employee training & development in robi

7/25/2019 Employee Training & Development in Robi

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EMPLOYEE TRAINING & DEVELOPMENT PRACTICE OF ROBI

AXIATA LTD.


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Term Paper

On

EMPLOYEE TRA INING & DEVELOPMENT PRACTICE OF ROBI AXIATA LTD.

Submitted to:

Dr. Sumayya Begum

Faculty of Business Studies (FBS)

Bangladesh University of Professionals

Submitted by:

aharatul !unir Sarah

"D# !1$1%&'

Batch !B* 1%(B)

BANGLADESH UNIVERSITY OF PROFESSIONALS

Mirpur Cantonment D!a"a# $%$

Letter o' Tran(mitta)

1% Se+tem,er &1$

[]


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Dr. Sumayya Begum

*ssistant Professor

Faculty of Business Studies (FBS)Bangladesh University of Professionals

Su,-ect Su,mission of erm Pa+er

!adam

"t is my great +leasure to su,mit the term +a+er titled /0m+loyee raining and Develo+mentPractice of o,i *2iata3td.4 5hich has ,een +re+ared as a +artial re6uirement of the course

7uman esource !anagement.

"t 5ill ,e highly a++reciated if you 8indly acce+t the re+ort. 9our +ositive action regarding thismatter 5ould ,e very much hel+ful for my academic career. "f you need any further clarification

or information in inter+reting this analysis: " 5ill ,e glad to ans5er your 6ueries.

Sincerely yours

aharatul !unir Sarah

"D# !1$1%&'Batch !B* 1%(B)

Bangladesh University of Professionals

[;]


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A*"no+)e,-ement

First: all +raises go to the *lmighty *llah: the most gracious: the most merciful: the most 8ind rou+ Berhad: !alaysia and ? D@=@!@"?=:

Aa+an. ith a mission to meet the communication needs of the +eo+le of Bangladesh: o,i

*2iata 3td. formerly 8no5n as elecom !alaysia "nternational (Bangladesh): commenced itso+eration in 1CC under the ,rand name of *8tel. 3ater: on Eth!arch: &1& the com+any started

its ne5 -ourney 5ith the ne5 ,rand name /o,i4. By serving the ur,an d5ellers and rural +eo+le

simultaneously: o,i is going to fulfill the countrys vision to ma8e communication a ,asicnecessity and 5ith the reach at all levels of the a Sharing o,is e2+erience and e2+ertise 5ith

+eo+le of Bangladesh 5ill not only assist in the develo+ment of the telecom infrastructure in the

country ,ut most im+ortantly the +eo+le of Bangladesh remains connected and closer 5ith each

other.

raining and Develo+ment is a vital issue of 7uman esource !anagement. By +racticing

raining and Develo+ment +rocess: any organiGation can im+rove its +erformance and also

activity level. 0m+loyee can survive and they have the o++ortunity to overcome any o,stacles.he re+ort illustrates the @rigin: Bac8ground: Pro,lem Statement: 3iterature evie5: Sco+e:

3imitations: !ethodology and @,-ectives. he ,asic o,-ective of this re+ort is to measure theraining and Develo+ment Practice of o,i *2iata 3td.

!oreover: there are cha+ters 5hich +rovide the name and location of the organiGation includesthe historical ,ac8ground of the com+any. he re+ort demonstrates com+anyHs vision: mission:

o,-ectives: strategies and values. he com+anyHs vision is /,e a leader as a elecommunication

Service Provider in Bangladesh4 5hich means o,i is al5ays there to hel+ its customers

5henever needed. he mission is to deliver relia,le: 5ides+read: convenient mo,ile and costeffective tele+hone services to u+ to its remotest customers.

!y research is /0m+loyee raining and Develo+ment Practice of o,i *2iata 3td.4 !y re+orte2em+lify ho5 training and develo+ment +ractice hel+s the em+loyees to enhance the

+erformance: develo+s leadershi+ ca+a,ilities: gets +romoted: change the attitude of individuals

to5ards +eer: su,ordinates and managers. he survey 6uestionnaire 5as +re+ared 5hich 5asfilled u+ ,y the em+loyees of o,i.

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TABLE OF CONTENT

A*"no+)e,-ment iv

Ee*uti/e 0ummar1 v

C2APTER $ 3#4

1.11.

1.;

1.'

1.$

1.%

"ntroduction@rigin of the e+ort

Sco+e of the e+ortationale of the Study

Pro,lem Statement

@,-ectives of the study

EE

CC

C

C

1.%.11.%.

Broad o,-ectiveS+ecific o,-ectives

CC

C2APTER % 1&

.1 3iterature evie5 1&

C2APTER 5 11;.1 !ethodology 11

;.1.1

;.1.

Primary sources

Secondary sources

11

11

;.

;.;

Data >athering !ethod

3imitations

11

11

C2APTER 6 $%#$6

'.1 =om+any @vervie5 1

'.1.1 Bac8groundof o,i 1

C2APTER 7 $7#%$

$.1

$.

$.;

raining and Develo+ment Practice in o,i *2iata 3td.raining Programs

raining ?eeds *nalysis

1$1$

1$

$.;.1$.;.

$.;.;

$.;.'$.;.$

$.;.%

* Structured "ntervie5@rganiGational *nalysis

@+erational *nalysis

Person *nalysis>ra+hic ating Scale !ethod

;%&I Feed,ac8 Process

1$1%

1%

1%1

1

$.'

$.$$.%

raining =alendar

raining Designraining 0valuation

1

1E&

C2APTER %$#58

%.1 Findings < *nalysis

%. ecommendation

%.; =onclusion

C

C

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Appen,i

Re'eren*e(

C2APTER 8$

$.$ Intro,u*tion

"n 7uman esource !anagement (7!) cycle as 5ell as in any organiGation: training and

develo+ment system +lays an im+ortant and vital role in achieving organiGational mission and

vision: goals and o,-ectives. @rganiGations today consider the 7 de+artment as the critical

source of ma8ing develo+ment amongst the em+loyees to lead the organiGation to the success.

Nature o' Trainin- & De/e)opment9 "n sim+le terms training and develo+ment refers to

im+arting of s+ecific s8ills: a,ilities and 8no5ledge to an em+loyee. * formal definitionof training and develo+ment isJ it is any attem+t to im+rove current and future

em+loyee +erformance ,y increasing an em+loyees a,ility to +erform through learning:

usually ,y changing the em+loyees attitude or increasing hisKher s8ills and 8no5ledge.

he need for training and develo+ment is determined ,y the em+loyees +erformance

deficiency: com+uted as follo5s

Trainin- & De/e)opment nee, : 0tan,ar, per'orman*e ; A*tua) per'orman*e9 "t is

a su,system of an organiGation. "t ensures that randomness is reduced and learning or

,ehavioral change ta8es +lace in structural format. Before starting any raining method

5e should state !ission: vision of the com+any and 5hat are the clear o,-ectives 5e are

loo8ing after the training methods get over. Purpo(e an, Goa)(

he +ur+ose of the training and develo+ment function is to

1. @rganiGe and facilitate the learning +rocess.

. 02+edite ac6uisition of the 8no5ledge: s8ills: and a,ilities re6uired for effective -o,+erformance.

;. Provide em+loyees 5ith career gro5th o++ortunities consistent 5ith cor+orate goals:

o,-ectives: and strategies.

raining and em+loyee develo+ment +rograms are designed to ,e effective: efficient: and timely:using sources: methods: and strategies consistent 5ith the follo5ing goals

1. 0nsure the availa,ility of human resources to meet +resent and future organiGational

needs.. 0nsure lin8age 5ith cor+orate goals and ,usiness strategies.

;. Provide learning e2+eriences that are res+onsive to the training and develo+ment

needs of Postal Service em+loyees.'. !a8e instruction timely: using the most costLeffective methods.

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$. educe organiGational training costs 5hile increasing learner retention and

+roficiency

$.% Ori-in o' t!e Report

Mno5ledge and learning ,ecome +erfect 5hen it is lin8ed 5ith theory and +ractical e2+erience.

o lin8Lu+ the theoretical 8no5ledge and +ractical scenario every students of !B* 5asinstructed to 5or8 5ith one 7 Function of a certain =om+any and " chose to 5or8 5ith the

raining < Develo+ment Process at o,i *2iata 3td.

$.5 0*ope o' t!e Report

he re+ort has covered ho5 o,i *2iata 3td. is maintaining one of the most im+ortant 7

function raining < Develo+ment Process. "t also includes a ,rief +rofile of the com+any. his

term +a+er is +re+ared for Dr. Sumayya Begum 7uman esource !anagement =ourse"nstructor. his re+ort is +re+ared as a +artial re6uirement for this course.

$.6 Rationa)e o' t!e 0tu,1

his re+ort is a vital +art of 7! course. he re+ort 5ill give me an o++ortunity to e2+lore inthe field of 7uman esource. he research 5ill also +rovide the feed,ac8 of +eo+le involved inthe raining < Develo+ment +rocess. *+art from that: it 5ill +rovide me a great deal of e2+osure

to interact 5ith high +rofile managers of the com+any.

$.7 Pro


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*,ility re6uired for ,etter +erforming

Pur+ose of training.

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C2APTER 8%

%.$ Literature Re/ie+

Bec8hard (1C%C) defines @rganiGation Develo+ment (@D) as Oan effort (1) +lanned: ()

organiGation L5ide: (;) managed from the to+: to (') increase organiGation effectiveness andhealth through ($) +lanned interventions in the organiGations +rocesses: using ,ehavioral

Lscience 8no5ledgeO. Bennis (1C%C) +ointed @D is a change +rocess: a com+le2 educationalstrategy+ro+osed to change the ,eliefs: attitudes: values: and structure of organiGations for ,etter

ada+tion to ne5 technologies: mar8ets: and challenges. hereas Porras and o,ertson (1CC)

argued @D is aset of ,ehavioral science ,ased theories: values: strategies: and techni6ues that

focus onorganiGational 5or8 settings for the +ur+ose of enhancing individual develo+ment andim+rovingorganiGational +erformance: ,y modifying the onLtheL-o, ,ehaviors of em+loyees. "f

all thesedefinitions are analyGed then a clear +icture comes out that is all authors em+hasiGed on

individual develo+ment and im+roving organiGational +erformance. *nd for this develo+ment@D em+hasiGethe uses of ,ehavioral science 8no5ledge to +lan organiGational changesN and the

+rocesses: 5or8 setting factors: ,eliefs: attitudes: values: and structure of the organiGation is

,ac8ed ,y this,ehavioral science 8no5ledge. @D has some uni6ue characteristics of its o5nsuch as @D is adesigned strategy to ,ring a,out organiGational changeN the change effort aims at

s+ecific o,-ectivesand is ,ased on a diagnosis of +ro,lem areasN @D ty+ically involves a mutual

and colla,orativea++roach to change: includes +artici+ation and contri,ution of the organiGation

mem,ers most influenced ,y the changesN @D +rograms include an em+hasis on 5ays toim+rove and enhance+erformance and 6ualityN @D re+resents a system a++roach concerned 5ith

the interrelationshi+ of divisions: de+artments: grou+s: and individuals as interde+endent

su,systems of the total organiGationN @D is ,ased u+on scientific a++roaches to increaseorganiGation effectiveness.

o state the im+ortance of raining < Develo+ment Process Founder < =0@ of ate>ain told

that /raining and develo+ment is one of the lo5est things on the +riority list of most com+anies.hen its organiGed: it is often at the +ersistence of the human resources de+artment. here is:ho5ever: enormous value in organiGing +ro+er training and develo+ment sessions for em+loyees.

raining allo5s em+loyees to ac6uire ne5 s8ills: shar+en e2isting ones: +erform ,etter: increase

+roductivity and ,e ,etter leaders. Since a com+any is the sum total of 5hat em+loyees achieveindividually: organiGations should do everything in their +o5er to ensure that em+loyees +erform

at their +ea8.4

Oraining is critical for gro5th and develo+ment of em+loyees in the organiGation and also to

retain talentO: e2+ressed Qive8 Pune8ar: =hief 7uman esource @fficerL7=3 "nfo systems.

eferring to his com+anys strategy: he adds that their com+rehensive training +rograms ranging

from entry level to the highestLlevel e2ecutives focuses on allLround develo+ment of the +eo+le.Oo strengthen our +rocess: 5e analyGe and identify 8ey develo+ment areas for training L s8ills:

technical and +roduct learning L on regular ,asis. ?e5 technological u+grades and ,usiness

needs are also ta8en into consideration in this a++roach.O

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C2APTER 85

5.$ Met!o,o)o-1

o o,tain an effective research outcome 0very esearch 5or8 must ,e conducted through a

s+ecific and +redetermined methodology. "t has ,een conducted 5ith a methodology and the

elements of methodology are as follo5ing

*.1.1 P!im"!y )ou!$e)

Primary data 5as gathered from the direct intervie5s and conversations 5ith the em+loyees5ithin the Dha8a 7ead @ffice of o,i *2iata 3td.

*.1.& Se$o+d"!y )ou!$e)

he 5e,site of

- o,i *2iata 3td. (555.ro,i .com.,d)

Different -ournals and +u,lications

@ther esearch Pa+ers

*nnual e+orts of o,i *2iata 3td

5.% Data Gat!erin- Met!o,

o analyGe data: " have used !SL02cel to generate charts and gra+h of different analysis. here6uired data and information 5ere collected through intervie5ing the fe5 em+loyees of the

com+any.

5.5 Limitation(

o conduct this research " faced some o,stacles that delayed me from o,taining the o,-ective of

my +ro-ect. "n ,rief the +ro,lems " faced 5ere

ime Barrier here 5as very short time to do research on a com+any.

3imitation of Data 3i8e other com+anies o,i *2iata 3td. also have and regulation

regarding its +rivacy +olicy.

eal situation he actual situation is different from the ,oo8ish conce+t. Some conce+ts

varied from com+any to com+any.

Biasness he re+ort is ,ased totally on +ersonal o,servation. Personal ,ias might have

ham+ered to the findings.

3ac8 of e2+erience " might have unintentionally missed any im+ortant +oint that " should

have covered in my +ro-ect 5or8.

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C2APTER 86

6.$ Compan1 O/er/ie+

,.1.1B"$-!ou+do( Robi

elecommunication is the transmission of information: over significant distances: for the +ur+oseof communication. oday the glo,e is a village and telecommunication has ,ecome a necessity to

+eo+les life. !oreover: telecommunication has started introducing some diversified areas 5ith

the hel+ of its mo,ile net5or8. ?o5adays: +eo+le cannot thin8 5ithout mo,ile +hone. !any+eo+le de+end on it for their ultimate connectivity. "t has ,ecome a +art of +eo+les day to day

life. !o,ile technology is +resently +roviding various chea+ solutions in +eo+les daily life.

"nformation technology ena,les telecom com+anies to +rovide economic solutions 5ith a very

chea+ and easily availa,le access: 5hich 5as costly earlier and not accessi,le to some e2tent.Using a mo,ile +hone has ,ecome a common measure of communication in our country. From a

ric8sha5 +uller to a higher official: everyone o5ns a mo,ile +hone. he num,er of mo,ile +hone

user is increasing day ,y day. So our country has ,ecome an attractive mar8et for mo,ile

o+erators. o,i *2iata is one of the leading mo,ile o+erators in our country 5ho have seen thisgreat +otential.

"n order to get on 5ith the rhythm of the modern 5orld: infraLstructural develo+ment of the

telecommunication sector should get the +riority. *s a conse6uence: o,i *2iata 3td. one of the

+ioneers not only in the telecommunications +rivate sector of Bangladesh: ,ut also is a dynamicand leading country5ide >S! communication solution +rovider. "t is a -oint venture com+any

,et5een *2iata >rou+ Berhad: !alaysia and ? D@=@!@"?=: Aa+an. ith a mission to

meet the communication needs of the +eo+le of Bangladesh: o,i *2iata 3td. formerly 8no5n as

elecom !alaysia "nternational (Bangladesh): commenced its o+eration in 1CC under the ,randname of *8tel. 3ater: on Eth!arch: &1& the com+any started its ne5 -ourney 5ith the ne5

,rand name /o,i4. By serving the ur,an d5ellers and rural +eo+le simultaneously: o,i is

going to fulfill the countrys vision to ma8e communication a ,asic necessity and 5ith the reachat all levels of the a Sharing o,is e2+erience and e2+ertise 5ith +eo+le of Bangladesh 5ill not

only assist in the develo+ment of the telecom infrastructure in the country ,ut most im+ortantly

the +eo+le of Bangladesh remains connected and closer 5ith each other.

Mar"et (!are o' Ro


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Di/i(ion( & Department( o' Ro


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2uman Re(our*e Di/i(ion o' t!e *ompan19 o,i has human resource activity from the

very ,eginning 5hen they first started their o+eration though earlier they do not have

se+arate 7 division. "t 5as 5or8ing -ointly 5ith other division (finance: mar8eting:administration). he com+any esta,lishes se+arate 7 Division in Aanuary 1CCE. hey

have no5 1 em+loyees including those 5ho are 5or8ing in their head of the de+artment.

heir 7 head 6uarter is situated at !alaysia.

Importan*e o' 2R ,i/i(ion in t!e *ompan19 o run the organiGation o+eration +ro+erly

and to achieve the organiGations goals: the organiGation needs 6ualified and right

em+loyees. 7 hel+s to find the right +erson for the right -o,. his is the ma-or 5or8 of7 division. 0m+loyee recruiting: selection: training: management develo+ment: and

em+loyee com+ensation all these things have done under 7 division. o achieve their

mission they +rovide effective training +rogram: design attractive com+ensation +ac8age:+rovide +erformance a++raisal. hese entire things are done for finding the a++ro+riate

em+loyee for the organiGation 5ho can assist organiGation to accom+lish its goal.

Dutie( an, re(pon(i


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C2APTER 87

7.$ Trainin- an, De/e)opmentPra*ti*e in Ro


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6uestion. his is merely an easy and 6uic8er +rocess for o,i *2iata 3td. to collect information

for -o, analysis. he manager then verifies the information 5ith the em+loyees immediate

su+ervisor to dou,le chec8 it. *nd finally in the last ste+ the >eneral !anager of +erformancemanagement team of 7uman esource de+artment of o,i *2iata 3td. develo+s a Ao,

S+ecification and Ao, descri+tion in se+arate documents.

he 7uman esource team of o,i *2iata 3td. 5rites the -o, s+ecification ,ased on raining

?eed *nalysis (?*) is an im+ortant and Hmust to do o,-ective in a ,ig ,usiness cor+oration to

retain their human resource and ma8e them the most s8illed +erson com+aring to com+etitors.?* is to find out the +rofessional ga+s of the organiGation. From starting of an organiGation

every em+loyee did not have the same 8no5ledge: s8ills and attitudes (MS*) as they have no5.

So from the very ,eginning an organiGation needs to do the organiGational analysis: then

o+erational analysis and lastly +erson analysis. hus the organiGation 5ill find out the ga+s:5hich is to ,e filled. "f actual +erformance of an em+loyee is deducted from the standard

+erformance: 5e can find out the +erformance ga+s. o fill u+ these ga+s organiGation should

train their em+loyees. unner >rou+ of =om+anies (o,i *2iata 3td.) does the same to retain

and ma8e their resources s8illed and e2+erienced more than ever.

/.*.& O!"+i"tio+"2 A+"2y)i)

o,i *2iata 3td. does their organiGational analysis once in a year 5ith the to+ level management

only. hey loo8 throughout the organiGations environment and find the influences 5hich affect

the em+loyees +erformance.

/.*.* O'e!"tio+"2 A+"2y)i)

@+erational analysis is also 8no5n as the=ota(" ana)1(i(. o,i *2iata 3td.: has a strong -o,

analysis system and they maintain it strictly. Ao, *nalysis is the +rocedure of determining theduties and s8ill re6uirements of a -o, and the 8ind of +erson 5ho should ,e hired for it. o,i

*2iata 3td. does -o, analysis once in each si2 months. hey use a structured intervie5 method

for collecting -o, analysis information to 8no5 5hether they are +lanning to address the -o,to5ards trained a++licants or nonLtrained a++licants. o,i *2iata 3td.s 7uman resource team

5rites a -o, descri+tion using information from the -o, analysis 5hich is ,riefly

Ao, "dentification

Ao, Summary

es+onsi,ilities < duties

*uthority of incum,ent: at the same time his immediate su+ervisors +ost and immediate

su,ordinates +ost

he 5or8ing condition that they +rovide for the -o,

Standards of +erformance

3astly: Ao, S+ecification

/.*., Per(on Ana)1(i(

Finally the +erson analysis sho5s 5ho is the most active and filled u+ 5ith MS*s and 5ho arere6uired MS*s for their -o,. his analysis is also 8no5n as the per'orman*e apprai(a) of the

em+loyees. 3i8e the -o, analysis o,i *2iata 3td. maintain the strictness in the +erformance

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a++raisal too. "n +erformance a++raisal the organiGation 5ill actually find the +erformance ga+ in

individual ste+s. o,i *2iata 3td. uses a s+ecific method to a++rise the em+loyees 5hich is

>ra+hic ating method.

/.*./ G!"'3i$ R"ti+ S$"2e 4et3od

his method is one of the +o+ular and sim+le methods for a++raising +erformance. his ratingscale lists traits and range of +erformance value each traits. o,i *2iata 3td. made a gra+hic

rating scale 5hich includesL -o, 8no5ledge: s8ill: 6uality of 5or8: customer service: com+uter

8no5ledge: communication s8ills: analytical s8ill: initiative: team5or8: commitment to 5or8:creativity: loyalty to5ard organiGation: financial disci+line: attitude to5ards seniors: ada+ts to

change: grooming and attendance < +unctuality: in total it loo8s into different areas such as HAo,

+erformance: H7uman factor and HDisci+line. he em+loyee in this case: is rated ,y identifying

the score that ,est descri,es his or her level of +erformance for each of the trait.

/.*. 58? Feedb"$- P!o$e))

For the managerial level em+loyees and designations a,ove that: o,i *2iata 3td. uses ;%& ?

Feed,ac8 +rocess. *s managers have com+aratively significant roles in the com+any: 5hich canrange from communicating 5ith other de+artments: leading the su,ordinates: maintain +u,lic

relations: ma8ing strategic ,usiness +lans: etc. hus their +erformance is a++raised using the;%&o feed,ac8 +rocess and this hel+s to evaluate an individual managers +erformance in every

5or8 that he +erforms and his relationshi+ 5ith the organiGations other em+loyees

7.6 Trainin- Ca)en,ar

o,i *2iata 3td. has a standard training calendar 5hich they follo5 to train the em+loyees. *fterthe need analysis: one 7 assistant managers and his e2ecutives collect the information a,out all

the em+loyees and their lac8ing of s8ills. he 7 e2ecutives 5or8 on the training calendar after

5ords. he assistant manager decides 5hat training do the ne5 em+loyees and the old em+loyeesneed. his tas8 is done ,y a ,ig +ersonnel assessment. his +ersonnel assessment is done every

three month to maintain the u+LtoLdate information. 0very individual is evaluated ,y the line

managers of the de+artment and after evaluation they face a short intervie5 discussing a,out theevaluation and the training they need. "f any em+loyee li8es to do any training for his ,etterment:

he is 5elcomed. hose 5ho did different trainings ,efore: also face the evaluation. "f they dont

meet to the mar8 they are suggested for the training once again. So after all the needs and lac8ing

of the em+loyee ,een collected: they e2ecutive starts to design the calendar. hey allocate thetrainers and the trainees into different slotsN ma8e a schedule of 5hen and 5here the training

should ,e held. hey also ma8e a ,ig routine to maintain the calendar. he training calendar

consist the name of the training: training from 5hich de+artment: 5ho 5ill ,e directing thetraining: +artici+ants of the training: 5here the training should held and the time.

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Fi-ure $9 Trainin- Ca)en,ar o' %8$7

7.7 Trainin- De(i-n

he training +rogram of the com+any is li8ely to change. he com+any never al5ays maintainsthe same techni6ues 5hile designing their training +rograms. But they do 8no5 5hy their

training +rograms are ,eing changed and 5hy. hile designing their training +rograms the

=om+any usually follo5s some ste+s.

0tep $9 Ana)1@in-9

I,enti'1in- Trainin- Nee,(9 he =om+any at first tries to analyGe the needs of training

for the em+loyees. *nd for that they loo8 at the +erformance ga+s of the em+loyees and

other things 5hich are related 5ith the failures of effective +erformances ,y their

em+loyees. *nd after sorting the +ro,lems they try to figure out a++ro+riate training+rograms to ,e used ,y the com+any to fill the ga+s.

Co(t Ana)1(i(9 he =om+any allocates a +ortion from their ,udget to ,e used for training

+rograms. So at first they *nalyGe and try forecast the cost they have to ,ear for carrying

out the training +rograms.

Determinin- Learnin- O


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follo5ing things should ,e considered in this case 1. "dentify some +reliminary learning

o,-ectives for each ne5 area of 8no5ledge or s8ills. . "n 5hat se6uence should the

learning o,-ectives ,e attained ;. hat are the ,est learning activities (methods) for youto achieve your learning o,-ectives

0TEP %9 Ma"in- De*i(ion(9

*fter com+leting the analysis the com+any goes for ma8ing some im+ortant decisions for

designing the training +rogram.

!at Met!o,( o' Trainin- to (e Based on the learning of the need analysis: he

=om+any than tries to determine 5hat methods should ,e used to +rovide trainings.

!ethods such as seminars: coaching: +ractical etc.

2o+ Mu*! Time to A))o*ate 'or t!e Trainin-9 *nd then the com+any tries to figure out

ho5 much time should ,e allocated for each ty+e of trainings. ime constraints are very

im+ortant for a com+any 5hile giving trainings. So the com+any em+hasiGe on this

consideration +ro+erly to avoid future mismanagements. 2o+ Man1 Trainee( to Train at t!e 0ame Time9 *nother im+ortant consideration is

deciding the num,er of trainees to ,e trained at the same time. hile ma8ing this +lan the

com+any al5ays considers the time constraints and also the cost analysis. "f they can+rovide a certain ty+e of training to a good num,er of trainees at a time then they can

save money and time. But if they include too much trainees at training then the training

might not ,e that much effective.

Di''erent Trainin- 'or Mana-er( An, 0u


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0tep69 Ee*ution9

his is the final ste+ 5here com+any e2ecutes all the earlier stages and ,rings them into action.*fter this ste+ the =om+any finally comes u+ 5ith a training design +rogram.

7. Trainin- E/a)uation

*s o,i *2iata ltd. *2iata ltd. gives a lot of effort for training their em+loyees: they also give

im+ortance on the evaluation of those training. Before assigning em+loyees for training: thecom+any creates some e2+ectations from the em+loyees and then they analyGe the +erformances

of those em+loyees. *fter analyGing they try to find the ga+s from the +erformances com+ared to

the e2+ectations. *nd ,ased on those ga+s com+any starts +lanning the training needs for

em+loyees. "t also hel+s the com+any to ma8e a forecast of their future training +lanning. Duringmany 5or8sho+s the com+any also gets to 8no5 ho5 5ell a5are their 5or8ers have ,ecome

considering their +artici+ations. "n the 0co seminar the com+any gets to 8no5 ho5 much their

em+loyees have learned from the training since in the 0co seminar the trained 5or8ers from

a,road shares their 8no5ledges 5ith other em+loyees. Since these a,road trainings are verye2+ensive: therefore the com+any sho5s a lot of interests in evaluating the trainees. For

collecting the feed,ac8 on the training from the +artici+ants: a feed,ac8 form is given to the+artici+ants after every training. "n the form 1 characteristics of the training are mentioned and

+artici+ants mar8 each of them in a scale of $.

[&]


21/36

Fi-ure %9 Trainin- E/a)uation Pro*e((


22/36

C2APTER 8

.$ Fin,in-( & Ana)1(i(

" intervie5ed 1 em+loyees of o,i *2iata 3td. 5here " found the follo5ing comments

regarding raining and Develo+ment Policy and Procedure

$. For !o+ )on- !a/e 1ou


23/36

Interpretation9 From the given information it suggests that most of the em+loyees (from

officers to to+) are 5ell a5are that they have -o, analysis +rocess. his is also good for theorganiGation. 7ere " have found t5o ma-or things e.g.

i) they have -o, analysis +rocess and

ii) most of the em+loyees are informed a,out the matter"f each em+loyee 8no5s that 5hat the minimum com+etency is re6uired for his +ost and 5hat

are the duties and res+onsi,ilities for his then heKshe 5ill ,e a,le to achieve the organiGational

goal.

6. !i*! -roup( un,er-oe( mo(t o' t!e trainin-

?e5 comers E 0veryone is given e6ual im+ortance '

Interpretation9 "t is very im+ortant to conduct a good orientation +rogram and give training to

the ne5 comers. *n orientation +rogram hel+s an em+loyee to understand ,asic matters: 8no5organiGational culture: to ,e familiariGed 5ith the colleagues and to avoid firstLday -itters. *

ne5 +erson feels 5elcome and at ease and the orientation also ma8es the +erson

8no5ledgea,le a,out rules and regulations 5hich +revent them from ma8ing timeLconsuming

and dangerous errors.

7. Do 1ou !a/e an1 pro*e(( 'or a((e((in- t!e or-ani@ation( imme,iate an, 'uture

trainin- nee,( an, in,i/i,ua) ,e/e)opment nee,(

9es: ,y 7 De+artment 1 9es: ,y outside consultants C Both

[;]


24/36

Interpretation9 From the a,ove data it has ,een found that consultants: trainers and the 7

de+artment along 5ith em+loyees +artici+ate in the assessment of training needs. *s they have

-o, related all information from Ao, *nalysis according to 5hich they conduct recruitment andinduction training. But yet every em+loyees need to ,e u+dated for various reason. 0m+loyees

also need attitude develo+ment training to ,e motivated to5ard the goal achievement. o,i 7

de+artment conducts this assessment once in a year. he consultants along 5ith the 7de+artment survey the current -o, statement identify lac8ing and sho5 the management 5here

training is needed.

. Are t!ere an1 met!o,( to i,enti'1 trainin- nee,( in 1our or-ani@ation

9es 1 ?o &

Interpretation9 *ccording to the given information the com+any is conscious a,out

identifying the training needs. "t inter+rets that they are active in their 5ay of +erformancea++raising: monitoring and they are trying to ,e ,etter in every tas8.

H. !at are t!e met!o,( to i,enti'1 t!e trainin- nee,( in 1our or-ani@ation

"ndividual intervie5s & Performance a++raisal < o+inion surveys 1&

Both

[']


25/36

Interpretation9 Data reveals that most of time they +refer individual intervie5s and o+inion

surveys ,eside +erformance a++raisal as methods to identify the training needs in theorganiGation. "t is not only a good method of identifying the training needs and a sco+e to get

correct information ,ut it also gives o++ortunity of em+loyee +artici+ation.

3. 2o+ man1 trainin- ,a1( per emp)o1ee pro/i,e, in a 1ear

Interpretation9 here is no fi2ed duration of training +rogram for the em+loyees. *ctuallythey ma8e the +rogram according to the need of each em+loyee and it also de+ends on the ty+e

of training the time needed to ado+t that s8ill or lesson.

4. !at i( t!e met!o, o' trainin- a,opte, in 1our or-ani@ation

=lassroom lectures & *udio visual ,ased training < on -o, training 1

*ll of a,ove 11

Interpretation9 "t is 5ell 8no5n that the method of training ado+ted ,y the organiGation +laysan im+ortant role on learning. he 7 de+artment of o,i uses indeed on -o, training along

5ith classroom lectures and audio visual ,ased training. =lassroom lectures has several

advantages. "ts a 6uic8 and sim+le 5ay to +rovide 8no5ledge to large grou+s of trainees.*udiovisual ,ased training techni6ues li8e films: +o5er +oints: video conferencing: audiota+es

and videota+es can ,e very effective and no5 is ,eing 5idely used. *udiovisuals are more

e2+ensive than conventional lectures ,ut offer some advantages li8e they usually tend to ,emore interesting.

$8. Be(i,e( ,e/e)opin- =o< reuire, ("i))( ,oe( t!e trainin- in*)u,e( per(ona) attitu,e

,e/e)opment trainin- )i"e9

a. >rievance handling C

,. =onflict avoiding &

c. *d-usting organiGational culture &d. *ll of a,ove

e. Both a < c 1

[$]


26/36

Interpretation9 *n organiGation 5ill move to5ard its goals if it got efficient em+loyees 5hoare also very much 5illing to give service of their level ,est. hey must ,e highly satisfied 5ith

their -o, and they might ,e loyal. For this +ur+ose training must include some lessons 5hich

5ill develo+ ones attitude: such as training on disci+line and grievance: conflict avoiding or

5ays to ad-ust 5ith organiGations culture etc. *ccording to given data o,i includes suchtraining. hat is a good sign for the com+any ,ecause it sho5s that the 7 de+artment is

conscious a,out ma8ing satisfied em+loyees to gain com+etitive advantage.

$$. !at i( t!e per*enta-e o' trainer( e(teeme, in 1our or-ani@ation

a. &R internal: ;&R e2ternal: &Rtraining "nstitute: ;&R consultant 1&,. &R internal: &R e2ternal: ;&Rtraining "nstitute: '&R consultant

Interpretation9 From the a,ove data it is can ,e seen that the com+any ta8es ,oth internal

and e2ternal trainers. hey ,ring consultants and trainers from training institute 5hich hel+them to ,e u+dated 5ith outside environment and get ne5 ideas and styles on training

+rocedure.

$%. !at are t!e important parameter( *on(i,ere, 'or (e)e*tion o' trainer(

Interpretation9 From the a,ove data it is assumed that the most im+ortant +arameter for

selection of trainers is to ,e highly e2+erienced on relevant matter and a solid hand on

e2+ertise. *nother t5o +oints have also ,een mentioned: those are high educational6ualification and good communication ca+a,ility. !ost of the em+loyees are agreed on e2+ert

8no5ledge and +ractical e2+erience in the relevant field. hus the +arameters are

0ducational Tualification

Practical 02+erience

02+ert Mno5ledge

=ommunication =a+a,ility

$5. I( t!ere a *ontinuou( e/a)uation o' trainin- pro/i,e,

9es: every ; months 1 ?o &

[%]


27/36

Interpretation9 From the a,ove data it is assumed that o,i does the evaluation on the training

they +rovided in every ; months.

$6. 2o+ ,oe( 1our or-ani@ation e/a)uate trainin- pro*e(( in term( o' 9

Trainer9

Interpretation9 he trainer is the 8ey +erson 5ho 5ill ,e mostly lia,le for the outcome of

the training. o,i em+hasiGes on hiring the ,est trainers on the relevant field. * s8illed ande2+erienced trainer gives im+ortance on s8ill develo+ment through training. 7o5 effective

the training is for the organiGation it de+ends on the trainers e2+erience in related field and itis evaluated through the effectiveness of the em+loyees after the training +rogram.

Jua)it19

Interpretation9 he 6uality of training is a vital +art in training 5ithout 5hich training has

no value. ithout ensuring the 6uality: training is invalid. Tuality is an inevita,le element

to5ards reaching a successful outcome of training. *s the training is re6uired to im+rove theem+loyees s8ill: o,i tries to develo+ em+loyee standard in the relevant field to ,e highly

com+etitive to its com+etitors. Best 6uality re6uires effective training. hat is 5hy it is

significant.

$7. Doe( 1our *ompan1 !a/e an1 (1(tem o' o


28/36

and trainer team -ointly through their line su+ervisors +rogression re+ort. 7 de+artment is

monitoring and evaluating the yearly a++raisal ,y consulting the related de+artmental heads.

hat means the com+any em+hasiGes on monitoring and thus they 5ill ,e a,le to ,ringcorrection in their training +rocess.

$. Doe( 1our or-ani@ation *on,u*t per'orman*e ana)1(i( to "no+ t!e ,e'i*ien*ie( o'trainin- an, tr1 to *orre*t t!em

Interpretation9 0very em+loyees ans5er 5as +ositive in this 6uestion. hey said that it isusually +erformed ,y the organiGation consulting 5ith outside consultants and through 7

audit.

$H. Do 1ou t!in" trainin- !e)p( to in*rea(e t!e moti/ation )e/e) o' emp)o1ee( an,

ena


29/36

understand the material and ado+t soon. But there are more terms 5hich 5ill ,e of more hel+

for them.

$4. !at ,o t!e1 ,o to moti/ate t!e trainee(

a. Provide ade6uate realistic +ractice 1

,. 3et the learners +ace themselves &c. @r &

Interpretation9 he =om+any should also try to ma8e the s8ill transfer easy to motivate the

learners. *ccording to the data revealed the com+any +rovides ade6uate realistic +ractices forthe trainees. "t is a useful tool to motivate learners ,ecause it 5ill increase their decisionma8ing s8ill: it 5ill ,e a +ractice of 5or8ing under +ressure and encourage them to ,e really

confident.

%8. Do 1ou !a/e an1 ot!er *omment( a


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'. Some ,ehavior or attitude develo+ment training should ,e included li8e stress

managementN motivate them to feel organiGational mission and vision ,y heart and to

,e eager to 5or8 maintaining unity.

$. Survey said that they do not have continuous evaluation of training ,ut it 5as

mentioned in the training manual. hat means the +lanned raining and evaluationsystem is not +ro+erly im+lemented.

%. o ma8e the training meaningful the com+any should use familiar e2am+les: terms

and conce+ts and +rovide a ,irds eye vie5.

. o motivate the trainees the learners should ,e given chance to +ace themselves and

have 6uic8 res+onse and training classes should not ,e of long hours at a stress.

.5 Con*)u(ion

?o5adays ,usiness does not mean -ust selling and +urchasing the +roducts or services. his

is very im+ortant to conduct the ,usiness in an organiGed and effective manner. * successful

,usiness needs strong: efficient: s8illed and talented and a loyal 5or8force: 5ho are also to ,e

satisfied 5ith their -o,. hey are to do their -o, in the 5ays the organiGation 5ants to achieve

its goal. his is 5hy: the conce+t of raining and Develo+ment originated. "n +resent era all

,ig and small ,usiness organiGations give em+hasiGe on having a trained and develo+ed

5or8force so that they can com+ete strongly in ,oth inside and outside the national ,oundary.

*s 5e all 8no5 in the ,usiness 5orld things move on the 5ill of im+ression. o,i *2iata 3td.

is one of the largest telecommunication sectors in Bangladesh and it is the duty of this

com+any to continue the ,usiness holding that image. Behind this successful -ourney of o,i

*2iata 3td. their training and develo+ment system has large contri,ution. o,i *2iata 3td.

definitely has a good training and develo+ment system and to maintain this scenario in a

more efficient and +ros+ective manner the com+any can surely acce+t this +ro-ect in a cordial

5ay.

[;&]


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Re'eren*e(

[1] *n *2iata =om+any (&1$). etrieved Se+tem,er 1: &1$: from htt+KK555.ro,i.com.,d.

[] Bec8hard: . (1C%C). @rganiGation develo+ment Strategies and models (+.C). !* *ddisonL

[;] Bennis: . >. (1C%C). @rganiGation Develo+ment "ts ?ature: @rigins and Pros+ects (+. ).

!* *ddisonLesley Pu,lishing =om+any.

['] =om+tel =or+oration (&11). o,i *2iata Selects =om+tel Social 3in8s to *utomate

=ustomer 0ngagement and @+timiGe Business Performance. etrieved Se+tem,er 11: &1$:

from htt+KK555.com+tel.comKcom+anyKreadne5sitemidV%;1.

[$] =ummings: . >.: < orley: =. >. (&&$). heory of @rganiGation Develo+ment and =hange

(Eth ed.). ?e5 Delhi =engage learning india +rivate limited.

[%] Docstoc (&11). *n assignment on @B"Lthe mar8eting strategy of @B" *2iata mo,ile

com+any. etrieved Se+tem,er %: &1$ from htt+KK555.docstoc.comKdocsK1'EC'$&$'K*nL

assignmentLonL@B"LtheLmar8etingLstrategyLofL@B"L*2iataLmo,ileLcom+any.

[] French: . 3.: < Bell: =. 7. (&&). @rganiGation Develo+ment. Pearson 0ducation:

(Singa+ore) Pte. 3td.

[E] French: .3.: < Bell: =. 7. (1C): @rganiGation Develo+ment: Behavioral Science

"nterventions for @rganiGation "m+rovement (nd ed.). ?e5 Aersey PrenticeL7all: "nc.:

0ngle5ood =liffs.

[C] 3oftin: . D.: < !oos,ru8er: A. !. (1CE). @rganiGation Develo+ment !ethods in the

!anagement of the "nformation Systems Function. !"S Tuarterly: %(;): 1$LE.

[1&] !argulies: ?.: < aia: *. P. (1C1). @rganiGational Develo+ment Qalues: Process and

echnology. ?e5 9or8 !c>ra5L7ill.

[11] ?e5strom: A. .: < Davis: M. (&&) @rganiGational Behavior human ,ehavior at 5or8

(11th ed.). ?e5 9or8 !c>ra5L7illK"r5in.

[1] Porras: A. ".: < o,ertson: P. A. (1CC). @rganiGational develo+ment heory: +ractice: and

research. "n !. D. Dunnette: < 3. !. 7ough (0ds.): 7and,oo8 of industrial and

organiGational +sychology (Qol. ;: +. 1CLE: nd ed.). Palo *lto: =*: US =onsulting

Psychologists Press.

[1;] e,&Aournal (&1;): etrieved Se+tem,er 1;: &1$: from htt+KK5e,.sysLcon.comKnodeK'C&&

[;]


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[1'] i8i+edia (&1$a). etrieved Se+tem,er : &1$: from

htt+KKen.5i8i+edia.orgK5i8iK7istoryof telecommunication

[1$] i8i+edia (&1$,). etrieved Se+tem,er ': &1$: fromhtt+KKen.5i8i+edia.orgK5i8iKelecommunicationsinBangladesh

[1%] i8i+edia (&1$c). etrieved Se+tem,er E: &1$: from htt+KKen.5i8i+edia.orgK5i8iKo,i.

[;;]
http://en.wikipedia.org/wiki/Telecommunications_in_Bangladeshhttp://en.wikipedia.org/wiki/Telecommunications_in_Bangladesh


33/36

Appen,i

0ur/e1 on Trainin- & De/e)opment Jue(tionnaire

Dear es+ondent:

>reetingsW " need your 8ind coo+eration for this survey and it is meant for academic researchonly and henceforth your res+onse 5ill remain confidential.

Name9 KKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKK

De(i-nation9 KKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKK

Department9 KKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKK

E#mai) ID9 KKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKK

Conta*t No9 KKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKKK

$. For !o+ )on- !a/e 1ou


34/36

a. 9es ,. ?o

H. !at are t!e met!o,( to i,enti'1 t!e trainin- nee,( in 1our or-ani@ation

a. "ndividual intervie5s ,. Performance a++raisal < o+inion surveys

c. Both

"f any other: +lease s+ecify

3. 2o+ man1 trainin- ,a1( per emp)o1ee pro/i,e, in a 1ear

4. !at i( t!e met!o, o' trainin- a,opte, in 1our or-ani@ation

a. =lassroom lectures ,. *udio visual ,ased training < on -o, training

c. *ll of a,ove

$8. Be(i,e( ,e/e)opin- =o< reuire, ("i))( ,oe( t!e trainin- in*)u,e( per(ona) attitu,e,e/e)opment trainin- )i"e9

a. >rievance handling,. =onflict avoiding

c. *d-usting organiGational culture

d. *ll of a,ovee. Both a < c

$$. !at i( t!e per*enta-e o' trainer( e(teeme, in 1our or-ani@ation

a. "nternal

,. 02ternal

c. training "nstituted. consultant

$%. !at are t!e important parameter( *on(i,ere, 'or (e)e*tion o' trainer(

$5. I( t!ere a *ontinuou( e/a)uation o' trainin- pro/i,e,

a. 9es ,. ?o

$6. 2o+ ,oe( 1our or-ani@ation e/a)uate trainin- pro*e(( in term( o' 9

[;$]


35/36

Trainer

Jua)it1

$7. Doe( 1our *ompan1 !a/e an1 (1(tem o' o


36/36

T!an" 1ou 'or 1our *o#operation.

[;]

employee training & development in robi

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