Training and

Development
Activities of
Al-Arafah Islami
Bank Ltd.

Internship Report on

Training and
Development Activities
of
Al-Arafah Islami Bank
Ltd.
Submitted to:
Ms. Chowdhury Shegufta Afrin
Assistant Professor,
Department of Business Administration,
Stamford University Bangladesh,
Siddeswari, Dhaka.

2|Page

Submitted by:
Tareq Siddiquee
Batch: 41st
Major: HRM
ID# MBA 042111260
Date of Submission:
19th December 2010

Letter of Transmittal
19th December 2010
Ms. Chowdhury Shegufta Afrin
Assistant Professor,
Department of Business Administration,
Stamford University Bangladesh,
Siddeswari, Dhaka.
Dear Madam,
It gives me immense pleasure to present the internship report, on Training and Development Activities
of Al-Arafah Islami Bank Ltd. which was assigned to me to learn practical knowledge as partial
fulfillment of the requirement for the Degree of MBA from Stamford University Bangladesh.
It is really providential for me to have the opportunity to prepare this report under your guidance. This
assignment was an extremely valuable experience for me. During my internship period I had the
opportunity to link my classroom (theoretical) knowledge with practical situation. I have enjoyed every
phase of this study and consider this as an opportunity to gain valuable real life experience beyond the
academic confinement. I also had devoted myself to fulfill the requirements of internship placement. I
have tried my level best to present an overview of the organization and my practical experience in this
report.
Now, with good pleasure I hereby submit my internship report and I hope that you would be kind
enough to evaluate my performance with respect to the depth and quality of this report. If you desire, I
will be glade to provide any clarification and explanation regarding this report.

Best regards,

3|Page

Sincerely yours

Tareq Siddiquee
ID NO. MBA 04111260
Stamford University Bangladesh

Internship Declaration

This is to notify that this report titled Training and Development Activities of Al-Arafah Islami Bank Ltd.
has been prepared as a part of my internship formalities. It is an obligatory part of our MBA program to
submit an internship report. Moreover, I was inspired and instructed by my Supervisor Ms. Chowdhury
Shegufta Afrin, AIBLs Narayangonj Branchs Manager & other Bank employees for submitting a report
of this kind. In this regard, I like to mention that this report has not been prepared for any other purpose
like presentation, reproduce or investigation for any other authorities.

Tareq Siddiquee
ID NO. MBA 04111260
Stamford University Bangladesh

4|Page

Supervisors Declaration

This is to certify that Tareq Siddiquee, ID No. MBA 04111260 student of Stamford University
Bangladesh of MBA program has completed the internship report titled Training and Development
Activities of Al-Arafah Islami Bank Ltd. successfully under my supervision.

I wish him every success in life.

..
Ms. Chowdhury Shegufta Afrin
Assistant Professor,
Department of Business Administration
Stamford University Bangladesh
Siddeswari, Dhaka.

5|Page

Acknowledgement

This report Training and Development Activities of Al-Arafah Islami Bank Ltd. is an outcome of the
extension of help, advice, suggestion and guidance of a number of people without whom it would
remain incomplete.
At first I want to express my Sukriah to Almighty Allah for giving me power and knowledge to perform
the task and to write the report.
I am grateful to
Mr.Touhid Siddique, Manager of Al-Arafah Islami Bank Bangladesh Ltd. of
Narayangonj Branch for giving me the excellent opportunity to do my practical orientation in his branch.
I would also like to thank Mr. Mahabubul Amin, SPO and Second Officer, Md. Yusuf Sharif SPO and Mr.
Saifuddin Sikdar SPO for providing me necessary information, continuous guidance and co-operation to
complete the report.
My especial thanks to Ms. Chowdhury Shegufta Afrin, lecturer of Stamford University Bangladesh, for
her valuable guidance and instruction in accomplishing this report.
Finally I tried to give my best to complete this report. I must say I am fresh in the banking sector and
this few days are not enough to complete such a report. So there might be some mistake or error due
to my limited aptitude and time constraint. In this regard, I do believe to get a kind consideration from
everyone.

6|Page

Table of Contents
A. Prefatory Part:

Title
Letter of Transmittal
Internship Declaration
Supervisors Declaration
Acknowledgement
Table of contents
Executive summery

Page
02
03
04
05
06
07
09

B. Report Proper
Chapter One: Introduction

Origin of the report

Background of the report
Objective of the report
Scope of the report
Rationality of the report
Methodology of the report
Limitations of the report

11
11
11
12
12
12
13

Chapter Two: Overview of the Islamic Banking

Definitions of Islamic Banking

Conventional Banking & Islamic Banking
Difference Between Conventional Banking & Islamic Banking

15
15
16

Chapter Three: An Overview of Al-Arafah Islami Bank Ltd. (AIBL)

Profile of AIBL
Vision of AIBL

17
17
7|Page

Mission of AIBL
Commitment of AIBL
Goal of AIBL
Organogram of AIBL
Management System
Location of Branches of AIBL
Features of the AIBL
Products & Services of AIBL
SME Banking
Foreign Trade, Correspondents and Agent
Features of AIBL Training & Research Center
Divisions of AIBL
Financial Highlights

17
17
18
18
23
23
23
24
24
25
26
26
27

Chapter Four: Human Resource Management & Training & Development (T&D) Activities: A
Theoretical Review

Definition of HRM
Activities of HRM
Objectives of HRM
About Training and Development (T&D)
Difference between Training and Development
Aims/Objectives of T&D
How Organizations Benefits by T&D?
Conceptual Framework for Training Management
Typical Topics of Employee Training
Different Training Methods

29
29
29
29
30
30
30
31
32
33

Chapter Five: HR Department of AIBL & Its T&D Activities

HR Division of AIBL
T&D Activities of AIBL
Types of T&D Activities at AIBL
Different T&D Activities/Workshops/Seminars of AIBL
Methods of T&D Activities of AIBL

38
38
39
39
40

Chapter Six: Survey & Analysis

Survey & Analysis

42

Chapter Seven: SWOT Analysis of Training &Research Academy and T & D Activities of AIBL

SWOT Analysis

51

Chapter Eight: Findings, Recommendations & Conclusion

8|Page

Findings
Recommendation
Conclusion

54
54
56

C. Appended Part:

Bibliography
Appendix

57
58

Executive Summary
Training is widely considered as an important tool for enhancing a persons Knowledge, Skills and
Attitude (KSA). It is the process of assisting a person for developing his efficiency and effectiveness at
work by improving and updating his professional knowledge, by developing skills relevant to his work
and growing appropriate behavior and attitude towards work and people. Training is, therefore, an
effective tool for Human Resource Development as well as for achieving the goals of an organization.
To fulfill the MBA degree every student has to complete internship program at any organization which
helps a student to launch a career with some practical experience. This report on Training and
Development Activities of Al-Arafah Islami Bank Ltd. has been prepared as a requirement to fulfill of
MBA program.
This report has been divided into eight chapters, which are further divided into some more parts. In the
first chapter, I have briefly discussed about the origin, background, objective, scope, methodology
rationality, and limitations of the report. In the second chapter overview of Islamic Banking has been
described with showing differences between Islamic Banking and Conventional Banking. The third
chapter is about profile of Al-Arafah Islami Bank with its mission, vision, profile, organizational structure,
management style, features, departments etc. In the fourth chapter a theoretical overview of HRM and
Training & Development (T&D) activities has been mentioned. A brief summary about HR department &
its Training & Development (T&D) activities has been mentioned in the fifth chapter. The analysis of the
survey has been shown in chapter six. I have done the SWOT Analysis in chapter seven. Finally some
findings, recommendations and conclusion have been given in the chapter eight.
Al-Arafah Islami Bank Limited (AIBL) is a Shariah-based interest-free banking system. Its features and
functional procedures are quite distinctive than that of the conventional banking system. To satisfy the
objectives of the Islamic banking and to face the challenge of the next century, the job of AIBL is
9|Page

becoming more complicated and more technical day by day. So, the personnel of AIBL require special
KSA, which can be developed through proper training. Obviously, that a large number of properly
trained employees would result in increased output and reduced costs, further resulting in maximum
utilization of human resources, which will ultimately benefit the entire nation.
For this reason AIBL establishes its own Training and Research Academy at Topkhana Road, Dhaka.
The training academy of the Bank has providing training regularly to its employees. Orientation and skill
development courses are conducted regularly. Special attention is paid to on-the-job training on the
basis of job rotation plan. Besides, the officers and employees periodically attend seminars and
symposiums organized by the Bank and other bodies. Lower rate of employee turnover make it evident
that employees are very much satisfied with their current positions.
Hence the institution should be large, technologically more updated and richer in library materials. Its
branches may be establishes on the divisional wise. Regular research on how to easy the banking
operations should be done. If these T&D activities can be maintain properly, certainly the employees
will be more competitive and AIBL will be ahead among all banks of Bangladesh.

Chapter 1:
Introduction

10 | P a g e

1.1 Origin of the Report:

In todays world only academic education does not make a student perfect to become competitive with
the out side world. So internship is highly needed to gain idea, knowledge and experience.
Stamford University Bangladesh is one of the reputed private university of Bangladesh has designed
the curriculum of the MBA course such a way in which international graduates will be produced. To
complete the total credit hour one student need to take complete internship programs from commercial
organization. From this internship program students get the opportunity to learn facing the real business
world.
Al-Arafah Islami Bank Limited is a place where I could learn the business dealings. This organization
has created a positive image to the customer mind by providing better service. This Bank has
introduced some Modern Islamic Banking Scheme that has high market demand. As it maintains the
pace with the competitive business world, its activities, culture, philosophy and style leads an intern
student to be the best at any field of working life. As an intern student, I have got the opportunity to
work with this organization for three months and acquire idea about real business world.
1.2 Background of the Report:
To complete the total credit hour of MBA one student needs to complete internship programs from any
commercial organization and the student has to submit a report on his internship tasks.
To write a report it is necessary to select a topic. A well-defined topic reflects what is going on to be
discussed through out the report. The topic that has been assigned by my internship teacher Ms.
Chowdhury Shegufta Afrin, lecturer of Stamford University Bangladesh is Training and Development

11 | P a g e

Activities of Al-Arafah Islami Bank Ltd. The report has discussed how the bank operates its Training
and Development activities to its employees.
In my major courses I got overall details about the activities of a HR Department of an organization.
Among these tasks of HRD, providing Training and Development activities to its employees is one of
the major tasks. I have prepared this report by the help of those courses as well as by the help of my
practical experiences & Knowledge during the time of internship at Al-Arafah Islami Bank ltd. at
Narayangonj branch.
1.3 Objectives of the Report:
The prime objectives of preparing this report is to get practical knowledge of which can help me to
bridge the gap between my lectures or bookish knowledge with the actual practices of Training and
Development activities in a particular organization.
Specific objectives of the report are:
To fulfill the course requirement of MBA program.
To acquire practical knowledge about HRM practices especially about T&D activities of banking
sector that will help a lot of to understand the future work life.
To find out the tools and techniques used at AIBL to asses the need for giving training to the
employees.
To analyze and compare T&D practices in AIBL with classroom (theoretical) knowledge.
To recommend for improvement to existing Training and Development policy of AIBL.
1.4 Scope of the Study:
The scope of the report is limited to AIBL. The whole report covers the organizational structure,
Background of the bank, objectives functions, departments, units and business performance, activities
of AIBL, HR activities and the main part of the report is about Training and Development activities of
AIBL. The scope of the study may be stated as under:

The study would help the top management in planning and decision making of effective T&D
activities in order to make its employee more skilled and qualified for the appropriate job tasks.
The study would aware the top management to take corrective and appropriate measure timely
to improve the companys HRM and other performance.
The study would help management in identifying the key areas of weakness and strength of
T&D activities.
The study would also help the shareholders as a guideline to predict companys probable
present and future position through understanding T&D activities and employees motivation
situation.

1.5 Rationality of the Study:

Rationally for several reasons I have chosen this topic for my internship report:

12 | P a g e

In modern day good business becoming more tough due to huge competition in the market, so
due to reviving in the market and for making good profit effective T&D activities are very
important for an organization as these makes its employees more skillful, competitive and
perfect for the appointed job responsibility which directly effects on the good performance of
the organization.
Again due to effective T&D activities the job knowledge, skills and attitudes increases at all
level of the organization
Organization gets more effective decision making and problem solving
Helps keep costs down in many areas, e.g., production, personnel, administration etc.
Again there is a positive co-relation between an organizations investment on T&D activities
and its productivity by resulting more productivity, handling conflict, adjust to change, better
labor-management relationship, promotion of the employee etc.

1.6 Methodology of the Study:

Methodology of this study includes my internship working experience, face-to-face discussion with
officers, study of files, other reports, and practical work.
It also includes visiting to the training institution of the AIBL, Questionnaire development and taking
interview according to that questionnaire. In preparing the report, both primary and secondary sources
have been used.
a) Primary sources:
From the primary source I came to know all the fundamental ideas about the training and development
activities of AIBL.
For collecting primary data, I arranged an interview session of the manager and officers of AIBL,
Narayangonj Branch directly with a developed Questionnaire and took interview according to that
questionnaire.
b) Secondary Sources:
Secondary sources are interpretation of the primary information. From the secondary source I came to
know the details about the company.

I have also collected information from the annual report, brochure, prospectus, leaflet etc of
AIBL.
I also searched information from the web address of AIBL and have collected some
information from that.
For preparing this report I discussed our honorable internship instructor.
To prepare this report we also used various books on Human Resources Management.

c) Data Analysis & Presentation:

I have conducted a survey on the employees of the AIBL, Narayangonj Branch. Total sample size was
15. The survey was done by three pages questionnaire of twenty four questions about Training and
Development activities of AIBL.

13 | P a g e

After completing the survey I did the analysis of the questionnaire by Simple descriptive statistical
analysis using Microsoft Office Excel 2007 showing data on graph, pie chart, bar chart etc.
1.7 Limitations of the Study:
While preparing the report obstacles that I faced in collecting information are the following.
There was a lack of adequate primary and secondary information.
Company did not give me the real information, which was needed to explore the current market
scenario of the company. For their restriction they provide me approximate information.
When I have prepared the report that was the time of the Auditing. The manager from whom I
have collected information was very busy with the audit team of Bangladesh Bank.
Although I have obtained wholehearted cooperation from the employees, they could not
manage enough time to deal with my report.
Obstruct is time itself. Due to time limit, the scope and dimension of the study has been
curtailed.
Sufficient books, publications, facts and figures are not available; these constraints narrowed
the scope of accurate analysis.
AIBLs website is in under construction, so information isnt available there and I failed to collect
necessary information for my report purpose.

CHAPTER 2:
Overview of Islamic
Banking System
14 | P a g e

2.1 What is Islamic Banking?

Islamic banking has been defined in a number of ways. The definition of Islamic bank, as approved by
the General Secretariat of the OIC, is stated in the following manner.
An Islamic bank is a financial institution whose status, rules and procedures expressly state
its commitment to the principle of Islamic Shariah and to the banning of the receipt and
payment of interest on any of its operations.
Shawki Ismail Shehta viewing the concept from the perspective of an Islamic economy. The
prospective role to be played by an Islamic bank therein opines:
It is, therefore, natural and, indeed, imperative for an Islamic bank to incorporate in its
functions and practices commercial investment and social activities, as an institution designed
to promote the civilized mission of an Islamic economy.
Zia Uddin Ahmed says, Islamic banking is essentially a normative concept and could be
defined as conduct of banking in consonance with the ethos of the value system of Islam.
It appears from the above definitions that Islamic banking is systems of financial intermediation that
avoids receipt and payment of interest in its transactions and conducts its operations in a way that it
helps achieve the objectives of an Islamic economy. Alternatively, this is a banking system whose
operation is based on Islamic principles of transactions of which profit and loss sharing (PLS) is a major
feature, ensuring justice and equity in the economy. That is why Islamic banks are often known as PLSbanks.
2.2 Conventional Banking and Islamic Banking
15 | P a g e

Conventional banking is essentially based on the debtor-creditor relationship between the depositors
and the bank on the one hand, and between the borrowers and the bank on the other. Interest is
considered to be the price of credit, reflecting the opportunity cost of money.
Islamic Banking, on the other hand, considers a loan to be given or taken, free of charge, to meet any
contingency. Thus in Islamic Banking, the creditor should not take advantage of the borrower. When
money is lent out on the basis of interest, more often it happens that it leads to some kind of injustice.
The first Islamic principle underlying such kinds of transactions is that deal not unjustly, and he shall
not be dealt with unjustly. Hence, commercial banking in an Islamic framework is not based on the
debtor-creditor relationship.
The second principle regarding financial transactions in Islam is that there should not be any reward
without taking a risk. This principle is applicable to both labor and capital. As no payment is allowed for
labor, unless it is applied to work, there is no reward for capital unless it is exposed to business risk.
Thus, financial intermediation in an Islamic framework has been developed on the basis of the above
two principles. Consequently financial relationships in Islam have been participatory in nature. Several
theorists suggest that commercial banking in an interest-free system should be organized on the
principle of profit and loss sharing. The institution of interest is thus replaced by a principle of
participation in profit and loss. That means a fixed rate of interest is replaced by a variable rate of return
based on real economic activities.
The distinct characteristics, which provide Islamic banking with its main points of departure from the
traditional interest-based commercial banking system, are:
a. The Islamic banking system is essentially a profit and loss sharing system and not merely an
interest (Riba) banking system; and
b. Investment (loans and advances in the Conventional sense) under this system of banking must
serve simultaneously both the benefit to the investor and the benefit of the local community as
well. The financial relationship as pointed out above is referred to in Islamic jurisprudence as
Mudaraba.
2.3 Distinction between the Conventional Banking & Islamic Banking
The distinction features of the conventional banking and Islamic banking are shown in terms of a box
diagram as shown below:
Conventional Banking

Islamic Banking

1. The functions and operating modes of conventional

banks are based on manmade principles.

1. The functions and operating modes of Islamic banks

are based on the principles of Islamic Shariah.

2. The investor is assured of a predetermined rate of

interest.

2. In contrast, it promotes risk sharing between provider of

capital and the user of funds.

3. It aims at maximizing profit without any restriction.

3. It also aims at maximizing profit but subject to Shariah

restrictions.

4. It does not deal with Zakat.

4. Islamic banks collect and distribute Zakat.

16 | P a g e

5. Leading money and getting it back with interest is the 5. Participation in partnership business is the fundamental
fundamental function of the conventional banks.
function of the Islamic banks.
6. Its scope of activities is narrower when compared with
an Islamic bank.

6. Its scope of activities is wider when compared with a

conventional bank. It is, in effect, a multi-purpose
institution.

7. It can charge additional money in case of defaulters.

7. The Islamic banks have no provision to charge any

extra money from defaulters.

8. In it very often, banks own interest becomes 8. It gives due importance to the public interest. Its
prominent. It makes no effort to ensure growth with ultimate aim is to ensure growth with equity.
equity.
9. For interest-based commercial banks, borrowing from 9. For the Islamic banks, it is comparatively difficult to
the money market is relatively easier.
borrow money from the money market.
10. Since income from the advances is fixed, it gives little 10. Since it shares profit and loss, the Islamic banks pay
importance to developing expertise in project appraisal greater attention to developing project appraisal and
and evaluations.
evaluations.
11. The conventional banks give greater emphasis on
credit-worthiness of the clients.

11. The Islamic banks, on the other hand, give greater

emphasis on the viability of the projects.

12. The status of a conventional bank, in relation to its

clients, is that of creditor and debtors.

12. The status of Islamic bank in relation to its clients is

that of partners, investors and trader.

13. A conventional bank has to guarantee all its deposits.

13. Strictly speaking, and Islamic bank cannot do that.

Chapter 3:
Overview of
17 | P a g e

3.1 Historical Background of Al-Arafah Islami Bank Ltd.

With the objective of achieving success here & hereafter by pursuing the way directed by Allah and the
path shown by His Rasul (SM), Al Arafah Islami Bank Ltd was established (registered) as a private
limited company on 18 June 1995. The inaugural ceremony took place on 27 September 1995. The
authorized capital of the Bank is Tk.2500.00 million and the paid up capital is Tk. 1153.18 million as on
31.12.2007. Renowned Islamic Scholars and pious businessmen of the country are the sponsors of the
Bank. 100% of paid up capital is being owned by indigenous shareholders.
The equity of the bank stood at Tk. 2037.50 million as on 31 December 2007, the manpower was 1033
and the number of shareholders was 12013. It has achieved a continuous profit and declared a good
dividend over the years. High quality customer service through the integration of modern technology
and new products is the tool of the bank to achieve success. The bank has a diverse array of carefully
tailored products and services to satisfy customer needs.
The Bank is committed to contribute significantly to the national economy. It has made a positive
contribution towards the socio economic development of the country with 47 branches of which 17 is
AD throughout the country.
3.2 Vision
To be a pioneer in Islami Banking in Bangladesh and contribute significantly to the growth of the national
economy.
3.3 Mission
Achieving the satisfaction of Almighty Allah both here & hereafter.
Proliferation of Shariah Based Banking Practices.
18 | P a g e

Quality financial services adopting the latest technology.

Fast and efficient customer service.
Maintaining high standard of business ethics.
Balanced growth.
Steady & competitive return on shareholders' equity.
Innovative banking at a competitive price.
Attract and retain quality human resources.
Extending competitive compensation packages to the employees.
Firm commitment to the growth of national economy.
Involving more in Micro and SME financing.
3.4 Commitments:
Ours is a customer focused modern Islamic Banking sound and steady growth in both mobilizing deposit
and making quality Investment to keep our position as a leading Islami bank in Bangladesh.
To deliver financial services with the touch of our heart to retail, small and medium scale enterprises, as
well as corporate clients through our branches across the country.
Our business initiatives are designed to match the changing trade & industrial needs of the clients.
3.5 Goal of the Bank:
The motto of the Al-Arafah Islami Bank Ltd is to explore a new horizon of innovative modern banking
creating an automated and computerized environment providing one stop service and prepare itself to
face the new challenges of globalization and 12 th century.
One of the main objectives of the bank is to be a provider of high products and services to cater to the
needs of its corporate clients and provides a comprehensive range of financial services to national and
multinational companies. The growing technological revaluation in the bank is not so-distant future. We
have already introduced Swift, Online Banking.
3.6 Organogram of AIBL:
Executives

Executive Vice President:

19 | P a g e

A.S.M Monjurul Alam

Ekramul Hoque
Managing Director

Md. Mofazzal Hossain

A.T.M. Harun-ur-Rashid Chowdhury

Additional Managing Director

Rafiul Alam

Md. Abdul Jalil Miah

Ihsanul Aziz
Deputy Managing Director

Senior Vice President

Md. Emdadul hoque
Md. Mominul Haque Bhuiyan

A.N.M. Abdus Shahid

Md. Rezaur Rahman

Yakub Mohammad Fruque

Vice President

Md. Atiqur Rahman

A.W.Shamsuzzuha

Kh. Enayat Hossain

Manir Ahamed

Md. Abul Hossain

Nasrul Huq Chowdhury
20 | P a g e

A.N.M. Mofidul Islam

Mohammed Ali
Md. Nazmus Saadat
Nazir Ahamed Chowdhury

Muhammad Nadim
Muhammad Mahmoodul Hoque
Nd. Abdur Rahim Duary
Md. Manjur Hasan

Hadi Ferdous Ahmed

Syed Masodul Bari
Md. Shamsul Alam

Assistant Vice President

Mohd. Ziaul Karim Chowdhury
Hasan Mahmud
Md. Aminul Islam Bhuiyan
Mohammad Yahya
Md. Husain Ahamad Faruqui
Md. Majibur Rahman
Md. Abur Rashid

Muhammad Abu Taher

S.M. Jamal Uddin
Harun-ur-Rashid
Md. Abdullah Al- Mamun
S.M. Nazibul Islam
Md. Fazlur Rahman
Md. Showkat Islam

Md. Mahbub Alam

Iqbal Hossain Ahamed
Md. Abul Quasem
A.K.M. Amzad Hossain
Md. Habib Ullah
Kazi Md. Selim
Mbed Ahmed Khan

Board of Directors
SL

Name

Status with the Bank

01

Al-hajj Badiur Rahman

Chairman

02

Al-hajj Mir Ahmed Sawdager

03

Al-hajj Haroon-ar-Rashid Khan

Director

04

Al-hajj Ahmed Ali

Director

05

Al-hajj Nazmul Ahsan Khaled

Director

06

Al-hajj Abdul Malek Mollah

Director

07

Al-hajj Hafez Md. Enayetullah

Director

08

Al-hajj Kazi Md. Mofizur Rahman

Director

09

Al-hajj Abdul Muktadir

Director

10

Al-hajj Ahamedul Haque

Director

11

Al-Hajj Abdus Samad

Director

12

Al-Hajj Engr. Kh. Mesbahuddin Ahmed

Director

Vice- Chairman

Ex- Officio Director

Al-hajj M.A. Samad Sheikh

Managing Director
21 | P a g e

Company Secretary
Md. Mofazzal Hossain
List of Chairman of the Executive Committee (E.C)
SL. No

Name

01
02
03
04
05
06
07
08
09

Al-hajj A.Z.M Shamsul Alam

Al-hajj Md. Anowar Hossain
Al-hajj Hafez Md. Enayetullah
Al-hajj Md.Anowar Hossain
Dr. Bahauddin Mohd. Yousuf
Al-hajj A.Z.M.Shamsul Alam
Al-hajj Hafez Md. Enayetullah
Al-Hajj Abdus Samad
Al-Hajj Ekramul Hoque

Designation
Chairman
Chairman
Chairman
Chairman
Chairman
Chairman
Chairman
Chairman
Chairman

Duration
18.11.95-04.02.01
05.02.01-11.02.01
12.02.01-31.03.02
01.04.02-11.10.02
12.10.02-11.10.03
12.10.03-23.07.05
24.07.05-18.01.08
19.01.08-31.07.10
01.08.2010-Till Date

Source: AIBL Note Book 2009

Shariah Board
SL.No.

Name

01 Maolana Md Siddiqur Rahman

02

Janab Moulana Abu Sayeed Muhammad

Omar Ali

Designation

Telephone No

Chairman
Member

03 Janab Mufti Muinul Islam

Member

04 Janab Al-Hajj AZM Shamsul Alam

Member

05 Janab Al-Hajj Md. Anowar Hossain

Member

06 Md. Abdur Rahim Khan

Address

Ex-Director,
9551902
Islamic Foundation BD.
Chief Mufti,
8114980
Darul Ifta wal Ershed Al
Markazul Islami, Dhaka.
Director & Chairman,
9569354
Council Audit Committee of Al01819-240128
Arafah Islami Bank Ltd.
Chairman,
9569354
Board of Directors,
01711-527930
Al-Arafah Islami Bank Ltd.

Secretary In
charge

22 | P a g e

Manpower Position of AIBL

Managing Director

Additional Managing Director

Deputy Managing Director

Executive Vice President

Tea Boy

MCG

Assistant Officer

Senior Vice President

Junior Officer

Vice President

Probationary Officer

Assistant Vice President

Officer

First Assistant Vice President

Senior Officer

Senior Principle Officer

Principle Officer

Source: Service Rule of AIBL

23 | P a g e

3.7 Management System of AIBL:

The management team of the Bank consists of high motivated, well educated and high skilled and
dynamic executives who have been contributing substantially in the continued growth and progress of
the bank. The management is ably supported and assisted by well motivated and experienced officers
and members of staff.
3.8 Location of Branches of AIBL: More Than 60 Branches over the Country

+
3.9 Feature of AIBL:

All activities of AIBL are conducted according to Islamic Shariah where profit is the legal
alternative to interest.
AIBLs investment policy follows different modes approved by Islamic Shariah based.
The bank is committed towards establishing welfare oriented banking system, economic up
liftmen of the law- income group of people, create employment opportunities.
According to the needs and demands of the society and the country as a whole AIBL invests
money to different halal business. AIBL participates in different activities aiming at creating
jobs, implementing development projects taken by the govt. and developing infrastructure.
AIBL is committed to establish an economic system through social justice and equal distribution
of wealth. It is committed to bring about changes in the underdeveloped rural areas for
ensuring balanced socio economic development of the country through micro credit program,
24 | P a g e

according to mudaraba system; the depositors are the partners of the investment income of the
bank. During the period under review, 70% of the investment income has been distributed
among the mudaraba depositors.
To render improved services to the clients imbued with Islamic spirit of brotherhood, peace and
fraternity and by developing an institutional cohesion.
The bank is contributing to economic and philanthropic activities side by side. Al-Arafah English
Medium Madrasah and AIBL Library are among mention worthy.

3.10 Products & Services of AIBL:

Al Wadiah Current Deposit (CD)

Mudaraba Short Notice Deposit (SND)
Mudaraba Savings Deposit (MSD)
Mudaraba Term Deposit (MTD)
Monthly Profit Based Term Deposit (PTD)
Monthly Installment Based Term Deposit (ITD)
Al- Arafah Monthly Hajj Deposit (MHD)
Al-Arafah Termed Hajj Deposit (THD)
Monthly Installment Based Marriage Savings Investment Scheme (MIS)
Al-Arafah Savings Bond (ASB)
Foreign Currency Deposit (FCD)
Pension Deposit Scheme (PDS)
Cash Waqf Deposit Scheme (CWD)
Mudaraba Lakhopoti Deposit Scheme (LDS)
Mudaraba Millionaire Deposit Scheme (MDS)
Mudaraba (Special) Pension Deposit Scheme (MSPDS)
Mudaraba Kotipoti Deposit Scheme (MKDS)
Mudaraba Double Benefit Deposit Scheme (MDBDS)

3.11 SME Banking:

Small and Medium Enterprise (SME) is playing a significant role to the growth of overall GDP of the
country. Of all industrial productions, a huge part stems from SME. In order to boost up the small and
medium enterprises of the country, Bangladesh Bank has recently advised the commercial banks to
enhance the flow of investment and offered directives and policies to supervise and monitor this sector.
As SME has emerged as a thrust sector, AIBL also considers it important to extend and enhance
finance for the same. Keeping this idea in the forefront, the bank has prepared an integrated policies,
methods and procedures for SME investment.

Purpose:
To facilitate small and medium level
entrepreneurs
To boost up the small business in the
country
To facilitate the growth of agro-industries
To create employment
To broaden the base of Islamic Banking in
the society

Eligibility:
Permanent resident of Bangladesh
The age must range between 25 years to 60 years
Physically fit and capable of working hard
Capable of reading & writing
Capable of managing his / her business successfully
Sufficient Infra-structure and skilled personnel
At least 02 (two) years experience in the applied
business

25 | P a g e

To encourage women entrepreneurs

Having Transparent CIB Report

Valid Licenses, such as- Trade License, VAT registration,
TIN, NOC from Environment Department (where
applicable)
Other terms and conditions stipulated by the bank

Modes:

Working Capital Investment

Bai-Muajjal
Murabaha / Murabaha TR
MPI / MPI- TR
Mudaraba
Musharaka

Fixed Capital Investment

HPSM (Equity required)
Mudaraba
Musharaka

Rate of Profit/Rent
Working Capital Investment:
16% (On Reducing Balance Method)

Fixed Capital Investment:

15% (On Reducing Balance Method)

Securities against Investment:

Personal guarantee of spouse/parents/other family members.
In case of limited companies, guarantees of all directors other than nominated directors shall
be obtained.
Registered mortgage of immovable properties with registered Power of Attorney (for 2
lac/above).
Third party personal guarantees (at least one).
Post dated cheques for each installment and one undated cheque for full investment value
including full mark-up profit.
Hypothecation on the inventory, receivables, advance payments, plant and machinery.
Bank may relax the security for investment amount up to 2 lac for the growth of SME
investment.
3.12 Foreign Trade, Correspondents and Agent:
Foreign Trade is one of the pioneer business activities of the bank conducted by and routed through the
International Division (ID). ID of AIBL has been functioning successfully having a good number of skilled
officials headed by SVP who has a long experience in this business line.
In order to promote the Foreign Exchange business of AIBL , man power of this Division has been
exerting their all out efforts in establishing Correspondent Banking Relationship with world reputed bank
in hunting corporate clients to boost up Import & Export business by rendering their best services.
ID has been giving utmost importance to the functioning of treasury operation i.e. dealing as it has
always been considered as an important avenue for generating income of the bank. Besides, ID has
continuing its utmost efforts to establish the remittance arrangements with the world renowned
companies to bring the wage earners remittance from the Bangladeshi nationals in abroad to contribute
26 | P a g e

in widening the national revenue of the country for increasing remittance. As a result significant result
has been made in the Foreign Trade.
AIBL established correspondent relationship with more than 200 branches of 30 banks in different cities
of the world. It opened Dollar, Pound, Euro, Yen, CHF Accounts with famous banks of the world with a
view to rendering prompt services to their valued clients dealing in Export, import etc.
3.13 Features of AIBL Training & Research Academy:
The Banks human resource policy is to recruit and build up quality manpower having skill and
professional expertise. In implementation of the human resource development strategy, the Bank
established its own training institute as Al-Arafah Islami Bank Ltd. Training & Research Academy
at Topkhana Road, Purana Paltan, Dhaka with the vision to build up professionals with technical,
human and conceptual skills.
Its main features are:

A modern training institute.

It is situated in the center of Dhaka city.

All kinds of employee trainings are providing here.

Well decorated & Air conditioned classrooms.

Have library facilities, internet benefit etc.

Three major types of training are provided to the employee, these are: Ideological, Theoretical
& Practical Training.

The Institute is focused to ensure a formal platform where employees can exchange their
ideas, update their knowledge base, and open up their eyes to the complexities of banking
world.

3.14 Divisions of AIBL:

General Banking Division.

Human Resources Division.
Investment Division.
Investment Administration & Recovery Division.
SME & Capital Market Services Division.
Shariah Division.
Share Division.
International Division.
Finance & Accounts Division.
Audit & Inspection Division.
Development & Marketing Division.
Research & Planning Division.
Information Technology Division.
Establishment Division.
Internal Control & Compliance Division.
27 | P a g e

Law Division.

3.15 Financial Highlights of the company:

(In million taka)

Particulars
Authorized Capital
Paid up Capital
Reserve Fund
Shareholders Equity
Deposit
Investment
Import
Export
Total Income
Total Expenditure
Profit before Tax
Profit after Tax
Income Tax
Total Assets
Fixed Assets
Earning per share (Taka)
Profit Earning Ratio
Dividend per share

No. of Shareholders
Number of Employees
Number of Branches
Manpower per Branch

2004
1000.00
586.99
488.00
957.26
10108.28
8150.16
9337.49
3639.34
1120.85
771.96
348.89
158.76
157.00
12874.61
195.17
263.68

2005
1000.00
677.94
542.22
1220.16
11643.66
11474.41
12631.60
4932.90
1452.68
904.48
548.20
262.90
215.10
15336.89
208.00
387.80

15.5%

26.00%

5379
803
40
20

5402
771
41
19

2006
2500.00
854.20
835.98
1690.18
16775.34
17423.19
1882.14
914.27
2172.48
1202.71
855.47
470.02
385.45
21368.17
215.11
550.24
4.89
35%

4487
912
46
20

2007
2500.00
1153.18
1091.95
2037.50
23009.13
22906.37
27042.72
12714.91
2955.61
2199.43
756.18
347.31
235.53
30182.32
334.48
30.12
20%
Bonus.
12013
1033
46

28 | P a g e

Chapter-4:
Human Resource
Management and
Training & Development
Activities:
A Theoretical Review

29 | P a g e

4.1 Definition of HRM:

Human Resource Management (HRM) is to refer to the philosophy, policies, procedures and practices
related to the management of people within an organization.
4.2 Activities of HRM:

HR planning & forecasting

Job & work design

Staffing/recruitment & selection

Training & Development

Performance appraisal & review

Compensation & reward

Employee protection & representation

Organization Improvement

4.3 Objectives of HRM:

The objectives of HRM in AIBL can be described as follows

To hire the right person for the job offered by the bank.

To reduce employee turnover on the basis of job available.

To motivate people to perform at high effort levels.

Not to waste time with useless interviews.

To remove unfair labor practices within banking environment.

To maintain a high morale & better human relations inside the organizations.

To maintain the organizational peace

To attract competent people and retain them in the organization

To recognize and satisfy individual needs.

4.4 About Training and Development Activities:

30 | P a g e

 In simple terms, training and development refers to the imparting of specific skills, abilities and
knowledge to an employee.
A formal definition of training & development is It is any attempt to improve
current or future employee performance by increasing an
employees ability to perform through learning, usually by changing
the employees attitude or increasing his or her skills and
knowledge. The need for training & development is determined by the employees
performance deficiency, computed as follows:
Training & Development Need = Standard performance Actual
performance.

4.5 Difference between Training and Development Activities of an Organization:

No.

1.
2.
3.
4.

Training Activities
Training refers to the process of imparting
specific skills.
Training mainly provides to the new
employees of an organization
Training activities are short time activities.
Training provides for present tasks
activities.

Development Activities
Development refers to the learning opportunities
designed to help employees grow.
Development activities mainly provides to the
existing and experienced employees.
Development activities are long term activities.
Development activities provides for both present
and future tasks.

4.6 Aims/Objectives of Training & Development:

The fundamental aim of training is to help the organization achieve its purpose by adding value to its
key resource the people it employs. Training means investing in the people to enable them to perform
better and to empower them to make the best use of their natural abilities.
The particular objectives of training are to:
Develop the competences of employees and improve their performance;
Help people to grow within the organization in order that, as far as possible, its future needs for
human resource can be met from within;
Reduce the learning time for employees starting in new jobs on appointment, transfers,
promotion and ensure that they become fully competent as quickly and economically as
possible.
4.7 How Training Benefits both the Organization and the employees:
Leads to improved profitability and/or more positive attitudes towards profit orientation.
Improves the job knowledge and skills at all levels of the organization
Improves the morale of the workforce
Helps people identify with organizational goals
Helps create a better corporate image
31 | P a g e

 Fosters authenticity, openness and trust

Improves relationship between boss and subordinate, Improves Labor-management relations
Aids in organizational development learns from the trainee
Helps prepare guidelines for work
Aids in understanding and carrying out organizational policies.
Provides information for future needs in all areas of the organization
Organization gets more effective decision-making and problem-solving skills
Aids in development for promotion from within
Aids in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that
successful workers and managers usually display
Aids in increasing productivity and/or quality of work
Helps keep costs down in many areas, e.g. production, personnel, administration, etc.
Develops a sense of responsibility to the organization for being competent and knowledgeable
Reduces outside consulting costs by utilizing competent internal consultation
Stimulates preventive management as opposed to putting out fires
Eliminates suboptimal behavior (such as hiding tools)
Creates an appropriate climate for growth, communication
Aids in improving organizational communication
Helps employees adjust to change
Aids in handling conflict, thereby helping to prevent stress and tension.
Benefits to the Individual Which in Turn Ultimately Should Benefit the Organization:
Helps the individual in making better decisions and effective problem solving
Aids in encouraging and achieving self-development and self-confidence
Helps a person handle stress, tension, frustration and conflict
Provides information for improving leadership, knowledge, communication skills and attitudes
Increases job satisfaction and recognition
Moves a person towards personal goals while improving interactive skills
Develops a sense of growth in learning
Helps a person develop speaking and listening skills; also writing skills when exercises are
required. Helps eliminate fear in attempting new tasks
Benefits in Personnel and Human Relations, Intra-group & Inter-group Relations and Policy
Implementation:
Improves communication between groups and individuals:
Aids in orientation for new employee and those taking new jobs through transfer or promotion
Provides information on other government laws and administrative policies
Improves interpersonal skills.
Improves morale
Builds cohesiveness in groups
32 | P a g e

 Provides a good climate for learning, growth, and co-ordination

Makes the organization a better place to work and live
Training & Development offers competitive advantage to a firm by removing performance
deficiencies; making employees stay long; minimized accidents, scraps and damage; and
meeting future employee needs.
4.8 Conceptual Framework for Training Management
Training is provided to the employees of an organization in order to achieve the goals of the
organization. Thus, for any management training exercise, the goals and objectives of the organization
must be taken into consideration. In fact, management of training gets its direction from the
organizational goal set by the management at a macro level. This implies that the first thing that comes
into consideration for training management is the organizational goals and objectives.
Organizational goal setting is followed by the formulation of a training plan based on a training needs
assessment. Once a plan is in place, management has to execute the plan. At this stage training is
provided to the trainees on a needs assessment basis. The training institutes conduct workshops and
seminars. The final process of a training management system can be illustrated by the following figure:
Figure: Training Management System.

4.9 Typical Topics of Employee Training

1. Communications: The increasing diversity of today's workforce brings a wide variety of
languages and customs.
2. Computer skills: Computer skills are becoming a necessity for conducting administrative and
office tasks.

33 | P a g e

3. Customer service: Increased competition in today's global marketplace makes it critical that
employees understand and meet the needs of customers.
4. Diversity: Diversity training usually includes explanation about how people have different
perspectives and views, and includes techniques to value diversity
5. Ethics: Today's society has increasing expectations about corporate social responsibility. Also,
today's diverse workforce brings a wide variety of values and morals to the workplace.
6. Human relations: The increased stresses of today's workplace can include misunderstandings
and conflict. Training can people to get along in the workplace.
7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,
benchmarking, etc., require basic training about quality concepts, guidelines and standards for
quality, etc.
8. Safety: Safety training is critical where working with heavy equipment, hazardous chemicals,
repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.
9. Sexual harassment: Sexual harassment training usually includes careful description of the
organization's policies about sexual harassment, especially about what are inappropriate
behaviors.
4.10 Different Training Methods:
There are many different ways to train.
a) Common group training methods include:

Lecture
A lecture is the method learners often most commonly associate with college and secondary
education. Yet, it is also considered one of the least effective methods to use for adult learners. In
this method, one person (the trainer) does all of the talking. He or she may use handouts, visual
aids, question/answer, or posters to support the lecture. Communication is primarily one-way: from
the instructor to the learner.
Pros: Less time is needed for the trainer to prepare than other methods. It provides a lot of
information quickly when it is less important that the trainees retain a lot of details.
Cons: Does not actively involve trainees in training process. The trainees forget much information if
it is presented only orally.
Demonstration
Demonstration is effective for basic skills training. The trainer shows trainees how to do something
and provides an opportunity for trainees to perform the task being demonstrated.
Pros: This method emphasizes the trainee involvement. It engages several senses: seeing,
hearing, feeling, touching.
Cons: It requires a great deal of trainer preparation and planning. There also needs to be an
adequate space for the training to take place. If the trainer is not skilled in the task being taught,
poor work habits can be learned by the trainee.
34 | P a g e

Seminar
Seminars often combine several group methods: lectures, discussions, conferences,
demonstrations.
Pros: Group members are involved in the training. The trainer can use many group methods as part
of the seminar activity.
Cons: Planning is time-consuming. The trainer must have skill in conducting a seminar. More time
is needed to conduct a seminar than is needed for many other methods.

Conference
The conference training method is a good problem-solving approach. A group considers a specific
problem or issue and they work to reach agreement on statements or solutions.
Pros: There is a lot of trainee participation. The trainees build consensus and the trainer can use
several methods (lecture, panel, and seminar) to keep sessions interesting.
Cons: It can be difficult to control a group. Opinions generated at the conference may differ from
the managers ideas, causing conflict.
Panel
A panel provides several points of view on a topic to seek alternatives to a situation. Panel
members may have differing views but they must also have objective concerns for the purpose of
the training. This is an excellent method for using outside resource people.
Pros: Trainees often find it interesting to hear different points of view. The process invites
employees to share their opinions and they are challenged to consider alternatives.
Cons: It requires a great deal of preparation. The results of the method can be difficult to evaluate.
Role Playing
During a role play, the trainees assume roles and act out situations connected to the learning
concepts. It is good for customer service and sales training.
Pros: Trainees can learn possible results of certain behaviors in a classroom situation. They get an
opportunity to practice people skills. It is possible to experiment with many different approaches to
a situation without alienating any actual customers.
Cons: A lot of time is spent making a single point. Trainers must be skilled and creative in helping
the class learn from the situation. In some role play situations, only a few people get to practice
while others watch.
35 | P a g e

Case Studies
A case study is a description of a real or imagined situation which contains information that trainees
can use to analyze what has occurred and why. The trainees recommend solutions based on the
content provided.
Pros: A case study can present a real-life situation which lets trainees consider what they would do.
It can present a wide variety of skills in which applying knowledge is important.
Cons: Cases can be difficult to write and time-consuming to discuss. The trainer must be creative
and very skilled at leading discussions, making points, and keeping trainees on track.

Simulations
Trainees participate in a reality-based, interactive activity where they imitate actions required on the
job. It is a useful technique for skills development.
Pros: Training becomes more reality-based, as trainees are actively involved in the learning
process. It directly applies to jobs performed after training. Simulations involve yet another learning
style, increasing the chance that trainees will retain what they have learned.
Cons: Simulations are time-consuming. The trainer must be very skilled and make sure that
trainees practice the skills correctly. Only perfect practice makes perfect.
Projects
Projects require the trainees to do something on the job which improves the business as well as
helps them learn about the topic of training. It might involve participation on a team, the creation of
a database, or the forming of a new process. The type of project will vary by business and the skill
level of the trainee.
Pros: This is a good training activity for experienced employees. Projects can be chosen which help
solve problems or otherwise improve the operation. Trainees get first-hand experience in the topic
of the training. Little time is needed to prepare the training experience.
Cons: Without proper introduction to the project and its purpose, trainees may think they are doing
somebody elses work. Also, if they do not have an interest in the project or there is no immediate
impact on their own jobs, it will be difficult to obtain and maintain their interest.
b) Common individual training methods include:

Self-discovery
Trainees discover the competencies on their own using such techniques as guided exercises,
books, and research.
36 | P a g e

Pros: Trainees are able to choose the learning style that works the best for them. They are able to
move at their own pace and have a great deal of ownership over their learning.
Cons: Trainees can easily get side-tracked and may move slower than the trainer desires. It is also
more difficult to measure the employees progress.
Movies/videos/computer-based training
Content for the training experience comes primarily from a videotape or computer-based program.
Pros: It is easy to provide this training and the trainer can follow-up with questions and discussion.
It is also easy to assure that the same information is presented to each trainee.
Cons: It is expensive to develop. Most trainers choosing this option must purchase the training from
an outside vendor, making the content less specific to their needs.
On-the-job training
This is the most common method of training. The trainee is placed on the job and the manager or
mentor shows the trainee how to do the job. To be successful, the training should be done
according to a structured program that uses task lists, job breakdowns, and performance standards
as a lesson plan.
Pros: The training can be made extremely specific to the employee's needs. It is highly practical
and reality-based. It also helps the employee establish important relationships with his or her
supervisor or mentor.
Cons: Training is not standardized for employees. There is often a tendency to have a person learn
by doing the job, providing no real training.
Mentoring
A mentor can tutor others in their learning. Mentors help employees solve problems both through
training them in skills and through modeling effective attitudes and behaviors. This system is
sometimes known as a buddy system.
Pros: It can take place before, during, or after a shift. It gives the trainee individual attention and
immediate feedback. It also helps the trainee get information regarding the business culture and
organizational structure.
Cons: Training can be interrupted if the mentor moves on. If a properly trained mentor is not
chosen, the trainee can pick up bad habits.
When choosing from among these methods, the trainer must decide which one best suits the
trainees, the environment, and the investments available. Many trainers will choose to combine
methods or vary them. Others will select a single method that works best for them and never vary.

37 | P a g e

Chapter-5:
HRM Department of AIBL
& Its Training &
Development Activities

38 | P a g e

5.1. Human Resources Division of AIBL:

Al-Arafah Islami Bank believes that consistently strong performance of the Bank is the result of the
team of committed, knowledgeable and dedicated employees who are focused on achieving the
excellence. According to the HR professionals working for the HR Division-- Human resources is the
most valuable asset for the Bank. The Bank is committed to recruiting high-caliber employees and
providing them with the motivation, training, working environment and compensation package they
need to perform at the highest level.
The Human Resource Division of the Bank is generally formed by one Assistant Vice President, five
experience officers (maximum) and 1 clerk. The Head or Chief of the Department is Assistant Vice
President, he is liable to Managing Director for his duties and action and other members of this division
are responsible to him. Assistant Vice President supervises, co-ordinates all Human Resource
functions; make report to his higher authorities about the human resources of the Bank. Sometimes he
visits the all branches physically. All managers of different branches send the respective branchs
human resource report to the Assistant Vice President or Chief of HRD. At present Mr. Mazharul Islam,
Assistant Vice President (AVP) of AIBL is acting the in charge of HR division.

5.2 Training & Development Activities of AIBL:

Training program is a regular basis program of Al-Arafah Islami Bank Ltd. It is done for both lower level
and mid level management. Every year the bank spends a lot for the training of employees.
The Bank gives utmost importance for making continuous investment in Research and Development
(R&D) and Training to achieve operational efficiency in the competitive global banking scenario. The
Banks human resource policy is to recruit and build up quality manpower having skill and professional
expertise. In implementation of the human resource development strategy, the Bank established its own
training institute as Al-Arafah Islami Bank Ltd. Training & Research Academy at Topkhana Road,
Purana Paltan, Dhaka with the vision to build up professionals with technical, human and conceptual
skills.
The Institute is focused to ensure a formal platform where employees can exchange their ideas, update
their knowledge base, and open up their eyes to the complexities of banking world. The Bank always
39 | P a g e

acknowledged the valuable contribution made by its employees for the continuous superb achievement
every year. The improvement in cost income ratio and better per employee performance indicate the
efficiency, productivity of the employee.
The Bank created a sense of community among the employees by encouraging communication with
each other in the Management Committee Meeting and across the department and the divisions. This
discussion helped the employee to learn each others jobs and roles and develop an understanding
about the Bank as a whole.
During the year 2009, the Al-Arafah Islami Bank Ltd Training Institute arranged a total of 27 training
courses, workshops, seminars, and induction programs with 654 participants. The objectives of
designing all training programs are to bridge the gap between present level of competence and the
required level of competence.
Al-Arafah Islami Bank Limited has mentioned that Since Islamic banking is different in many respects
than that of conventional system of banking, the officers are, therefore, required to attain thorough
knowledge about the Islamic banking system in order to explain the same to the clients properly.
Therefore, effective training program for the officers are being undertaken. Side by side, on-the-job
training is also being imparted specially for the new employees. The Board of Directors is aware that
the objectives of the Bank might be defeated if the officers dont practice the Islamic rituals in their daily
life. Therefore, all officers are being motivated to be practicing Muslim in their daily life apart from
saying prayer in Jamaat. It may be mentioned that every branch has hours at the time of prayer.
Nevertheless Dars-e-Quran and Hadith is also being held after Asar-Prayer everyday.
5.3 Types of Training & Development Activities at AIBL:
Training and Development activities at AIBL may be of three types:
(i)
Ideological
(ii)
Theoretical and
(iii)
Practical.
Ideological training & Development activities may be related with the Holy Quran and Sunnah and
Shariah issues on banking. The practical training may conducted through discussions and exercises
on banking issues in a classroom setting. In addition, some training may be administered while the
employee is on the job, to allow the employee to learn Islamic banking through practice.
The Theoretical training & Development activities may equip an employee with Islamic knowledge
and values, which is considered to be essential for Islamic banking. Theoretical training may provide a
conceptual clarity on the understanding of Islamic banking.
The Practical training & Development activities of Islamic banking provide the skills and art
necessary to perform a job. An employee should have all types of training in order to best prepare him
to perform his job requirements.
5.4 Different Training Courses/Workshops/Seminars of AIBLs T&D Institute:

40 | P a g e

Serial no
1. Training Courses

2.Workshops/Seminars/Induction
Programs

Subject
a. Foundation Training
b. Islamic Economics and Banking
c. Islamic Banking and Insurance
d. Credit Operation and Management
e. International Trade and Finance
f. Audit and Inspection
g. Customer Services
h. Banking Law and Practices
i. Information Technology
j. Managing Core Risk
k. SME, Micro & Agricultural Investment
a. Credit Risk Grading
b. Documentation/Legal aspects in loan sanction and
disbursement
d. Prevention of Money Laundering
e. Standard Operating Procedure
f. Basel II Capital Accord
g. Credit Card Operation
h. Retail Banking
i. Relationship Banking
j. Foreign remittance-rules and procedures
j. Induction Program

Furthermore, AIBL needs to be careful to tailor the training session to the specific employees needs.
Training should be designed to address the needs of senior management all the way down to the line
workers in order to be most productive.
Islamic banking needs morally sound customers for its smooth operation. Islamic value oriented
customers are essential for growth in Islamic banking. Therefore, value oriented customers training may
be another main area of training for Islamic banks.
5.5 Methods of T&D activities of AIBL:
Al-Arafah Islami Bank Ltd. Ltd. follows

Internal Job Training & Development

External Job Training & Development
Distance Learning

5.5.1 Internal Job Training & Development:

a) On The Job Training:

41 | P a g e

Al-Arafah Islami Bank Ltd. provides on the job training for the new recruited employees. It is
basically training for one year. During the training period the employees do not get any specific
position. Every employee has to move round the desks. In this training Al-Arafah Islami Bank
Ltd. provides a training program similar Job Rotation system. Al-Arafah Islami Bank Ltd. gives
more importance in this training phase. In this training the new employees get a practical
experience. According to the Job Rotation, the trainee has to expand more time in Central
Accounts Returns Department. It is about 10 weeks. Then they give importance to other
departments.
b) Off The Job Training:
Al-Arafah Islami Bank Ltd. arranges a training program when they recruit new employees. They
train their employees to their own training center which is at Topkhana Road, Purana Paltan,
Dhaka. Here they provide formal training program. All the employees have to do it. This
program is conducted by following waysDuring the training period teachers of Institute of Business Administration (IBA) and
Bangladesh Institute of Bank Management (BIBM) teaches the employee. They come as Guest
teachers. They give lecture related to banking subjects.
5.5.2 External Job Training & Development:
a) Other Educational & Training Institute:
Sometimes AIBL sends their employees for training to various educational and training
institute like- Institute of Business Administration (IBA) and Bangladesh Institute of Bank
Management (BIBM), BD Jobs Training Institute etc.
b) Sending to other banks: Job related courses, seminars, workshops and conferences
developed and Group Training and Management Development courses arranged at various
local & multinational banks within the country where AIBL sends its employees.
c) Overseas Training:
Sometimes AIBL provides off the job training to motivate the employees. They send
employees to abroad for training to India, Malaysia, Dubai etc. Employees who work for a
long period of time with the bank and very loyal to the organization get the benefit of being
trained in overseas.
5.5.3 Distance Learning:
AIBL is planning to start Web-based and multimedia self-study programs available through its
Internet and multimedia Learning Centers located in its T&D Institutes.
5.5.4 Resident Management Trainee Program (RMT Program)
The Resident Management Trainee program (RMT) aims to select a group of high potential
executive trainees and provide them training and development opportunities. The RMT
42 | P a g e

program gives potential executives effective and systematic training to acquire an excellent
understanding of the commercial operations and business functions.
The RMT program ensures that successful applicants, with the right training, will have the
ability and potential to reach the highest level of management within AIBL Bangladesh, and
possibly beyond.

Chapter-6:
Analysis & Discussion

43 | P a g e

Analysis of Training & Development Activities of Al-Arafah Islami Bank Ltd. has been done on
the basis of the following criteria:
Attending Formal Training and Development (T&D) sessions of the employees
A questionnaire was selected to find out whether targeted employees already attended any T&D
Activities or not? The study shows that 100% of the respondents have already attend in different T&D
activities provided by AIBL.

Figure 1: Attending Formal Training & Development Program by the Employees.

Training Participated by Individuals
One of the main objectives of the study was to find out the approximate amount of training experienced
by individuals. The study shows that 14% of the employees participated less 2 training programs which
are followed by 2 to 5 trainings (40%). Again the study also shows that 40% employees attended more
than 7 training sessions.
Table 1 & Figure 2: Training Participated by Individuals

Number of Training
0-1 time
2-5 times
6-7 times
More
Total

Percentage
14%
40%
6%
40%
100%

44 | P a g e

Purposes of training program of AIBL

Six priorities have been selected for training programs of AIBL. These priorities are Knowledge and skill
development, Career development, Improve productivity, Reduce cost, Create awareness. Figure 3 shows the
priorities of training program of AIBL.
Table 2: Purposes of training program of AIBL
Factors
Knowledge and skill development
Career development
Improve productivity
Reduce cost
Create awareness

%
87%
54%
47%
40%
34%

Figure 3: Purposes of training program of AIBL

How Training & Development Benefit the Employees?

The respondent explains their opinion following way:
a) Enables decision making capability
b) Customer service improvement
c) Assessments of the clients
d) Recovery from customers has been increased
e) Desk skills increases
45 | P a g e

f)
g)
h)
i)
j)
k)
l)

Knowledge & skill development

Productivity increases
Creating more awareness
Increasing IT skill
Learning Behavioral concept
Knowing about Islamic Economy
Career development

One executive writes-----It benefits me by providing appropriate body of

knowledge as well as by identifying area where I need improvements. It
also helps us to share our superiority of knowledge with other training
attendants.

Tools and Techniques Used at AIBL to Asses the Training and Development Program
One of the objectives of the study was to find out the tools and techniques used at AIBL to asses the
need for giving training to the employees. The finding of this objective has been shown below:
Table 3: Need Assessment of Training and Development Program
Factor

Need analysis
Performance appraisal
Departmental recommendation
Service history report
Individuals need

Presence/ Use

Yes
Yes
Yes
No
Yes

Evaluation System of the Employees after Attending Training & Development

Employees are evaluated after the training session about their learning capability by following-

Written test,
Interview &
Monitoring working performance on the job.
Regular Assessments of Training Need
From the study it was found that 85% employees believe that the HRD of AIBL assesses the employee
training need regularly. Rests 15% dont believe such.
Priorities of Training & Development Programs (Employees)
Four priorities have been selected for training programs of AIBL. These priorities are Senior Employees,
Junior Employees, New Employees, and Based on requirement etc. Table 4 and Figure 4 show the priorities of
training and development program of AIBL.
Table 4 & Figure 4: Priorities of Training & Development Programs
Factors
Senior Employees
Junior Employees
New Employees

Percentage
47%
53%
60%

46 | P a g e

Based on requirement

80%

Availability of Training for Good Performance

The question was whether employees think trainings which they get are available for their good
performance. The result of the study was following:
Table 5 & Figure 5: Availability of Training for Good Performance
Factors
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total

Frequency
4
11
0
0
0

Percentage
27%
73%
0%
0%
0%

15

100%

Organizational Capability to Understand Training Needs

The question was whether employees think that HRD of AIBL understands the training needs for all
employees. The result of the study was following:
Factors

Frequency Percentage

Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree

40%

7
1
1
0

46%
7%
7%
0%

Total

15

100%

Table 6 & Figure 6: Organizational Capability to Understand Training Needs

47 | P a g e

IT Training on AIBLs Operating Software ABABIL

65% respondent of the sample already got the training on the software ABABIL, rest of yet didnt have the
training which was shown by following Table 7 & Figure 7.
Table 7 & Figure 7: IT Training on AIBLs Operating Software ABABIL
IT Training
Yes
No
Total

Frequency
8
7
15

Percentage
65%
35%
100%

Receiving Behavioral Training

Among different professional and unprofessional training Behavioral Training is an important training for
employees. AIBL also provides its employees such training.

Behavioral
Training
Yes
No
Total

Frequency

Percentage

6
9
15

40%
60%
100%

Table 8 & Figure 8: Percentage of Receiving Behavioral Training

Types of Training

The study also aims to find out different types of training programs conducted by the AIBL and the
result has been sshown by Table 9.
Types of Training Programs
In-house training
External training
Overseas training

Yes/No
Yes
Yes
Yes

Table 9: Types of Training

Types of Trainer
Different types of trainer train the employees of AIBL. The Table 10 shows that:
Types of Trainer
Internal
External
Foreign

Yes/No
Yes
Yes
Yes
Table 10: Types of Trainer

Different Training Methods

48 | P a g e

One of the objectives of the study was to find out different training method used by the trainers of AIBL
T&R Institute. Table 12 indicates the result of this objective.
Table 11: Different Training Methods
Training Methods
Lecture Discussion
Demonstration
Seminar
Computer based training
Case studies
Role playing
Movies/ Videos
Behavior Modeling
On-the-job training

Yes/No
Yes
Yes
No
Yes
Yes
No
Yes
No
Yes

Priorities of Training & Development Programs (Job Related)

Training always provided either present job tasks or targeting for future job development. From the
study it was found that AIBLs training target is mainly for future development.

Figure 9: Priorities of Training & Development Programs (Job Related)

Priority of Training & Development (Employee Development)

Seven priorities have been selected for training programs of AIBL. These priorities are: employees motivation,
technological knows how, customer service, upgrading employees skills, employees need, employees behavior,
orientation. Figure 10 shows the priorities of training of AIBL.

49 | P a g e

Figure 10: Priority of Training & Development (Employee Development)

Respondents Overall Evaluation about Trainers (based on some specific factors)

A grade sheet & some specific criterion have been mentioned in the questionnaire sheet for giving an
overall grade of the trainers by the employees of AIBL under whom they did different training &
development programs. The criterion & specific factors are:
Grade
A+
A
AB
B-

Marking
91%-100%
81%-90%
71%-80%
60%-70%
Above 50%

Evaluation
Outstanding
Very Good
Good
Acceptable
Average

15 Respondents response was following (highest % grading shown on violet bold color):
1.
2.
3.
4.
5.
6.

Trainers did a good job of stating the objectives at the beginning of

training.
Trainers made good use of visual aids (multimedia, projector, white board)
when making presentation.
Trainers were good at keeping everyone interested in the topics.
Trainers encouraged questions and participation from trainees.
Trainers made sure everyone understood the concepts before moving on
to the next topic.
Trainers summarized important concepts before moving to the next
module.

A+ A
A27% 73%

B-

40% 34% 26%

13% 40% 47%
26% 40% 13% 20%
7% 47% 33% 13%
13% 54% 26%

7%

50 | P a g e

 The study shows that among six factors got highest four grading A, one highest grading on A+
and A-. So on average trainers performance was Very Good. Again employees also gave
the same ranking to the trainers on their personal opinion. Table 11 & Figure 11 shows that:
Evaluation
Outstanding
Very Good
Good
Acceptable
Average

Frequency
3
8
4
0
0

Percentage
20%
54%
26%
0%
0%

Table 12 & Figure 11: Overall Evaluation about Trainers

Respondents Overall Opinion About AIBLs T&R Institute:

The study shows that among seven factors of T&R Institute of AIBL, highest five factors got OK, one
factor is Quite OK for its suitable location, but most thinking factors for the management is the
institutions Internet facility which is very poor which is marked by the 67% respondents opinion.
Respondents responses was following (highest % checking shown on red bold color):
a.
b.
c.
d.
e.
f.
g.

Suitable location to go there

Large, well equipped Classroom
Modern T&D Institute
The training materials
Trainer selection
Internet benefits
Library benefits

QUITE OK
54%
20%
33%
7%
26%
40%

OK
46%
47%
47%
93%
74%
33%
67%

NOT AT ALL
33%
20%
67%
20%

Table 13: Employees Opinion about AIBLs T&R Institute

51 | P a g e

Chapter-7:
SWOT Analysis of Training &
Research Academy and T &
D Activities of AIBL
52 | P a g e

STRENGTHS:
An exclusive Islamic bank and one of the largest
Islamic Bank in Bangladesh
Strong growth.
Have own Training Institute.
The T&R Institution is situated at the center of
Dhaka.
Trainers selection is quite well.
AIBL has its own good professionals who are very
much capable to provide good training.
Officers are sending regularly to the institution for
training for their good performance as well as for
achieving target.
Shariah board of renowned scholars who always train
regularly to the employees about Islamic banking &
economy.

Healthy training & working environment.

Branch Wide On the job training opportunities.

Foreign trainers of different international foreign

banks always give training.

WEAKNESSES:
Their training center is small enough.
Modern educational and training life is
becoming technological and internet based
day by day, but in the T&R institute of AIBL
these facilities are very limited & poor.
Libraries books are not enough as well as
latest writers books are not available.
Dont have enough facilities like modern
T&R Institute, like--residence benefits which
is very important for the officers who comes
from outside of Dhaka.
International financial journals, magazines,
bulletins are not available.
Researches are not done although its name
is Training and Research Academy.
Dont have divisional branches of T&R
Academy although the bank is countrywide.
Website has not yet completed and there
havent any information about T&D
activities.

53 | P a g e

OPPORTUNITIES:
The T&R Academy can be large by huge investment
and establishing in the name of University School of
Social Economics and Management.
Increase branchs network of T&R Academy within
the country by division wise.
May merge or link up with other Islamic Banks
Training Centers in order to make a large & modern
training academy.
Should do more research in order to make banking
system and operations more easily & technologically
upgraded for both its employees as well as for the
customers.
May start online learning system or e-learning
system
Distance learning system should have to start as
early as possible especially for the officers who work
outside the Dhaka Branches.
Foreign trainers should be more.
Overseas training should be more.

THREATS:
New competitors setting up their Islamic
banking sections and they have the training
infrastructure, skill, ability, resources &
attitude to capture the market more than the
Al-Arafah Islami Bank.
Some officers reporting that some trainers
are not well behaved at all which leads
useless training & learning as well as poor
working performance.
Others banks are doing research on how to
make easy banking operations and they are
getting success on that while AIBL havent
any concentration on such types of
research.

Chapter-8:
Findings,
Recommendations &
Conclusion
54 | P a g e

8.1 Findings:
AIBL is a good prospective bank of Bangladesh. Its overall banking performance is good but not
outstanding like other competitive modern banks like- HSBC, Dutch Bangla Bank, SCB, BRAC Bank,
Dhaka Bank etc. due to its old format of operations of banking systems.
Even AIBLs HR & Marketing Division is also not well structured. But recently due to facing huge
competition in the market the management compelled to give concentration on these departments
especially providing training to its employees in order to make them competitive & skilled by T&R
Academy. Personally I have found some findings of HR department and T&R Academy which has been
mentioned below------ HRDs officers dont have HR educational background.
HRDs selection, training and promotion procedure are not well structured, haphazard and not
even applied properly.
HRD is not taking proper care of the working people.
AIBLs training center is not too much modern and not large.
Internet benefits in the training center are very poor and it should be improve.
Some employees are not satisfied with the training process and by some trainers behavior.
The organization does not assess need for training regularly.
Trainers selection is quite well.
AIBL has its own good professionals who are very much capable to provide good training.
They provide both On the Job and Off the Job training to impart new knowledge.
They evaluate employee training.
Researches are not done at AIBL and it should start immediately.
55 | P a g e

8.2 Recommendations:
A. For HR Department:
The Bank should always concern about the worlds latest human resource management
Practices. HR officers should be sent to abroad for participating in training courses, seminars
and work shops.
To retain and attract quality employees the bank should always try to follow competitive
strategy in case of employee benefits, working conditions, and other motivational approaches.
The higher authority of the bank should always try to make a fair evaluation of employees
performance. They should develop the procedures of evaluation each and every year in
accordance with the demand.
The bank can also start campus recruiting that could bring a yield of highly educated graduates
for the entry-level the organization could arrange seminars in the top business schools across
our country. Also the company should facilitate online Curriculum Vitae-posting system that is
very much effective practice used by the top business organizations over the world.
The higher authority of the bank should always concern about the fairness of recruitment and
selection. Without having efficient, energetic, enthusiastic people an organization cant achieve
its ultimate goal. A good placement cant be without having good employee.
The human resource department should place the right people in the right position. For this
reason they first attempt to find out the human need of the bank in various department, different
branches and different positions. The HR division should always careful in constructing different
work group.
B. For Training & Research Academy:
a. Trainer:

More external reputed trainer should be included

Trainers should be friendlier.
Selection should be more appropriate about who is needs training
Needs foreign trainer
More skilled trainer needs
More experienced banker, professional bodies member like- BIBM, MBM, etc and
foreign trainer needs.

b. Training Materials:

Training Materials should be regularly updated

Training Materials should supply before starting training session
More modern training materials should be added
Training materials should be more rich

56 | P a g e

 Needs more modern technical instrument

More journals, books, magazines about banking needs.
c. Training Courses:

May be taken spot training at sub-registry and land-office for investment purpose
More IT related training
Overseas training at different famous T&D Institute
Banking terms related training
Investment on loan training
More on the job training or Branch wise training.

d. T&R Institution:
T&R institution must provide available & speedy internet facility as well as reputed

international journals to help employees update themselves.

Must be larger, modernized, well equipped classrooms.
T&R institution should be larger than now.
T&R intuition should have residential facilities for its all employees, especially who comes from
outside of Dhaka.

8.3 Conclusion:
At present there is no such organization in the world that is free from problem and challenges. Every
concern has to strive and struggle a lot to be more profitable and to get more competitive edge. The
management of Al-Arafah Islami Bank is taking strategic steps to enable the bank to emerge as a
strong and progressive institution. It is continuing to make efforts to refine its products, services and
operations to make the bank more compatible. Providing regular training and development activities to
the employees and making them competitive is such type of effort.
Most of the officers of the AIBL are well qualified with good educational backgrounds. Training academy
of the Bank has providing training regularly to these employees to make them competitive & strong on
their performance. Hence, I hope its strong manpower intelligence and strong training and research
activities will make it one of the most rising Islami Bank in this region. Finally, I believe my research,
findings & recommendations will help AIBL at least in some way to decorate a new format of its training,
development & research activities for achieving its goal.

57 | P a g e

Bibliography

1. Books:
Human Resources and Personnel Management /William B. Werther, Jr., & Keith Davis.--- 5 th
edition; Irwin/McGraw-Hill, Inc. United states, 2006.
Human Resource Management / Gary Dessler--Seventh Edition.
2. Documents of AIBL:
Diary of Al-Arafah Islami Bank Ltd.-2010
Service Rule Book of Al-Arafah Islami Bank Ltd.
The Annual Report of AIBL.-2008
The Annual Report of AIBL.-2007
Different prospectus of Al-Arafah Islami Bank Ltd.
Al-Arafah Islami Bank Limited (1995): Memorandum and Articles of Association of al-Arafah
Islamic Bank Limited.
3. Interviews of AIBL Employees:
4. Web Site:
58 | P a g e

APPENDIX: SURVEY QUESTIONNAIRE

http://www.al-arafahbank.com
Wikipedia, the free encyclopedia.mht

Survey Questionnaires on Effectiveness of Training & Development Activities of

Al-Arafah Islami Bank Ltd.
Name of the Organization: ..
Name of the Employee: .................................................
Designation: ..........................................
1) Have you attended any Training and Development (T&D) sessions for your appointed job
responsibilities?

A. Yes

B. No

2) If yes, how many times have you attended in the T&D session provided by AIBL?

A. 0-1 time

B. 2-5 times

C. 5-7 times

D. More

3) What are the purposes of training program of your organization?

A. Knowledge and skill development B. Career development C. Improve productivity D. Reduce cost
E. Create awareness
4) How does it benefit you?
Answer:
a)
b)
c)

59 | P a g e

d)
e)
f)
g)
h)
5) How do you assess training and development need in your organization?

A. Need analysis B. Performance appraisal C. Departmental recommendation E. Service

history report F. Individuals need
6) How are you evaluated after the training session about your learning capability?

A. By written test B. By interview C. Monitoring working performance on the job D. All of the above
7) Does your organization assess the training need on a regular basis?

A. Yes

B. No

8) To whom the training is given more in your organization?

A.

Senior Employees B. Junior Employees C. New Employees D. Based on requirement E. All of the
above

9) Do you believe the training which AIBL provides is well enough for your good performance?
A. Strongly Agree B. Agree
C. Neutral
D. Disagree E. Strongly Disagree
10) Do you think that your organization understands the training needs for all employees?
A. Strongly Agree

B. Agree

C. Neutral

D. Disagree

E. Strongly Disagree

11) Have you got any IT training on AIBLs operating software ABABIL?

A. Yes B. No
12) Have you attended any behavioral training arranged by T&D Institute?

A. Yes Ive attended B. No I havent attended but I think its important.

C. No and I think its not

necessary.
13) Does your organization have a centralized training area or department?

A. Yes

B. No

14) Most of the time, Training in your organization is provided for-

A. Current Job

B. Future Development

15) What is the priority of the training of your organization?

A. Employees motivation B. Technological know how C. Customer service D. Upgrading employees skill
E. Employees need F. Employees behavior G. Orientation
16) What types of training do you usually organize for your employees?

A. In-house training B. External training C. Overseas training

17) Types of your trainer------

60 | P a g e

A. Internal B. External C. Internal and External of home country D. Internal & External of home and
foreign country
18) Are they well qualified and have a sound background?
A. All of them

B. Most of them

C. Some of them

D. Very few of them

19) Give an overall evaluation about trainers:

Total no. of training & trainers:
A+
A
AB
B-

=91%-100%
=81%-90%
=71%-80%
=60%-70%
=Above 50%

=Outstanding
= Very Good
= Good
= Acceptable
= Average
A+ A

A- B

B-

1.
2.

Trainers did a good job of stating the objectives at the beginning of training.
Trainers made good use of visual aids (multimedia, projector, white board) when
making presentation.
3. Trainers were good at keeping everyone interested in the topics.
4. Trainers encouraged questions and participation from trainees.
5. Trainers made sure everyone understood the concepts before moving on to the
next topic.
6. Trainers summarized important concepts before moving to the next module.
7. Overall how would you rate these trainers? (Check one)

Poor:
Adequate:
Average:
Good:
Excellent:

20) What training methods does your organization usually use?

A. Lecture Discussion B. Demonstration C. Seminar D. Computer based training E. Case studies

F. Role playing G. Movies/ Videos H. Behavior Modeling I. On-the-job training
21) Your opinion about AIBLs T&D Institute--------QUITE OK
a.
b.
c.
d.
e.
f.
g.

OK

NOT AT ALL

Suitable location to go there

Large, well equipped Classroom
Modern T&D Institute
The training materials
Trainer selection
Internet benefits
Library benefits

22) Have you send to any other training institution for training by AIBL?
#Yes

#No

23) What other trainings you think that AIBL may start for making its employee more professional and
skilled?
Answer:

61 | P a g e

24) Your personal suggestion about AIBLs T&D system------e. Trainer:

f.

Training Materials:

g. T&D Institution:

Signature of the Respondent

Thank you, for your valuable support, time and co-operation. All the data that you have provided is strictly
confidential and will be use only in research purpose.

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

62 | P a g e