INTERNSHIP REPORT ON

Relationship between Performance Results and Training &

development Program of Bangladesh Bank: An Appraisal

Exam Roll: 080063

Internship report On
Relationship between Performance Results and Training & development
Program of Bangladesh Bank: An Appraisal

Prepared For
Chairman
Internship Placement Committee

Prepared By
Exam Roll- 80063
Class ID: 789
4th Year, 8th Semester
Batch: 17th, BBA Program
Academic Session: 2007-2008

Institute of Business Administration (IBA-JU)

Jahangirnagar University, Savar, Dhaka 1342.

Date: April 30, 2012.

Letter Of Transmittal
April 30, 2012
To
The Internship Placement Committee
Institute of Business Administration
Jahangirnagar University
Savar, Dhaka-1342.

Subject: Submission of Internship Report.

Sir,
This is my pleasure to present my internship report entitled Relationship between Performance
Results and Training & development Program of Bangladesh Bank: An Appraisal. I have
conducted my internship program in Human Resource Department, Bangladesh bank, Head Office,
Motijheel, Dhaka.
I believe that knowledge and experience I have gathered during the internship period will be helpful
in my future professional life. I will be grateful to you if you accept the report. I will be available for
defense on this report any time.
Your support in this regard will be highly appreciated.

Thanking you.
Sincerely yours
____________
Exam Roll- 80063, Class ID: 789
Batch-17th, BBA Program.

Acknowledgement
In preparing this report a considerable amount of thinking and informational inputs from various
sources were involved. I express my sincere gratitude to everyone who contributed towards making
this research report possible.
First of all I would like to acknowledge my internal supervisor and teacher Mr. Kamrul Arefin,
Professor, IBA, Jahangirnagar University not only for selecting the report topic but also for providing
me the opportunity to improve the report by providing fruitful guidelines. He was also available when
I needed his for help, suggestions and guidelines. I am also thankful to my Batch Manager Md.
Nazmul Islam, Assistant Professor, IBA, Jahangirnagar University and Dr. Mohammad Baktiar
Rana, Director & Associate Professor, IBA, Jahangirnagar University for giving me opportunity to
complete my internship program as requirement of BBA program.
My sincere gratitude goes to my internship external supervisor Md. Osman Goni Mullah, Joint
Director, Human Resource Department -1 for supervising me throughout the internship period. I am
also thankful to Md. Masud Biswas for giving me the valuable opportunity to do my internship in his
department and supporting me with knowledge and resources. I am also grateful to the entire HR
Team of Bangladeh Bank as they have always been there for me when I needed them the most. Their
active participation to all my questions, queries during my internship has made this journey a true
success. I would like to name here Md. Sadrul Muktadir (Deputy Director, HRD-1), Md. Rafiqul
Islam (Deputy Director, Human Resource Department -1), Mr. Subhankar Saha (General Manager,
Bangladesh Bank Training Academy), thanks to all of them for providing valuable suggestions and
information in preparing this report. It was my privilege and I am truly honored working with such a
wonderful team.

Table of Contents
Topic
Headlines
PART ONE

Title of Topic

Page
No.

ORGANIZATION PART
Executive Summary

Chapter # 1

Introduction

1.0

Introduction

1-2

1.1

Bangladesh Bank-Overview of the organization

01

1.2

Objective of the study

01

1.3

Scope of the study

02

1.4

Methodology of the study

02

1.5

Limitations of the study

02

Chapter # 2

Overview of Bangladesh Bank

2.0

Introducing Organization

3-6

2.1

History of Bangladesh Bank

03

2.2

Functions of Bangladesh Bank

03

2.3

Vision & Mission of Bangladesh Bank

04

2.4

Branches of Bangladesh Bank

04

2.6

Departments of Bangladesh Bank

04

2.7

Management of Bangladesh Bank

05

2.8

Organization Hierarchy

06

Chapter # 3

Introducing Human Resource Department

3.0

Human Resource Department of Bangladesh Bank

7-8

3.1

Human Resource Department-1

07

3.2

Human Resource Department-2

07

3.3

Organizational Structure of Human Resource Department

08

3.4

Management of Human Resource Department

08

PART TWO

PROJECT PART

Chapter # 4

Performance Appraisal System of Bangladesh Bank

4.0

Performance Appraisal System

9-14

4.1

Performance Evaluation

09

4.2

PMS (Performance Management System)

10

4.2.1 Performance Planning

11

4.2.2 Event Behavior Result

11

4.2.3 Half Yearly Review

11

4.2.4 Annual Performance Appraisal

12

4.2.5 Modernization Of PMS

13

4.3

Problems in Performance Appraisal

Chapter # 5

Training and development program of Bangladesh Bank

5.0

Training and development programs

5.1

5.2

14

15-18

Internal training

15

5.1.1 Training Need Analysis

17

5.1.2 Trainee Selection Process-Local Training

17

External or Overseas Training

5.2.1 Trainee Selection Process-External Training

17
19

Chapter # 6

Findings

6.0

Findings

20

Problems Identified

20

6.1
Chapter # 7

Recommendation & Conclusion

7.0

Recommendation & Conclusion

21-22

7.1

Recommendation

21

7.2

Conclusion

22

Bibliography

23

Appendix

A1-A4

List of tables
Table
No.
01
02
03
04
05

Tables Title
Employed workforce in Human Resource Department
Difference between ACR and PMS
Mark Distribution on Goals and Competencies for different Positions
Grade Distribution on the Given Numbers
Members of Moderation Committee for Different Positioned
Evaluated Person

Page No
08
10
12
12
13

List of Illustrations
Figure
No.
01
02
03
05

Figure Title
Organogram of Bangladesh Bank
Organogram of HRD-1
Organogram of HRD-2
Four Forms of Performance Management System

Page No
06
08
08
10

Executive Summary
Organizational Psychology holds that successful organizations do not owe their success solely to
market realities and sustainable competitive advantages it requires a lot more. Successful companies
are those that consider their human capital as their most important asset. It is so much essential when
that is the issue of a central bank of a country. To be effective, central banks must have a high degree
of credibility which requires a central bank to be able to respond with sound and well thought through
policies as and when the need arises. This requires considerable skill, expertise, experience and
judgment on the part of a central banks staff. Hence, human resources are a vital area of any central
bank and this holds true also for Bangladesh Bank.
The banking system of Bangladesh which was in a state of total disarray at the dawn of liberation in
1971 was reorganized soon after independence. Bangladesh Bank, the Central Bank of the country
pursued liberal monetary policy since liberation in 1972 mainly for reconstruction and rehabilitation
of the country.
The Human Resource Department of Bangladesh Bank where all businesses of the bank are dealt by
the employees classified into several grades on the basis of the level of responsibility. Two divisions
are available in HRD of Bangladesh Bank for smoothness in performing activity which is treated as
separate departments. This report encompasses the performance appraisal and training &
development program area of HRD of Bangladesh Bank.

An effective performance appraisal assists the company in achieving its goals and objectives.
Not only will training needs be identified and addressed during a performance appraisal
review, but hidden talent can be discovered as well. Through identifying these training needs,
staff can perform their jobs at the highest level. Performance appraisal for employees of
Bangladesh Bank is done through PMS (Performance Management System) system which measures
the employees quality of achieving specific goals and their competency to complete the tasks.
Maximum five goals for every positions personnel are determined in the beginning of the year with
supervisor and different ten competencies on the basis of position which are specific. Total
performance evaluation process goes through four steps with four forms throughout the evaluation
year. Grade on achieving goals and competencies are totaled to determine one persons performance
results.

Training is now the important tool of Human Resource Management to control the attrition
rate because it helps in motivating employees, achieving their professional and personal
goals, increasing the level of job satisfaction, etc. For this to make efficient and effective
employee Bangladesh Bank has a department named BBTA (Bangladesh Bank Training Academy)
for Training and development programs. Besides this many other Local and Overseas Training are
provided for employees improvement of Bangladesh bank. Trainees are selected on the basis of
specific criteria given by trainers/training organization for both local and overseas training. Training
Need Analysis is also done every year to design a new training course consulting with different
departments Head but no individual employee performance result is considered for this analysis,
only observation and assumption on employee training needs.
The purpose of this study has been to determine whether the training is provided to the employees for
employee development by focusing on the employee performance level determined by performance
results achieved from performance appraisal system.

Failure to identify individual employees poor performance area by PMS, no system to identify
individual training need and no attachment of designing training courses with employee performance
are some problems which leads to no relationship between performance results and training &
development program of Bangladesh Bank. For Bangladesh Bank as Central bank it is obvious to
hold their position unique by improving their employees competency & skill. So appropriate training
with identifying correct level of performance is badly needed.

1.0Introduction
1.1 Bangladesh Bank-Overview of the organization:
Bangladesh Bank is the central bank of Bangladesh. It is the bank of bankers. It is significant part of
the banking sectors of Bangladesh, which is always playing an important role to improve the banking
system in this country. After the liberation war, and the eventual independence of Bangladesh, the
Government of Bangladesh reorganized the Dhaka branch of the State Bank of Pakistan as the central
bank of the country, and named it Bangladesh Bank. This reorganization was done pursuant to
Bangladesh Bank Order, 1972, and the Bangladesh Bank came into existence with retrospective effect
from 16 December 1971.
Bangladesh Bank perform all the traditional central banking functions including the sole
responsibilities of issuing currency, keeping the reserves, formulating and managing the monetary
policy and regulating the credit system of Bangladesh and maintaining a high level of production,
employment and real income in the country and managing the countrys foreign exchange and the gold
reserves.

1.2 Origin of the Report

This report originated from the requirement to do internship at an organization for fulfillment of the
curriculum of the BBA Program of the Institute of Business Administration, Jahangirnagar
University. This particular report is being prepared by the author on the topic

Relationship between Performance

Results and Training & Development Program of Bangladesh Bank: An Appraisal. To
achieve the purpose, internship placement of the author was in Bangladesh Bank, Head
Office at Human Resource Department.
1.3 Objective of the Report:
1.3.1 Core Objective
Identify the relationship between performance results and training & development Program of
Bangladesh Bank.

1.3.2
1)
2)
3)
4)
5)

Specific Objective
To know about the Bangladesh Bank and its Human Resource Department.
To identify the employed performance appraisal systems of Bangladesh Bank.
To know about training & development programs of Bangladesh Bank.
To explore the trainee selection process of the bank for training & development programs.
To know relationship between performance results and required training & development for

employees of Bangladesh bank.

6) To draw the recommendation and conclusion.

1.4 Scope:
The report has been prepared from everyday working experience, discussion with the concern
dealing officer of human resource department of Bangladesh Bank and the theoretical learning from
library and journal reference of Bangladesh Bank.
In order to attain the objectives, collection of primary data is necessary. The information has collected
from primary and secondary sources. The study is qualitative in nature.

1.5 Methodology:
1.5.1

Sources of Data

Primary data:
Discussion with personnel of HRD
Secondary data:
Manuals of Bangladesh Bank.
Website of Bangladesh Bank.
Various publications of Bangladesh Bank.
Various reports collected from internal bodies and library.
Many papers and documents collected from different wings and desks.

1.6 Limitations of the Report:

Despite the diligent efforts that have been put behind preparation of the report, the author have only
succeeded to skim the surface of the vast ocean of the subject. Besides this because of some
confidential information of the Bank, the in-depth study was not possible.

2.0 Introducing Bangladesh Bank

2.1 Historical Background of Bangladesh Bank
Bangladesh Bank, the central bank and apex regulatory body for the country's monetary and financial
system, was established in Dhaka as a body corporate vide the Bangladesh Bank Order, 1972 (P.O.
No. 127 of 1972) with effect from 16th December, 1971. After the separation of Pakistan from

India in 1947, the State Bank of Pakistan was established in 1 st July 1948. The office of
Deputy Governor of State Bank of Pakistan was in Dhaka. After the liberation war, and the
eventual independence of Bangladesh, the Government of Bangladesh reorganized the Dhaka
branch of the State Bank of Pakistan as the central bank of the country, and named it
Bangladesh Bank. This reorganization was done pursuant to Bangladesh Bank Order, 1972,
and the Bangladesh Bank came into existence with retrospective effect from 16 December
1971.
2.2 Functions of Bangladesh Bank:
BB performs all the core functions of a typical monetary and financial sector regulator, and a number
of other non core functions. The major functional areas include:

Formulation and implementation of monetary and credit policies.

Regulation and supervision of banks and non-bank financial institutions, promotion and
development of domestic financial markets.

Management of the country's international reserves.

Issuance of currency notes.

Regulation and supervision of the payment system.

Acting as banker to the government.

Money Laundering Prevention.

Collection and furnishing of credit information.

Implementation of the Foreign exchange regulation Act.

Managing a Deposit Insurance Scheme.

2.3 Vision & Mission of Bangladesh Bank:

Vision
To develop continually as a forward-looking central bank with competent and committed
professionals of high ethical standards, conducting monetary management and financial sector
supervision to maintain price stability and financial system robustness, supporting rapid broad based
inclusive economic growth, employment generation and poverty eradication in Bangladesh.
Mission

Formulating monetary and credit policies;

Managing currency issue and regulating payment system;
Managing foreign exchange reserves and regulating the foreign exchange market;
Regulating and supervising banks and financial institutions, and advising the
government on interactions and impacts of fiscal, monetary and other economic
policies.

2.4 Branches of Bangladesh Bank

There are nine branches of the bank including two branches in Dhaka. Locations of the branches of
Bangladesh Bank are as follows:

Motijheel
Rangpur
Sadarghat
Sylhet
Chittagong
Barisal
Rajshahi
Khulna
Bogra

2.5 Departments of Bangladesh Bank

Bangladesh Bank has 40 departments which were created as the requirement of Bangladesh Bank to
efficiently perform the functions these departments/units/cells in its Head Office.
1. Accounts & Budgeting Department
2. Agricultural Credit and Financial Inclusion
Department

21. Foreign Exchange Inspection & Vigilance

Department
22. Foreign Exchange Investment Department

3. Bangladesh Bank Financial Intelligence

Unit

23. Foreign Exchange Operation Department

4. Bangladesh Bank Training Academy

24. Foreign Exchange Policy Department

5. Banking Regulation and Policy Department

25. Foreign Reserve & Treasury Management

Department

6. Central Bank Strengthening Project Cell

26. Governor's Secretariat

7. Common Services Department-1

27. Human Resources Department 1

8. Common Services Department-2

28. Human Resources Department 2

9. Credit Information Bureau

29. Information Systems Development

Department

10. Debt Management Department

30. Internal Audit Department

11. Department of Banking Inspection 1

31. Investment Promotion & Financing Facility

Project Cell

12. Department of Banking Inspection 2

32. IT Operation & Communication

Department

13. Department of Banking Inspection 3

33. Law Department

14. Department of Currency Management and

Payment System

34. Monetary Policy Department

15. Department of Financial Institutions and

Markets

35. Policy Analysis Unit

16. Department of Off-Site Supervision

36. Research Department

17. Department of Printing and Publications

37. Security Management Department

18. Deposit Insurance Department

38. SME & Special Programmes Department

19. Equity and Entrepreneurship Fund Unit

39. Special Studies Cell

20. Expenditure Management Department

40. Statistics Department.

2.6 Management of Bangladesh Bank

The general superintendence and direction of the affairs and business of the Bank is entrusted to a
Board of Directors, which exercise all the powers and does all the acts that may be exercised or
done by the Bank. The board of directors consists of:

The Governor and Four Deputy Governors to be nominated by the Government.

Four Directors nominated by the Government to hold office for 3 years. Three Government

officials nominated by the Government to hold office at the pleasure of the Government.
The Governor is the chief Executives officer of the Bank. He directs and controls the whole
affairs of the Bank on behalf the board of Directors. Meetings of the Board of Directors are
convened by the Governor at least six in each year and at least once in each quarter.

2.7 Organization Hierarchy

Governor

Deputy
Governor-1

Deputy
Governor-3

Deputy
Governor-2

Executive Director

General Manager

Deputy General
Manager

Joint Director

Deputy Director

Assistant Director

Officer

Deputy
Governor-4

Figure 1: Organogram of Bangladesh Bank

Human Resource Department of Bangladesh Bank

Human Resources department is crucial for an organization, as it acts as liaisons between regular staff
and management. The aims of HRD are to make the employee as capital and resources for
organization. Bangladesh Bank to achieve this target divided the total HRD in two parts to do the
tasks more smoothly and quickly. Each of the part consists of different wings. Two parts are:

1) Human Resource Department-1

2) Human Resource Department-2
3.1 Human Resource Department 1:
It consists of five wings and two units
Wings
1) Planning Promotion & Transfer Wing (PPT Wing)
2) Recruitment & Outsourcing wing (RO Wing)
3) Reward & Recognition Wing (RR Wing)
4) Organization & Development Wing (OD Wing)
5) Performance Management Wing (PM Wing)
OD Wing has two Units
1) Enterprise Resource Planning Unit (ERP UNIT)
2) Branch Office Services Unit (BOSU)
Each and every wings functions are different and many desks do these functions. Every desk is
guided by more than one Deputy Director and two Assistant Directors where they are supervised by a
Joint Director.ERP is an enterprise-wide information system designed to coordinate all the resources,
information, and activities needed to complete business processes. BOSU deals with unsolved and
delayed issues of different branch offices to resolve those issues quickly.
3.2 Human Resource Department 2:
1) Benefit & Administration Wing (BA Wing)
2) Training & Development Wing (TD Wing)
3) Performance & Discipline Wing (PD Wing)
Like as HRD-1 each and every wings functions are different and many desks do these functions and
same management is involved.

3.3 Organizational Structure of Human Resource Department

HRD- 1GM

DGM

PPT Wing

RR Wing

DGM

DGM

DGM

RO Wing

OD Wing

PM Wing

ERP Unit

BOSU

Figure 2: Organogram of HRD-1

HRD- 2GM

DGM

DGM

DGM

BA Wing

TD Wing

PD Wing

Figure 3: Organogram of HRD-2

3.4 Management of Human Resource Department

Separate General Manager for each part of HRD (HRD-1 & HRD-2) is responsible for all of the
affairs and business.
Human Resource department-1

Human Resource department-2

General manager

01

General manager

01

Deputy General manager

07

Deputy General manager

03

Joint Director

09

Joint Director

07

Deputy Director

13

Deputy Director

20

Assistant Director

24

Assistant Director

19

Officer

02

Officer

02

Table 1: Employed workforce in Human Resource Department

4.0Performance Appraisal System of Bangladesh Bank

Almost every organization in one way or another goes through a periodic ritual, formally or
informally, known as performance appraisal. Uses for performance appraisal have included equal
employment opportunity considerations, promotions, transfer, salary increases and training need
assessment. Bangladesh Bank uses its performance appraisal to assess the employee performance.
Performance Management Wing is responsible for all of the performance related functions.

4.1 Performance evaluation:

Performance policy and procedure making, performance planning, performance management, making
annual appraisal and evaluating/reviewing on PMS are the main function of the Performance
management wing.
The main objectives of this division are to measure the performance of employee. As BB is the
central bank of Bangladesh. Manpower is the main resources in the modern time. Qualified applicant
manpower is more powerful than unqualified applicant manpower. So performance measurement of
manpower is the necessary policy to make manpower as an important element. But this policy is new
in the HRD of Bangladesh Bank. Previously Bangladesh Bank followed ACR (Annual Confidential
Report) to measure performance of employee as a report basis which duration is April to march. At
present BB follows PMS (Performance Management System) because of some limitations of ACR.
They are-

ACR is subjective , not objective

It is only a one-time evaluation system, so perfect performance measurement is not possible
Focuses on recent activity
No recorded system for tracking performance

For these limitations PMS has replaced the ACR system to identify actual performance and level of
skill of employees of Bangladesh Bank. Comparisons between ACR and PMS are -

ACR

PMS

Annual event

Continuous event

Superficial evaluation of competencies

Specific evaluation of goals &

& personality
Loosely associated with organizational

competencies
Process allows

objectives
Supervisor is in the control of the

organizational objectives
Process runs with the involvement of

process

supervisor & employees

without

involvement

of

for

alignment

with

individual employee

Table 2: Difference between ACR and PMS

4.2 PMS (Performance Management System)
From 2007-08 Bangladesh Bank started to use PMS fully to evaluate employee performance. As a
result from the beginning of the year according to every offices/departments work area annual activity
goal and according to level of personnel specific competencies at the end of the year (31 March) are
determined. PMS has 4 steps including four respective forms to evaluate performance. They are:

PPF

APF

PMS

EBR

HYR

Figure 5: Four Forms of Performance Management System

1)
2)
3)
4)

Performance Planning Form (PPF)

Event Behavior Result Form (EBR)
Half Yearly Review Form (HYR)
Annual Performance Appraisal Form (APF)

4.2.1

Performance Planning:

Head of Department/office set up the attainable goals according to Bangladesh Banks policy and
objectives. Goals cannot exceed more than five. For this PPF (Performance Planning Form) is used.
Both evaluator and evaluated person must signature on PPF to agree on defined goals. Goals of every
employees and personnel must be set up within 31 March and send to HRD-1 within 7 April. To
measure the performance of the employee, there is a systematic rating system after setting the goal to
evaluate the employee's performance. The main point of the evaluation is:

4.2.2

Timeliness (Target date)

Quality of work
According to policy/ system/ guidelines
Evaluation/ perfection/ suggestion/ recommendation

Event Behavior Result:

Positive attitude of an employee to fulfill objectives or negative attitude which indicates negative
performance, this attitude is shown in the EBR form to evaluate performance continuously in the
whole year.
If there are any linkage to show the performance then the performance dept take steps to give them
coaching, counseling, training & so on to improve their quality. EBR measure performance by the
following things:

4.2.3

Event: for which a person will work

Behavior: On the basis of an event a person what does and in which way. It also includes
avoid events
Result: where the result is applicable and perfect
Half Yearly Review:

To decide any change in planning for goals for the next half of the year at the middle of the year
evaluates performance. Working planning schedule is reviewed here. Any negligence to complete
duty requires training or threat to complete the work within specific time. For this Half Yearl Review
Form (HYR Form) is used.

4.2.4

Annual Appraisal:

APF (Annual Performance Appraisal Form) is used at the end of the year and calculate the annual
performance results on the basis of whole year evaluation by using three other forms. In APF
performance marking is done based on two factors-

1) Goal: Maximum five goals are set in the beginning of the year.
2) Competency: Different ten competencies on the basis of different positions of personnel are
used.

Final performance evaluation has following instructions to follow

Four colored form are used to evaluate performance of different positions personnel.
For different positions personnel separate marking are allocated for goals and competency

Serial
No
1

Designation

Goals

Officer, AD and same level personnel

120

Competencie
s
80

DD, JD and same level personnel

100

100

DGM and same level personnel

100

100

GM, ED and same level personnel

80

120

Table 3: Mark Distribution on Goals and Competencies for different Positions

Two evaluators evaluate the performance separately

Final result of goals and competencies are graded on the basis of total given numbers

Percentage

Grade

91% and above

81% to 90%
71% to 80%
61% to 70%
60% and below

Excellent
Very Good
Good
Satisfactory
Unsatisfactory

Table 4: Grade Distribution on the Given Numbers

4.2.5 Modernization of PMS

Change in PMS
For some difficulties and limitations in 2007-08 PMS; more user friendly, easy and modern PMS
system has developed on 29th December, 2011. This new PMS will be applicable from April-March,
2012.
Reasons for changes
Flexibility
Unwillingness to fill up large form
Lack of participation
Structure of form is large and not understandable to users
Difficult to calculate the result
Main Changes
Every forms and competency dictionary has transformed from English to Bengali language
Forms page number has reduced
Calculation of performance result becomes easy

Moderation Committee
To ensure perfect and neutral performance evaluation a moderation committee is developed by the
head of department/office. From officer to JD or same position personnel are under the departmental
moderation. GM or Office Head is the chief of the Moderation Committee. This committee includes
three members

Designation of

Moderation Committee

Moderation Committee

Moderation Committee

evaluated personnel

Member-1

Member-2

Member-3

Officer

AD/DD

JD

JD

Assistant

DD/JD

JD

JD

Director(AD)
Deputy Director(DD)

JD

JD/DGM

DGM

Joint Director(JD)

DGM

DGM

DGM

Table 5: Members of Moderation Committee for Different Positioned Evaluated Person

In this method Bangladesh Bank give the promotion to the employees according to their rating
performance. After receiving the APF for the final measurement moderation committee is to be made
by the HOD to make the system/dept more logical through biased information (Within dept to dept) if
there have any linkage, the upper level authority make a committee EMT (Executive Mgt Team) to
reduce such linkage.

4.3 Problems in performance appraisal system:

This system only provide performance rating, cannot identify the strength or weakness area
of individual employee.
Unable to identify any lacking of doing tasks of employees to improve them.
This system has opportunity to show biasness of appraiser toward appraise to evaluate
performance.
Problems with evaluation standards arise because of perceptual differences of different
appraisers.
Performance results only used for only promotion of employees not for training &
development program or other functions of HRD.

5.0Training and Development Program of Bangladesh Bank

This activity is under the Training and Development Wing. Basic function of this wing is to analyze
the training needs of the employees; data are collected from various departmental offices of BB &
outside of BB. BBTA helps to select candidates, to make yearly calendar for training. Training wing
helps to evaluate training program, to help making curriculum, to identify new fields of training & to
collect data from internal &external organization.

If any training is required for the organization, proposal comes from BB governor or Ministry of
finance. It is divided into two parts:

Internal Training

External/Overseas Training

5.1 Internal training or local training:

It is required to make the employees more efficient, knowledgeable & skillful. BB has a training
institution which is called -BBTA (Bangladesh Bank Training Academy).BBTA is not a separate
institution, it is one of the departments of BB. Local training is provided in two ways-

Non-BBTA: training from BIBM, BPATC (Savar), BARD (Comillah) etc.

BBTA: training arranged by BB.

Training Calendar for every coming year on the basis of subject or topic category is made by BBTA
consulting with all the department offices of BB. But all the decisions related with selecting training
programs are made by BBTA. Then they invite the name of participants from various department of
BB for each course.
New Local Training Courses for 2012

Program

Training Courses

No.
1

Foundation Training Courses for new employees

Modernization of Cash Management

Banking Laws & Regulations

Integrity & Anticorruption

Micro Credit & SME Financing

Treasury Management

Risk & Internal Model Approach for Market Risk

Risk management in central banking

Present and future challenges of BB

10

Formulation and implementation of monetary policy

11

Presentation skill development

12

Procedure of filling a suit and technique of court procedure

13

Islamic banking & finance

14

English proficiency and communication skill development

15

Insurance business in Bangladesh

16

E-commerce & e-banking

17

Techniques of Head office inspection and report writing

18

Enterprise resource planning

19

Banking packages

20

Enterprise data warehouse

21

Networking packages

22

Key Activities and Current issues of Bangladesh Bank

23

Bank Supervision Methodology

24

Computer Appreciation

25

Safety/security crisis management

Interaction between monetary and fiscal policy : current issue &
evidence

26

5.1.1

Training Need Analysis:

Recently HRD has started to make Training need analysis. For this purpose they invite comments of
all departments/offices of BB about their training needs. All departments provide statement for
coming year which trainings are needed for departments employees. This statement developed
without any specific system or on the basis of employee performance level. On the basis of
departments all employees common poor performance area this statement is developed, all of the
decisions related this functions base is employee observation. HRD analyze the information &
consult with BBTA to make Annual Training Calendar. Recent issues are emphasized to add new
training programs to the Annual Training Calendar.

5.1.2

Trainee Selection process-local:

Until now fully no performance evaluation is used to identify a trainee. The process of trainee
selection is

At first on the basis of training subject related departments are chosen. Those respective

departments nominate employees.

This selection system has no structured means to choose a trainee.
Number of trainee is chosen on the basis of BBTA/other requirements and subject to be

trained.
Trainees are chosen on the basis of following criteria Related department employee
Eligible with criteria provided by trainer
Previous training experiences
Then nominated employees list is provided to BBTA.

5.2 External or Overseas Training:

This training is for AD above positions. For this training BB signed Memorandum with Thailands
AIT only. AIT provides both customized and their own scheduled training for BBs employees with
lower expense. Office management by IT, SAP application, and IT devices is common area to
provide training by AIT.

Besides this, Bank Superficial, Foreign Exchange Dealing, Foreign Exchange Policy, Accounts &
Budgeting, HRO, Monitory & Fiscal policy Issue are the area of foreign training. World Bank,
International Monitory Fund, Asia Development Bank, IDA, IDB & the central bank of the different
countries are the sources of overseas training.
New External Training Courses for 2012

Program
No.
1
2
3
4
5
6
7
8
9
13
14
15

5.2.1

Training Courses
Microfinance/SME
Online reporting
Global financial courses: supervisory challenges and new financial
regulation
Environmental risk management
Securitization
Lease financing
Public Private Partnership
Mobile and Banking in Bangladesh
Executive Development Seminar (Topics to be selected at Higher
Management level)
Foreign Direct Investment(FDI) and Portfolio Investment in
Bangladesh
Factoring of Loans and Receivables
Green Banking Opportunities and Initiatives in Bangladesh

Trainee Selection process-External Training

After getting the invitation from such overseas training sectors, BB makes a committee which is
called Selection Committee. DG, ED of HRD are the member of the selection committee .Then the
committee takes the decision which criteria is matched up with the offer & also selected employees
for training. The selection includes Educational qualification,
Travel experience,
Giving a chance & so on.

But this resolution must be approved by the Governor. Mostly Malaysia, Thailand, Pakistan,
Indonesia, and India are the country of foreign training provider for BB employees.

6.0Findings
Employee performance may be related to numerous factors within the workplace, such as overall job
satisfaction, knowledge, and management. But there is a definite relationship between training and
performance, as training programs can address numerous problems that relate to poor performance.
In Bangladesh Bank performance appraisal result is only used for promotion only. It has no direct
relationship to other functions of HRD. No performance appraisal record is used to select trainee and
provide them training. It is not possible as performance appraisal system cannot identify the
poor/good performance in specific area of works of an employee. So perfection in TNA is not
possible for every individual employee. So the relationship strength is almost zero between
performance results and training & development programs of Bangladesh Bank for their employees.
6.1 Problems Identified
Performance appraisal system is not able to identify the strength or weakness area of

individual employee.
Problems with evaluation standards arise because of perceptual differences of different

appraisers.
No Training Need Analysis is done for individual employee to know their individual training

need.
Training need is determined on the basis of assumption and observation of supervisors.

7.0Recommendation & Conclusion

7.1 Recommendation

In this part of recommendation, some aspects have come out while working as an intern at BB. These
are related to Human Resource Department of BB and thus are placed in the list of general
recommendation.

Performance appraisal system should include the individual employee performance

assessment system.
Performance appraisal system should be able to rank the employees special work areas to

identify specialization on the basis of respective job area.

Way of communication should be improved between supervisors and employees to observe

the employees skill more accurately.

Performance evaluation results should be used not only in promotion but also in transfer,

training, incentive giving (e.g. providing increment) to the employees and career planning.
Training need analysis should be based on employees current performance level.
Poor performance areas should be focused to design a training course.

7.2 Conclusion

As a central bank, Bangladesh bank has a great role to survive the other NCBs and private banks in
different kind of administration. Human Resource Management is one of the vital administrative
points of view to control the whole banking system. If Bangladesh Bank can implement the worldclass human resource management system, it can motivate and convince the other NCBs and private
banks to update their administration for human resource management. For this at first making
employees more efficient and effective is essential which requires proper training of employees.
Effective training targets the gap between what is expected and what is currently being done so it
makes easy to reach goals. Training programs related with performance level increase an employee's
job knowledge and job satisfaction. So by providing proper training on the basis of performance
results will make stronger position of Bangladesh Bank with rich qualified employees.

Bibliography
1. www.BB.org.bd.com. (n.d.).
2. (n.d.). Bangladesh Bank Order- 1972 .
3. Bangladesh Bank Staff Regulations. (2003).
4. Cynthia D. Fisher, L. F. (6th Edition). Human Resource Management.
5. Dessler, G. (12th edition). Human Resource Management.
6. Lawrence, P. (n.d.). The Importance of Having a Performance Appraisal Program,
Part I .

Appendix-A
Format: Annual Performance Appraisal Form (For Officer, AD and same positions personnel)
It consists of four pages. Different color and different competencies are used for different position.
First page: Direction to use the form.

Second page: Evaluation on the basis of quality of goal completion

Third Page: Evaluation on the basis of employee competency

Fourth Page: Includes the Competency Dictionary