

According to Garry Dessler, HRM is the policies and practices that one needs to carry
out the “people” or human resource aspects of a management position, including
recruiting, screening, training, rewarding and appraising.

2.2 Definition of Recruitment

Recruitment is the process of finding and attracting capable applicants for

employment. The process begins when new recruits are sought and ends when their
applications are submitted.

The result is a pool of applicants from which new employees are selected.

According to Stephen P. Robbins, “Recruitment is the discovering of potential

applicants for actual or anticipated organizational vacancies. Or from another
perspective, it can be looked at the linking activity bringing together those with jobs
and those seeking jobs.  

2.3 Definition of Selection

The selection process is a series of specific steps used to decide which recruits should
be hired. The process begins when recruits apply for employment and ends with the
hiring decision. According to Dale Yoder, “selection is the process by which
candidates for employment are divided into two classes those who will be offered for
employment and those who will not.”

2.4 Definition of Training

Training consists of planned programs designed to improve performance at the

individual, group and organizational or organizational levels. Improved performance
in turn implies that there have been measurable changes in knowledge, skills, attitude
and social behavior.

According to Griffen, “training usually refers to the teaching operational or technical

employees how to do the job for which they are hired.” 

29 | P a g e
 2.5 Definition of Development

Employee development, by design, is more future oriented and more concerned with
education than employee job specific training. According to Griffen, “development
refers to teaching managers and professionals the skill needed for both present and
future jobs.”

Employee developments methods are:

 Job rotation
 Assistant- to positions
 Committee assignment
 Lecture courses & seminars

2.6 Importance of Training & Development

The importance of training and development process is huge. It’s not only important
for the employees but also important for the organizations development. There are
some training and development’s importance are given below:

 Development of skill: Skill development is a thing which is very much

important in today’s world. Without up-to-date skill one can’t develop in his
or her career.
 Development of attitude: Attitude is a very important thing. Right attitude
should be shown at right place. Without right attitude one can’t get developed
position.
 Improved performance: One need to improve himself time to time. Without
improvement one can’t find success in their career.
 Reduce wastage & accident: To maximize the profit reduction of wastage &
accident is needed.
 Employee job satisfaction: Satisfaction brings out the best service. So for the
best utilization of employees, satisfaction is needed.
 Decision making: One should be able to make decisions. So for that training
is also important.
 Innovation & improvement in management: Training and development
helps to innovate and improve things.
 Organizational effectiveness: Without proper training and development an
organization can’t work effectively.

30 | P a g e
 3. TRAINING & DEVELOPMENT POLICY
3.1 TRAINING POLICY
At City Bank Ltd. (CBL) we believe that people are our major assets and thus we
need to invest behind the development of our talents to prepare them for further career
and leadership growth. The Bank believes that appropriate forms of training/learning
interventions and enabling opportunities contribute to Human Resources development
by the way of upgrading the functional competencies, leadership competencies and
existing potentials which benefits both the employee and the organization. Apart from
institutionalized training, on the job training, coaching, mentoring, assigning
challenging jobs and other interventions of similar kind will also be done for
employee development.

Training Need Identification

At CBL, development needs of employees are identified through a two-layered
approach, namelyMacro & micro. The macro approach tends to identify the key
development areas (both functional and leadership) of people in the organization,
which will have a direct impact on the success of the business strategy. This is done
through an interactive discussion between the divisional top team and HR using a
structured ‘needs analysis matrix’.The micro approach tries to discover the
development areas of an individual through the annual performance appraisal process.
Under this approach, the individual’s needs are identified in line with the performance
gaps in the current role and future career aspirations. It is the primary responsibility of
the line managers to identify individual training needs for their employees with
integrated support from the employees themselves and the divisional head.

Training Categories
Training and development interventions cater for two major purpose, one it helps
individuals pick up the skills to do their current job properly and second it aids in
developing the employee’s skills to move to the next level. All training and
development initiative at CBL will focus on developing functional competencies and
leadership & managerial skills of CBL employees. The following are the categories of
training at CBL.

Local training
This refers to all training interventions done locally at through external local or
international vendors. Local trainings can be further of two following types –

 Local In house: This is done by internal resources of CBL and these are often
customized training.

 Local External: These are trainings catered by external vendors at local

institutes or through international vendors. Also, customized training by
external vendors will be classified under this category of training.

31 | P a g e
International training- This refers to all trainings programs held outside Bangladesh.

Identifying training vendor

In case of local or international training it is primarily the responsibility of the HR to
select the training vendor/institute. The respective division will provide assistance
where necessary. It will be the sole responsibility of HR to communicate with all
training providers & trainers. In case line function communicates with any
trainer/training institute, it will do so in conjunction with HR.

Training Calendar
Upon collection of all the needs and finalization/selection of training providers, HR
will prepare a yearly training calendar based on the identified training needs of the
employees. The management team will review and approve the calendar before
implementation.

Training Approval
All training nomination needs to be approved by line manager and divisional head
before the employee can attend the training. In case of international training the
training and travel authorization must be taken from MD. For details of advance
collection process and policy for international travel please follow the CBL TADA
policy. Following approved nominations, final list of participants for training will be
finalized by HR in consultation with the divisional heads.

Training Cost
When an individual has been nominated by CBL to attend a specific training, all
training cost will be borne by CBL.

Training Bond
Training bond will apply in case of international training only and an employee needs
to sign a bond as per the following schedule.

Training Cost Bond Year

Training Cost Bond year

BDT 100,000 – 300,000 1 year
BDT 300,000 – 500,000 1.5 years
BDT 500,000 and above 2 years

An employee attending more than one foreign training/workshop must sign bond for
each training separately.

32 | P a g e
 The time duration in Agreement will start from the date of completion of the
first training/ workshop. In case of simultaneous training the amount
applicable for the employee will be the sum of the two bond amount and the
date till which the bonds will be applicable will be counted from the latest
training completion date.

During this agreed period if the employee wants to leave the Bank, the
employee shall have to reimburse/ compensate the bond amount on a prorated
basis. The bond amount will include all costs associated with the training. HR
will inform the participant about the bond amount and duration. Only after
confirmation from the participant that he/she will attend the training upon
signing the bond, HR will proceed with the finalization of the training
execution. Participation at international or local business meetings,
conferences, seminars and the likes will not be considered as training.

Responsibility
Training is a shared responsibility of the individuals, supervisors and of the Company.
The responsibilities for training are divided as follows:

 The Human Resources/Division - is responsible for coordinating local and

foreign training for CBL employees according to the requirements of the
Divisions. In addition, HR is also responsible for planning, coordinating and
implementing in-house management training programs. HR must be informed
of any training organized within divisions. HR will finalize the participants list
for training in consultation with division heads.

 Division/Department (line manager) - is primarily responsible for

individual’s development and identification of training needs of the employees
and selection of participants for particular external course.

 Participants – it is the primary responsibility of the participant to make the

most of their learning intervention. If an employee fails to join a
training/orientation/induction or any other learning intervention, for other
business priorities, he/she must notify HR at least 3 days prior to the program
with due approval from division head in writing (email).

Eligibility
All permanent and contractual employees of CBL will be eligible for training and
development initiative taken by CBL. Training and development of temporary
employee will be catered through local training in case of special need.

33 | P a g e
Training evaluation
HR will be responsible for collecting the training evaluation feedback from the
participants to be
Able to make useful assessment about the course, the trainer and the training institute.
This step is a part of the process of continuous improvement that CBL wants to drive.

Training History
It is the responsibility of HR and the individual employee to keep the training history
of each CBL employee updated.

Withdrawal from Training

In case a participant needs to withdraw from training for any emergency, he/she must
first inform the line manager and divisional head. If the reason is thought justified by
the divisional head he/she shall recommend the withdrawal of the participant to Head
of HR in case of local trainings and MD in case of international trainings. Upon
approval from Head of HR and MD in respective cases HR shall do the necessary to
address the withdrawal. In a situation where an alternative participant is necessary, it
will be the responsibility of HR and the line function to arrange for it.

3.2 NEW EMPLOYEE ORIENTATION POLICY

When a new employee joins the Company, s/he needs to be introduced to his/her job
as well as to the Company. The objectives of the orientation are to welcome the
incumbent, orient him/her about the Company's vision, purpose, values, service rules,
major divisional activities etc. This will make a new recruit feel that s/he is part of the
Company. HR will arrange a two-day orientation program on the last week of every
month for the new joiners of that month. The representatives from each division will
make divisional presentation. Each employee must attend the next available
orientation program from the date of his/her joining.

3.3 NEW EMPLOYEE INDUCTION POLICY

The Induction program is a more extensive program that the Orientation and helps the
employee
Get hands on feel and understanding of the business. The Induction will be a 5 day
program and
An employee will be eligible for the induction program at least 3 months after joining.

3.4 MANAGEMENT TRAINING DEVELOPMENT POLICY

The Management Trainee program plays a crucial role in the development and
strengthening of City Bank Limited’s Talent Pipeline. The MT Program is a one year
program where the MT spends 2 days in Orientation, 1 month in Foundation Program
and 11 months in cross functional rotations (business awareness & functional
development) supported by structured coaching & mentoring sessions and formal

34 | P a g e
leadership training programs. The MT Program requires few enablers to make the
execution smooth and successful
o The Coach, who acts as the line manager for the MT period of 1 year. The
Coach is responsible for the successful implementation of the MT Program.
o Assignments Managers (AM) who are the functional specialists or managers
from the blocks where MTs will have the cross functional rotations.
o Mentor, who is a senior executive from the Management Committee to
support in the leadership development of the MT.
o HR will play a major role in terms of designing and facilitating the MT
program.

Management Trainee Performance Management

The objective of the Performance Appraisal is to understand the learning and

achievement of the
MTs against the expected set standard. At the start of each block attachment the MT is
given a plan which spells out the objective of the attachment and the critical success
factors of the attachment. As soon as an attachment period comes to end, the MTs will
write down the outcomes against respective critical success factor & key performance
indicator and submit to the Assignment Manager of that block & present the learning
in a formal presentation session to the AM and Coach. The AM and the Coach will
rate the performance as per the following rating scale:
Rating – Exceed (1): Results for the period were outstanding. The MT consistently
and clearly exceeded challenging CSFs and KPIs.
Rating – Succeed (2): The level of performance expected from an MT fully qualified
to carry out all key activities of the job to the required standard.
Rating - Need Improvement (3): Several key personal results did not match
expected levels of performance.
The Performance Evaluation form will be recorded and signed off by all three parties.

Management Trainee Graduation & Placement

The final year-end rating for a Management Trainee will be the highest number of
rating that the MT received in the one year MT Program. In the case where number of
exceed equals to succeed, succeed will be considered as the final year-end rating. An
MT’s Graduation will depend on the performance of the MT, and an MT getting an
overall rating of Succeed or below will not graduate from the program and will be
absorbed in the bank as regular SO position. The placement in a division will depend
on the MT’s aspiration, identified competencies over the MT period, and final
Management decision.

35 | P a g e
 4. TRAINING & DEVELOPMENT PROCESS
4.1 TRAINING NEED COLLECTION AND TRAINING CALENDAR
PREPARATION PROCEDURE

The training at CBL is a three step process. The first step is the training need
collection followed by training calendar and budget preparation, then final approval of
the training calendar and budget from MANCOM and finally circulation of the
training calendar to the organization.

Training Need Collection

The first step of initiating training at CBL is the training need collection. This is done
at two phases as described in the policy. The training needs are first identified at the
macro level through a meeting amongst the divisional head and his/her direct repartee
and HR. The macro training needs are identified based on the business focus and
identifies the key functional and leadership areas that needs to be developed. After
collection of the divisional training needs HR and the divisional head prioritizes the
needs. Next needs are identified at micro level through discussion during performance
appraisal session. The micro need focuses on the development need of the specific
employee and this is identified through their performance appraisal session. Once all
the performance appraisal forms are collected, HR is to add the micro training needs
to macro training needs, identify overlapping needs and finally prepare a final training
plan for each division. The training plan is shared with divisional heads for their final
endorsement.

Training Calendar and budget preparation

Once the training plan is prepared for each division at CBL HR will start looking for
training solutions/institute/vendor. Once a suitable vendor is locked for each of the
training, HR will prepare the training calendar and the yearly training budget. This is
then approved by MANCOM
Before implementation. Any change required to the training calendar needs to be done
at this stage.

Training Calendar circulation

The approved training calendar is circulated at the CBL intranet for visibility to all.
The trainings will be rolled out as per the communicated training calendar. Any
change in the timing or participants profile of the training will need to be
communicated to the concerned person by HR in due time. The training calendar will
be prepared for July – June and the final calendar will be
Uploaded by June.

36 | P a g e
 4.2 TRAINING COORDINATION PROCEDURE – INTERNATIONAL
TRAINING

 The participants for international training are to apply for training and travel
approval in the Training & Travel form upon confirmation from HR that they
have been selected for a specific training program.
 Upon die approval of the training, HR is to collect the training cost quotation
from the vendor and provide them with a PO.
 Participant will provide relevant Passport information to HR and admin to
arrange for Visa invitation letter, air ticket booking and the likes.
 HR will communicate with the vendor to collect Visa invitation letter for the
participant from the training institute, and HR will provide the NOC for the
participant.
 HR will provide the Visa invitation letter, NOC and training details to admin
for air ticket and hotel booking for the participants. The participants air travel
class and hotel accommodation will be as per the CBL TADA policy.
 The admin department will assist the training participant with the Visa
processing.
 Upon receiving the Visa, HR will ensure that the participant sign the
applicable training bond before going to the training.
 Upon arrival from the training HR is to collect the training feedback.
 The training participant needs to settle the TADA amount as par the CBL
TADA policy.

4.3 TRAINING COORDINATION PROCEDURE – LOCAL

TRAINING
 The participant will take due approval on the Training form upon confirmation
from HR that they have been selected for a specific training program.
 HR will collect training quotation from the vendor and provide them with the
PO.
 The participant will attend the training as per the schedule.
 In case an international facilitator is traveling into Bangladesh to provide
training for CBL, HR is to arrange for their Visa invitation letter and
coordinate with Admin for the logistical arrangement.

4.4 TRAINING PAYMENT PROCEDURE

HR will be responsible for collecting the bill from the training institute and coordinate
with Finance for local payment, and with Trade support for international remittances.
In case where the actual training cost exceeds the previously approved limit, another
approval will need to be taken from Head of HR and CFO.

37 | P a g e
 Chapter 5

1. Introduction
2. Result of the study
3. Implication of the study
4. Limitations
5. Recommendations
6. Conclusion

38 | P a g e
 1. Introduction
This chapter is for the result, implications, limitations, recommendation of the study
and then after all this the conclusion. This chapter shows the ending of the study.

2. Result of the study

The result of the study is the training and development process of the city bank is well
organized and self-developed. Employees are way too much satisfied with the policies
and procedures. But still one can’t be right all the time, so City bank also has some
problems that should be solved.

3. Implication
Recommendations are given below. For implication of the recommendation firstly the
reason behind the problems needs to be identified. Then the most reasonablesolution
needs to be found. Secondly capacity of the employees need to be known. Based on
that thing employees number should be changed.

4. Limitation of the report

There were some limitations that came when I was doing my study. Like, difficulty in
accessing sensitive data and information. Non- availability of some preceding year’s
data. Secondary source of data was not sufficient to complete this report. Scarcity of
printed documents to attach with the report.

5. Recommendation

There are some recommendation that The City Bank can follow to improve and do
better than their competitors. They are

• The training of mid-level manager are done inside the country but they can also
arrange trainings outside the country like for the top level managers.

• The employees of The City Bank has to take a great pressure on them each day, so
they just can recruit some more employees to reduce the stress of employees.

The City Bank for its technical division’s positions along with MCQ Test, IQ Test
and interview should take work sampling test of candidates. It will also help The City
Bank to find right candidate for the position. Work sampling tests will give The City
Bank clear idea which candidates could perform well in future.

The City Bank should hire external candidates more, this will encourage external
candidates to apply for positions in The City Bank. In addition, employees of different
background will create a huge diversity in The City Bank employee’s pool.

39 | P a g e
Employees of different background will bring new and fresh ideas. Moreover,
external candidates will bring new skills and competency which will help in The City
Bank growth.

The City Bank should give harder goal to sales department to earn profit. However,
The City Bank employees need achievable goals. The City Bank gives goals that are
not easily achievable. Otherwise, employees will feel de-motivated, have low morale
and employees productivity can decreased.

The City Bank should offer same salaries for employees at the same positions. The
City Bank shouldn’t make differentiation across different department and different
units. By providing same salaries to employees at the same positions will make
employees feel they are also important and valuable for The City Bank. As a result,
employee’s motivations and loyalty will increase. Employee’s tendency to shifting
units would be decreased.

The City Bank satisfies employee’s growth needs at entry level. The City Bank should
give opportunities to employees so that they can achieve growths and goals. This will
satisfy The City Bank’s entry level employee’s growth needs. Different trainings,
assigning mentors to entry level employees will be great opportunities for employees.
Assigning mentors to entry level employees will help them to learn new skills and to
perform well on the job.

The City Bank should automate its exit process. If The City Bank automated exit
process it will take maximum 1 day to finish exit formalities. So, resigned employees
will be happy to complete exit formalities in shortest time. Moreover, automated exit
process will increase The City Bank’s employee’s efficiency.

6. Conclusion

The City Bank Ltd. has lots of positive features; like The City Bank Ltd. practices
teamwork, recognizes and motivates teamwork. When a team performed well The
City Bank Ltd. gives rewards to the team. The City Bank Ltd. offers employment
securities as a result employees are loyal toward The City Bank Ltd. In The City Bank
Ltd. managers get the opportunities to play the role of decision makers, entrepreneurs
and spokes persons of his units. In spite of having good features The City Bank Ltd.
has some drawbacks too, they don’t give extensive trainings to entry level employees.
So, entry level employees at The City Bank Ltd. at starting of their career struggle a
lot to learn new skills. So, The City Bank Ltd. should offer entry level employees
extensive trainings like local trainings, technical know-how programs, and in-house
trainings. Moreover, The City Bank Ltd. interns are too much involved in recruitment
process; interns check IQ Tests script, stay on interview session. This sort of
involvement of intern is not good for CBL. So, instead of using intern The City Bank
Ltd. should increase the numbers of employees in recruitment team. Another

40 | P a g e
drawback about The City Bank Ltd. is that employees of CBL working at same
positions get different salary. This differentiation needs change. Otherwise employee
will feel they are less important and valuable in The City Bank Ltd.

CBL came and was able to get its target customers. Within a very short time they
gave tough competition to the leading Banks of Bangladesh. Gradually the success
has been possible for its strong operating HR. I am very proud to be a part of this
internship program at The City Bank Ltd... Here I learned in details about the training
and development, administrative works, performance appraisal etc. I was able to
apply my knowledge of HR. Report on the training and development in the
department of HR & admin of The City Bank Ltd. Is a part of a credit course of my
BBA program? I learned so many things from this report, about its different training
processes, appraisal system, motivational.

41 | P a g e
References

Armstrong, M. (2000). Armstrong's handbook of human resource management

practice (8th ed.). London: Kogan page limited.

City Bank Limited. (2018). Retrieved from http://www.thecitybank.com/

Dada, J. (2004). Effective Human Resource Management through Team Building.

Speech, Text of paper presented at the one-day Seminar for Members of Dental
Technologist Registration Board. Lagos, Nigeria.

Dessler, G. (2011). Fundamentals of human resource management. Pearson

Education.

Garavan, T. (1997). Interpersonal skills training for quality service interactions.

Industrial And Commercial Training, 29(3), 70-77. doi: 10.1108/00197859710165056

Griffin, M., & Neal, A. (2000). Perceptions of safety at work: A framework for
linking safety climate to safety performance, knowledge, and motivation. Journal of
Occupational Health Psychology, 5(3), 347-358. doi: 10.1037//1076-8998.5.3.347

Muhtar, M. (1997). Capacity building and Utilisation Tools for National

Development.. Lecture.

Rothwell, W., & Kazanas, H. (2003). Planning and managing human resources.
Amherst, Mass.: HRD Press.

Seaman, P., & Eves, A. (2006). The management of food safety—the role of food
hygiene training in the UK service sector. International Journal of Hospitality
Management, 25(2), 278-296. doi: 10.1016/j.ijhm.2005.04.004

Williams, F. (1997). Capacity building and Utilisation in the Private Sector In

Nigeria: Status, Problems and Prospects PACT Workshop. Speech, Nigeria.

A. Primo Braga, C. (1995). The Impact of the Internationalization of Services on

Developing Countries. Retrieved from
http://www.worldbank.org/fandd/english/0396/article s/070396.html.

Akinola, C. (1997). The Role of Bilateral Donors in Capacity building: The

Technoserve Experience.. Presentation, The Role of Bilateral Donors in Capacity
building: The Technoserve Experience. Paper presented at a Workshop on Capacity
building and Utilisation by Federal Ministry of Finance in collaboration with World
Bank PACT Workshop. Abuja, Nigeria, December.

Baum, T., & Devine, F. (2007). Skills and training in the hotel sector: The case of
front office employment in Northern Ireland. Tourism And Hospitality Research, 7(3-
4), 269-280. doi: 10.1057/palgrave.thr.6050046

Deming, W. (1982). Quality, productivity, and competitive position A250.

[Washington, D.C.]: [publisher not identified].
42 | P a g e
Flynn, B., Schroeder, R., & Sakakibara, S. (1995). The Impact of Quality
Management Practices on Performance and Competitive Advantage. Decision
Sciences, 26(5), 659-691. doi: 10.1111/j.1540-5915.1995.tb01445.x

PARTLOW, C. (1996). Human-resources practices of TQM hotels. The Cornell Hotel

And Restaurant Administration Quarterly, 37(5), 67-77. doi: 10.1016/0010-
8804(96)88977-4

Shepard, J., Greene, R., & McTighe, J. (2003). Sociology & you. glencoe mcgraw hill
columbus ohio.

Taylor, R., & Davies, D. (2004). Aspects of training and remuneration in the
accommodation industry. Journal of European Industrial Training, 28(6), 466-473.
doi: 10.1108/03090590410542693

Tsaur, S., & Lin, Y. (2004). Promoting service quality in tourist hotels: the role of
HRM practices and service behavior. Tourism Management, 25(4), 471-481. doi:
10.1016/s0261-5177(03)00117-1

43 | P a g e