Report on: “Effectiveness of the Training & Development in GrameenPhone Limited.

Course Title: Training and Employee Development

Course code: HRM 4254

Section: A

Submitted to,

Dr. Mohd Hasanur Raihan Joarder

Professor,

School of Business and Economy

United International University

Submitted by,

Name ID
Syeda Sadia Anwar 111 153 037
Sheikh Sumaiya Ahmed 111 162 103
Tabassum Akter 111 172 076
Asma Akila Oishi 111 172 093
Md. Yeasin Khan 111 171 231

Date of Submission: 29th September 2020

 LETTER OF TRANSMITTAL

29th September 2020

Dr. Mohd Hasanur Raihan Joarder
Professor
School of Business & Economics (SOBE)
United International University

Subject: Submission of a report on Training & Development Practices and its

effectiveness in an organization- “Grameen Phone Ltd.”

Dear Sir,

With most respectfully thank you for giving us the opportunity to prepare a report on
Training and Development Practices of “Grameen Phone Limited” for our course HRM
4254.The purpose of this report is to know the Training methods and practices of an
organization that we have learned theoretically. By preparing this report, we have
learned a lot about how to make a complete report and effectiveness of training and
development practices of Grameen Phone Ltd company.

We have submitted this report for your kind appraisal. We could do it significantly
enhanced but due to time constraint it was not possible to submit it so widely. We are
thankful to you Sir for your assist in this regard. Thanking you in anticipation.

Yours sincerely,

Syeda Sadia Anwar

On behalf of the group members

 ACKNOWLEDGEMENT

At first, we would like to express our deepest gratitude and humble submission to the
almighty Allah for the support we would to be able to complete a huge task of preparing
this report within the scheduled time.

We would like to take the opportunity to express our gratitude to our honorable course
instructor Dr. Mohd. Hasanur Raihan Joarder, Professor, School of Business &
Economics (SOBE), United International University whose direction, guidance and support
helped us a lot to complete this report.

Now, this is a little effort to show our gratitude towards the people who have helped us
directly and indirectly to complete our report. We would like to thank Israt Jahan, Junior
Trainee, GrameenPhone Ltd to provide us the information that we needed for this report.
In addition, we would like to thank many people, especially our fellow students in this
course and group members, who have made valuable contributions to this report, which
worked as an inspiration and motivation while working and completing this report.
 EXECUTIVE SUMMARY

Training and Development is one of the important part of Human Resource and also
considered as motivational factor associated with organizational success. To be competitive
an organization, must pay attention to conduct and form the appropriate training policy and
practices for Human Resource to attract and retain the competitive workforce in an
organization and make the best out of it for the ultimate organizational benefit and progress.

The purpose of this report is to know the importance of training practices and efficiency of
training and development in an organization and also develop a blueprint of
the organization's training methods, and then use as a guideline to develop and grow the
skill and capability of their employees. The intended report gives some ideas regarding
effective training and development practices of Grameen Phone Limited.

The report is conducted on the basis of Eight chapters : i) Overview of Report, ii)
Company overview, iii) Theoretical Aspects of Training and Development, iv) Key
areas of employee training and development of the organization, v) Training methods
of the organization, vi) Organizational evaluation on the effectiveness of the training
process, vii) Literature Review and viii) Conclusion & Recomendation.

This report is mainly based on primary data, secondary data and review of secondary
literature and theoretical knowledge of class lectures.

The broad objective of this report is to get a clear picture of Training and Development
practices and overall Training modules and activities of the selected organization and
conducting the comparative analysis between the training practices of this organization &
theories we learned from this course named - “Training & Employee Development”.

The findings of this report presents a clear concept of how an organization in Bangladesh
is practicing and implementing the Training process to achieve their own organizational
benefit and build their workforce with full of skilled and motivated employees.

______________
 Table of Content
Topic Page Number
Chapter-1 (Overview of Report)
1.1 Introduction
1.2 Background off the Report 1-3
1.3 Objectives of Report
1.4 Significance of Report
1.5 Limitation
1.6 Methodology of the Report

Chapter-2 (Theoretical Aspects of Training & Development)

2.1 Training and Development 4-8
2.2 Importance of training and Development
2.3 Effective Training and Development Program increase in efficiency
Chapter-3 (Company Overview)
3.1 Company Profile
3.2 Mission
3.3 Vision & Value 9-12
3.4 Training and Development in Grameen Phone Limited

Chapter-4 (Key areas of employee training and development of the

organization) 13-16

Chapter-5 (Training methods of the organization) 17-21

Chapter-6 (Organizational evaluation on the effectiveness of the training

process) 22-25
6.1 Evaluating Training Effectiveness
6.2 Ways they follow for evaluating training effectiveness
6.3 Grameenphone using CIPP (Context, Input, Process, Product)
as summative assessment
Chapter-7
7.1 Literature Review 25-28

Chapter-8
8.1 Recommendation 29-33
8.2 Conclusion
8.3 References
8.4 Appendix
 Chapter-1

Overview of Report
 (1.1) Introduction:
The goal of conducting the report is to analyze the training and development process and policies
of human resource departments of an organization. Here we select one of the popular company in
Bangladesh, which is given below;

• Grameen Phone Limited

Grameen phone Ltd. is a leading provider of telecommunications services of Bangladesh.
Grameen phone Ltd. is the leading Telecom operator in Bangladesh where a strong & organized
Human Resource Management internally called as ‘People & Organization’ is always working
for the formulation HR strategies for the betterment of the employees as well as to achieve the
ultimate organizational goal. Grameen phone Ltd. takes its employees as human capital.

 (1.2) Background of the Report:

As we are making this report about Training and Development of an organization, it helps us a
lot to know more about training methods and practices so that through this report we can expect
to gather good knowledge and understanding on the overall practices & activities associate with
effective training process performed by Grameen Phone Ltd in Bangladesh’s human resource
division.

We have collected all the necessary and relevant data from various primary, secondary sources.
After our hard labor, it has become possible for us to make the report comprehensive and factual.
The data is truly and strictly confidential and no one can use its components in full or partial.
This study of this report reveals the major characteristics of organizations implementing Training
areas and process how it is benefiting the organizations current and future success.

Once again we would like to thanks our course instructor to give us the opportunity to gain some
new experience from this report and everyone who has helped and encouraged us in the process
of preparing this report.

1
  (1.3) Objective of the Report:
The main objective of the report is to find out the effective training and development process,
areas of an organization and then evaluate them. Human Resource strategy represents key
decisions which are made to shape and also guide Training programs. Training programs can
help workers to increase their efficiency levels, improve quality and thereby increase sales for a
company. Training program results in- reduced supervision, reduction in wastage, less turnover
of labor, helps new employees, union management relations, better career opportunities, high
rewards, increased motivation, group efforts, promotion etc.

The Explicit objective of the report is to fulfill the academic requirements of BBA program. The
implicit but the major purpose of the report is to become familiar with the Grameen Phone and
their methods regarding training and develop their human resource.

The objectives of the organizations help us to assess the how Training can help to achieve the
desired profit within a specific period of time.

 (1.4) Significance of the Report:

The significance of doing this study in teams involved us of doing team work. In this learning
we came to knew that, Training is the acquisition of knowledge, skills, and competencies as a
result of the teaching of vocational or practical skills and knowledge that relate to specific
useful competencies. Training has specific goals of improving one's capability, capacity,
productivity and performance. It forms the core of apprenticeships and provides the backbone
of content at institutes of technology (also known as technical colleges or polytechnics).
Training programs can help workers to increase their efficiency levels, improve quality and
thereby increase sales for the company.

2
  (1.5) Limitation of the Report:
We had some limitation while preparing this report. The major limitations we faced the most in
making our report are listed below.

We had to complete this report within a very short span of time (2 months) that was not
sufficient for investigation of three organizations.
Insufficient secondary resources and information.
As an online observer it was quiet difficult for us to collect all the information regarding
the questions in a short time-period.
The organizations had followed some private policy so that they did not disclose all
relevant information regarding training methods.
The main problem was the pandemic “Covid-19”. During this time all the organization
were locked down so that most of them didn’t appreciate us to visit them . So most of the
information we collected via online interviews and mails.

 (1.6) Methodology of the Report:

To collect this information it is important to find out the correct sources and collecting to
the point information is the most challenging tasks of any report. To conduct the report we
have to collect both primary and secondary data. The following sources have been used for
the purpose of collecting the data:

Topic Selection: Our topic have selected by the course instructor Dr. Mohd
Hasanur Raihan Joarder.
Primary Data:. Due to Covid-19 primary data collection is being difficult for all of
us so that we personally communicate with the employee of GrameenPhone
Limited.
Secondary Data: Some sources are listed below-
 Class room lectures, relevant other books.
 Journal & other various report regarding Training and Development
practices of Organization.
 Internship reports on Training & Development practices.

3
 Chapter-2

“Theoretical Aspects of
Training & Development”

4
  (2.1) Training & Development:
Training: Training is a planned effort by a company to facilitates learning job-related
competencies, knowledge, skills or behaviours by employees. The goal of training is to master
the employee knowledge, skills and behaviours emphasized in training and apply it to their day
to day activities.Training prepares employee from different culture backgrounds to use new
technology, functions of new work system, communication -cooperation process and motivate
them to do better in their workforce. Training often is considered for new employees only. This
is a mistake because ongoing training for current employees helps them adjust to rapidly
changing job requirements. Training has specific goals of improving one's capability, capacity,
productivity and performance.

According to Wayne Cascio- “Training consists of planed programs undertaken to

improve employee knowledge, skills, attitude, and social behavior so that the performance
of the organization improves considerably.”

Development: Development is similar to training but tends to be future focused. It refers to

formal education, job experiences, relationship, assessments of personality, skills and abilities
that help employees to prepare for future jobs and positions. Formal training and
development: Formal training and development refers to programs, courses, and events that are
developed and organized by the company. It includes face to face training programs as well as
online programs.
Objective of the Training Program:
The quality of employees and their development through training and education are major
factors in determining long-term profitability of telecom business. Training often is held for
new employees and existing employees in this company. Cause the technology of telecom
business changes frequently. The long term objectives are –

Increase productivity and reduce employee turnover.

Increase efficiency resulting in financial gains.
Decrease need for supervision.
To adapt with the organizational culture.

5
  (2.2) Importance of Training and Development:
A company might have different types of business but to achieve its competitive advantages in
the market a company must need training practices because it helps to grow a business and
improve customer service by providing employees with knowledge, skills that they need to be
successful.

Training &
Development

Employee Organizational
Benefits Benefits

1) Employee Satisfaction 1) Market Growth

2) Employee Performance 2) Employee Retention

3) Employee Competencies 3) Organizational

Performance

Importance of training for employees:

Training prepares employee from different culture backgrounds to use new technology, functions
of new work system, communication -cooperation process and motivate them to do better in their
workforce. Employee training and development programs accomplish its goals by making
employee knowledgeable, skilled and also it have optimistic consequences on employee and
organization. The organizations which are using employee training and development programs
are getting positive results from their employees in their workforce.

6
Training effects on behavior of employees and their working skills which resulted in enhanced
employee performance. The efficiency of training vary regarding the training transfer technique
and the skill being trained.

When the companies provide the training and development programs for their employees are
achieving high level of employee satisfaction and low employee turnover. Training increase
organization’s reliability for the reason that employees recognize their organization willingly
spending in their future career.

Importance of training for an organization:

Training has been defined as mainly contributing factor to the organizational effectiveness and
investing in training and development program can be justified by the impact it creates to
developed individual and organizational effectiveness. Work-related performance and attitudes
mainly depend on the perception of the employees as the employees think that their
organizations are taking care of them by providing training so they think they are valuable to
their organization. As a result, they put their best in their work place after having the training.

An effective design of training program can also increase retention among employees. Employee
retention is a volunteer move by organizations to create an environment which involves
employees for long term.

Employee training and development programs not only increase the profit of organizations but
also provide difference within their native market.

Companies need to provide managers with the tools to improve employee engagement on all
levels and training is one of the most effective of these tools. Managers play a vital part of the
process when company train employees is to empower them to support employees after the
training program ends. Managers’ influence on employee engagement, it’s important that they
feel empowered to improve employee training.

7
  (2.3) Advantages of effective training program to the company Increase
in efficiency:

Training programs can help workers to increase their efficiency levels, improve quality and
thereby increase sales for the company.

Training helps new employees: A person, who is totally new to the company, has no
idea about its working. Training helps him to understand what is required from him and
helps him to adjust to the new environment.
Union management relations: When employees are trained and get better
career opportunities. The union starts having a possible attitude about the management.
They feel that the management is genuinely interested in workers development. This
improves union management relations.
Better career opportunities: Training programs provide the latest information,
develops talent and due to this the employee is in a position to get better jobs in the
same company or other companies.
High rewards: Effective training programs result in improved performance. When
performance appraisal is done excellent performance of the employee is rewarded by
giving him incentives and bonus.
Increased motivation: Employees who have been trained are generally more confident
as compared to others. Since their efforts will be rewarded in future they are very much
interested in improving their performance. Therefore we can say that their motivation
levels are very high.
Promotion: People who attend training programs learn from them and improve
themselves are generally considered for promotion. Thus training increases chances of
promotion.
Less turnover of labor: One of the advantages of the training program is that it
increases the confidence of employees and provides them with better career
opportunities. Due to this employee generally do not leave the company. There by
reducing labor turnover.

8
 Chapter-3

“Company Overview”

9
  (3.1) Company Profile:

Grameenphone, part of the Telenor Group, is the largest telecommunications service provider in
Bangladesh connecting more than 70Mln customers to what matters most to
them. Grameenphone Limited is an existing company, and is the leading cellular service provider
in Bangladesh operating a nationwide. Over the past few years the use of cell phone brought
about tangible changes in the lifestyle of the people of Bangladesh. Today, a cellular phone is a
mere necessity. From a small retail trader at Karwan Bazaar to a remote villager uses cell phone.
Grameenphone (GP) has been established to provide high quality GSM cellular services at
affordable prices. In addition to providing prepaid and postpaid cellular phone services, the
company also assists in a -Village Phone- service by being the sole provider of
telecommunications services to the Village Phone operators. The Village Phone service provides
rural connectivity to approximately 30 million people. Grameenphone’s total capitalization was
US$120,000,000; including around US$50 million from IFC/CDC, and the Asian Development
Bank (ADB).

Grameenphone Limited, the number one and leading mobile phone company in the area of
telecommunications in Bangladesh. Of Six mobile operators, Grameenphone Limited managed
to grab 43.9% of the market share only by providing cost-effective & best service available in
the market of mobile telecommunication. It has made its expansion not only in the urban areas,
but also it stretched its network in the rural areas for the economic empowerment of the rural
people with its largest network. The other competitor of grameenphone are Citycell, Robi and
Bangla Link. Among them the services of Grameenphone appear to be comparatively better in
terms of nationwide networking, customer handling, trouble shooting, billing system etc.

10
  (3.2) Mission:

We will lead the industry and exceed customer expectations by providing the best wireless
services, making life and business easier.

“We’re here to help our customer.”

Basically, they exist to help their customers get the full benefit of being connected. Their success
is measured by how passionately customer promote grameenphone.

 (3.3) Vision and Value:

Grameenphone Ltd’s vision is “Empower societies”. They provide the power of digital
communication, enabling everyone to improve their lives, build societies and secure a better
future for all.

Figure: Vision &Value of GrameenPhone Limited.

11
Values:

Make it Easy: Everything we produce should be easy to understand and use. We should
always remember that we try to make customers’ lives easier.
Keep Promises: Everything we do should work perfectly. If it doesn’t, we’re there to put
things right. We’re about delivery, not over-promising. We’re about actions, not words.
Be Inspiring: We‘re creative. We bring energy and imagination to our work. Everything
we produce should look fresh and modern.
Be Respectful: We acknowledge and respect local cultures. We want to be a part of local
communities wherever we operate. We want to help customers with their specific needs
in a way that suits way of their life best.

 (3.4) Training and Development in Grameen Phone Limited:

Grameenphone Ltd. takes its employees as human capital. The quality of employees and their
development through training and education are major factors in determining long-term
profitability of telecom business as Grameenphone.

Training often is held for new employees and existing employees in this company cause the
technology of telecom business changes frequently. The long term objectives are increased
productivity, reduced employee turnover, and increased efficiency resulting financial gains,
decreased needs for supervision, to adapt with the organizational culture.

Employee training is the planned effort of Grameenphone to help employees learn the job related
behaviors and skills they will need to do their job properly. It is a set of planned activities of
Grameenphone that will have their employees complete in order to increase their job knowledge
and skills and to have them get accustomed to the attitudes and social atmosphere of the
company.

12
 Chapter-4

 (4.1)The key areas of employee training and development of

Grameenphone:
Training and Development is a vital issue of Human Resource Management. By practicing
Training and Development process, any organization can improve its performance and also
activity level. Grameenphone believes that employee is the asset for the company so they do care
and provide all types of training related workshop, seminars just to motivate them.
Grameenphone thinks that, Training is the part of development and this development can be
done by Experience, education and exposure, if employees do well in their growth of career they
send them to Telenor academy to have a unique training from them for the leaders. Their training
process is flawless in terms of performance. They provide flawless training in case of
development, if the employee’s performances have satisfying consistent growth over previous
trainings. Participants are expected to have behavior change after training in their work fields.

Training process:
Training/Probationary Period: Usually the first six months act as the probationary period for
the fresh recruit. This also acts as the training period for the employee. In these 6 months, the
employee is usually not allowed to work in any real-life projects and based on the level of
expertise they are induced to the real-life projects. In these 6 months, the employee is tested
indirectly and monitored and his/her caliber judged and hence the management takes the decision
of where to place him.

The employees get two types of training:

1. On the job training

2. Off the job training

13
 1. On the job Training:
On the job training normally focus on giving the training within the normal working environment
which can help employee to experience practical sense of the job. Along with that, practical or
real world can give the actual level of learning which can’t be accrued by the other methods of
training. Through on the job training, employee can face or habituated the workplace
environment which is another great advantage of On the Job training. In Grameen phone follows
some sort of on the job training program for their employee but not for all the employee. Its
depending on the behavior and types of working they categorized the training methods. On the
job Training is for the Call Center Agent, Territory officer, technology department so on. Among
the category of the on the job training Grameen phone usually follow three categories of on the
job training methods, Coaching, Mentoring and job rotation.

Coaching: coaching, particularly more collaborative and participative rather than other
training methods, there is a friendly and cooperative relationship between the supervisor
and the trainee which encourage skills development. In the coaching process Grameen
Phone usually do, to give the opportunity to the employee to think and solve the
problems.
Mentoring: Mentoring particularly continuous relationship between senior and junior
level employee with guides provided by the organizations polices and systems. Basically,
mentoring focusing on the environmental adaptability. In the process of mentoring
Grameenphone usually do to explore the sharing with the fellow colleagues on different
issue, make them capable to solve their issues.
Job rotation: A job rotation is a technique in which employees are moved between two
or more jobs in a planned manner. Here Grameenphon’s main objective is to expose the
employees to different experiences and wider variety of skills to enhance job satisfaction
and to cross-train them.

14
2. Off the job Training:

Orientation Training: When a new employee joins the company, s/he needs to be
introduced to his/her job as well as to the company. The objectives of the orientation are
to welcome the incumbent, orient him/her about the company’s vision, purpose, values,
shareholders, service rules, divisional activities etc. This makes a new recruit feel s/he is
part of the Company. Orientation program includes brief ideas about the company, its
vision, mission and goal which is very important for the employees to understand because
the goal of different department and ultimately the goal or target of the employees are set
according to the goal of the organization. They are also introduced with the Customer
Service (CS) department and given a brief idea about the department.

Code of Conduct (COC) Training: A Code of Conduct is clearly defined regulations

adapted by the company and are approved by the board of directors for securing good
business ethics and conduct all aspects of company’s activities. The code of conduct is
properly communicated to all the employees, the very day they join in the organization
who are strictly required to abide by it.

Training on Corporate Culture: In this segment of the training session, the trainees are
given idea about the corporate culture of Grameenphone. They are also notified about
formal dress code for males from Saturday to Wednesday and ‘Smart Casual’ in
Thursday and for females there is no fixed dress code but one thing they have to maintain
is that the dress must be ‘Modest’ according to our local values and customs.

Product and Service Training: Since the newly recruited customer managers have to
serve the valued customers over the phone, answer various questions about products,
services and their costs, at first, they need to have a very clear idea about the products
and services the company offers. This training is conducted throughout the whole training
session.

15
 Training on Different Software’s: The trainees, when they will be on productions, will
have to operate different types of tools and software’s to execute the subscribers’ query
and requests. So, there is computer training in between the two weeks. The CS
Department uses various types of tools and software’s to control or view the profile of the
subscribers. For example, MINSAT and CCAS for controlling prepaid subscribers, BSCS
and CCAPS for postpaid subscribers. Moreover, they use CRM for keeping track of the
subscriber’s query, complain and request. So, software training is a crucial part of the
whole training session.

Development process
Development Steps for employees Workplace Environment: Frank Lloyd once wrote, “Show me
your workplace and I know how you work”. As a global company, GP always keep in mind that
the design, layout, color inside the office space will affect the minds of its employees and
customers. To influence and motivate the employees to work efficiently and to give them a
healthy working environment, GP took extra concern. The layout of the office has been used to
develop organizational forms that are team- oriented. Gives better communication and better
interaction among all of the employees. GP want to create harmony, among its people and with
its technology. Everything inside contributes to GP’s corporate image. GP is showcasing its
communication and networking system, power distribution process, backup power supply
process, building automation system, security system, lightning system and complementary
fixtures all under one roof.

Employee Motivation Factors: Provident fund, overtime, Health facilities, eight working hours,
Medical Insurance fund etc. are positive trends continued over the years in developing &
enabling flexibility for the employees. Today, a job at GP has become attractive to most of the
people in Bangladesh, among students as well. There are some facilities that the company
provided for employee motivation through Reward System, Performance Appraisal Programs,
Employee Events and suitable Promotion/ Career path etc.

16
 Chapter-5

 (5.1) Training methods of the organization:

Several methods can be used in an organization’s training to accomplish its objectives.

Grameenphone Ltd. classifies its training by on the job and off the job based and beside those
they also follow the following categories:

Different training program

Local Training

Inside GP Outside GP
(Overseas Training)

Equipment and tools for training:

Computers

High speed internet connection

Multimedia projectors

Sound system

White board

Notepads& other accessories

17
Included training program:

ORIENTATION TRAINING

CODE OF CONDUCT TRAINING

TRAINING ON CORPORATE CULTURE

PRODUCT & SERVICE CENTRE

TRAINING ON DIFFERENT SOFTWARES

MISCELLANEOUS TARNING

ATTACHMENTS

PASSWORD TEST

FLOOR HANDOVER

Miscellaneous Training:

The training session,

ion, taken by CS Department encompasses some miscellaneous issues,
which are directly related with the health, safety, security and environment of both the
employees and the organization. For example –training
training session on Fire Extinguishing is
conducted wherere the employees are taught particularly how to use fire extinguisher
equipment. They are given training on how to perform physical relaxation during work to
minimize work stress. They are also given training on first-aid
first related issues.

18
 Attachments:

Usually the above mentioned training program takes for the first 15 days of the training
session. In the rest of the days of the training, the trainees are usually sent to the different
floors of the contact center for attachment with senior colleagues for practical experience.
This time they gain practical experience about the job. Most of the time, they sit beside the
senior colleagues and learn how to deal with customers and to satisfy them. They also receive
calls from subscribers directly during this time and learn how to talk to them. This industrial
attachment is very helpful for the trainees because there is nothing like practical experience
and they come to know many different situations that are usually not covered in the training
period and not always possible to do.

Password Test:

After completion of the above mentioned training and Attachment session, a test named
‘Password Test’ is taken by the PM members or manager where trainees are asked different
questions about products, processes, tools and problems. Trainees, who successfully pass the
test, are given passwords for using various tools that they use to provide service to customers
when they are in production. Employees who cannot pass the test need to go through another
three days training session, where they review all the things over again. After that, they are
given the password for various tools.

Floor Handover:

After passing the ‘Password Test’, they are handed over to the production floors, to
respective teams and to their team leaders where they will be in industrial attachment for
some more days and finally included in the roster of production.

 (5.2)Training Needs Analysis:

Today's work environment requires employees to be skilled in performing complex tasks in
an efficient, cost-effective, and safe manner. Training (a performance improvement tool) is
needed when employees are not performing up to a certain standard or at an expected level of
performance. The difference between actual the actual level of job performance and the
expected level of job performance indicates a need for training. The identification of training
needs is the first step in a uniform method of instructional design.

A successful training needs analysis will identify those who need training and what kind of
training is needed. It is counter-productive to offer training to individuals who do not need it
or to offer the wrong kind of training. A Training Needs Analysis helps to put the training
resources to good use.
19
 Organization Analyis

Person Analysis

Work/ task Analysis

Performance Analysis

Content Analysis

Training Suitability

Cost Benefit Analysis

Need Analysis

GP conducted need analysis in their organization in a following way.

Conducting
ucting an Organizational Analysis:
Analysi
Determine what resources are available for training. What are the mission and goals of the
organization in regards to employee development? What support will senior m
management and
managers give toward training? Is the organization supportive and on- on board with this
process? Are there adequate resources (financial and personnel)?

Conducting a Task Analysis:

Interview is taken to subject matter experts (SME's) and high performing employees.
Interview the supervisors and managers in charge. Review job descriptions and occupational
information. Develop an understanding of what employees need to know in order to perform
their jobs.
Important questions to ask when conducting a Task Analysis:

What tasks are performed?

How frequently are they performed?
How important is each task?
What knowledge is needed to perform the task?
How difficult is each task?
What kinds of training are available?
20
 Observe the employee performing the job. Document the tasks being performed. When
documenting the tasks, make sure each task starts with an action verb. How does this task
analysis compare to existing job descriptions? Did the task analysis miss any important parts
of the job description? Were there tasks performed that were omitted from the job
description?
Organize the identified tasks. Develop a sequence of tasks. Or list the tasks by importance.

Cognitive Task Analysis:

Develop a model of the task. Show where the decision points are located and what
information is needed to make decisions and actions are taken based on that information. This
model should be a schematic or graphic representation of the task. This model is developed
by observing and interviewing the employees. The objective is to develop a model that can be
used to guide the development of training programs and curriculum.

Since the training is based on specific job tasks, employees may feel more comfortable taking
the effort to participate in training.

Conducting a Performance Analysis:

This technique is used to identify which employees need the training. Review performance
appraisals interview managers and supervisors. Look for performance measures such as
benchmarks and goals.
Sources of performance data:

Performance Appraisals

Quotas met (un-met)

Performance Measures

Turnover

Shrinkage & Leakage

Losses
Accidents & Safety Incidents
Absenteeism
Units per Day & Units per Week
Returns
Customer Complaints
Are there differences between high and low performing employees on specific competencies?
Would providing training on those competencies improve employee job performance?
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 Chapter-6
(Organizational evaluation on the effectiveness of the training process)

 (6.1) Evaluating the effectiveness of the training process of

Grameenphone:

Statistics prove that companies across the globe invest heavily in employee training and
development. According to Training Industry magazine, employee training and education spends
in the United States alone are growing incrementally by 14% every year. In addition to
enhancing knowledge and skills, measuring training effectiveness has proven to be an important
tool to boost employee engagement and retention. Results and measurements of past training also
act as critical indicators while planning future workshops.

Organizations should ensure that employees can demonstrate a positive impact of training
through improved productivity and overall skill development. With the growing focus on
continual learning and development, businesses are keen on identifying reliable metrics and
methods to measure the effectiveness and the ROI of such employee training initiatives. After
all, you would not want to deliver training that does not provide expected results.

Companies make large investments in training and education and view them as a strategy to be
successful; they expect the outcomes of training to be measurable. Training evaluation provides
the data needed to demonstrate that training does provide benefits to the company.
It involves formative and summative evaluation.

Evaluating Training Effectiveness-

As other organization GP also used most common methods such as Post-training quizzes, one-to-
one discussions, employee surveys, participant case studies, and official certification exams are
some ways to measure training effectiveness. The more data they collect on measurable
outcomes, the easier it will be to quantify your company’s return on investment.

Before training begins, it is helpful to plan what factors you will be measuring and how you will
collect these data. Fortunately, some proven methodologies for measuring training effectiveness
already exist.

Grameenphone is one of renowned company in Bangladesh. It is a multinational company they

continuously provides training their employees and also evaluate this their training methods that
how much effective it is.

22
(6.2) Ways they follow for evaluating training effectiveness:
Level 1 – Reaction:

This level measures how learners have reacted to the training, the relevance and usefulness of the
training. Use surveys, questionnaires or talk to learners before and after the course to collect their
feedback on the learning experience.

Topics to cover during your discussion:

 Was the course content relevant and easy to follow?

 Ask questions about the learning and key takeaways.
 Discuss the strengths and weaknesses of the program.
 Understand if the training was able to accommodate the learner’s pace and learning style.
At the end of Level 1, you should have a good understanding of how well the training was
received and determine any gaps in the training content.

Level 2 – Learning:

Measure the knowledge and skills gained by learners as a result of the training. To measure this
level, you can use a combination of metrics such as:

 Test scores during and after the training

 Evaluation of applied learning projects
 Influence on performance KPIs
 Course completion and certification
 Supervisor report and feedback
At this stage of evaluation, you will be able to determine. If the training is meeting its set
objectives, what are the specific skills that can be developed with this training, and the scope for
improvements in content and method of delivery?

Level 3 – Behavior:

Understand how the training has impacted the learner’s performance and attitude at work.
Evaluate how the training has influenced the learner’s performance and delivery at work by
using a combination of these methods:

 Self-assessment questionnaires
23
  Informal feedback from peers and managers

 Focus groups

 On-the-job observation

 Actual job performance key performance indicators (KPIs)

 Customer surveys, comments, or complaints

Topics to cover in assessment include:

 How has learning been implemented at work?

 Are the learners confident to share their new skills and knowledge with their peers?

Level 4 – Results:

Measure the tangible results of the training such as reduced cost, improved quality, faster project
completion, increased productivity, employee retention, better marketing leads, increased sales,
and higher morale. Key metrics to measure are:

 Improved business results

 Increased productivity and quality of work

 Employee retention

 Higher morale

 Customer satisfaction index

According to the type of training and their goals:

 Level 1 (Reaction) for all programs

 Level 2 (Learning) for “hard-skills” programs

 Level 3 (Behavior) for strategic programs

 Level 4 (Results) for programs costing over Tk.(***)

24
  (6.3) Grameenphone using CIPP (Context, Input, Process, Product)
as summative assessment:

CIPP can also be used as a form of summative assessment, to identify what went right and wrong
in a training course or program. Grameenphone now a days implements the CIPP for assessment
their training process. Here are some questions you may ask under CIPP:

1. Context: Did the training address our needs?

2. Input: Was the training well designed?
3. Process: Did the training stay on the right track? Why? Why not?
4. Product: How successful was the program in meeting our goals?

The CIPP model is a helpful way of determining the right type of training that a business or
organization needs and how best to implement and monitor it. That’s the reason along with all
the evaluation process they follow this method too.

Chapter-7

 (7.1) Literature Review

Employee Training and Development:

Training is a way in which the companies provides development and intensify the quality of
existing and new employees. Training is considered as a structured way of development and
learning that enhances an individual, organization or group. Therefore, training is a chain of
activities that leads to acquisition of skills and knowledge for the purpose of growing.

According to researchers, training increases an organization’s quality of goods and services by

enhancing the technical skills of the employees. Through training employees are not only
enhanced resourcefully, but it also gives the employees an opportunity to virtually learn their job
and perform more efficiently. Thus, training increases an employee’s productivity as well as the
productivity of an organization.

25
Development is the activities that leads to the acquisition of new skills and knowledge for the
purpose of growing. Development programmes is provided to the employees by the
organizations in order to increase their capabilities. In today’s business environment, employee
development is gaining an increasingly critical and strategic imperative in organizations. So,
organizations have to continuously invest in employee development for the purpose of
maintaining the employees as well as the organization’s success. Training and development must
be delivered and designed to meet all the needs of employees in a way that the employees will
not only be productive but also be satisfied. Training and development has a positive impact on
the employees to carry out their work more effectively, increasing their interpersonal and
technical abilities, team work, job confidence and work motivation.

Current Practices of Employee Training and Development:

The aim of every training and development program is to add value to human resource. The
program that is not adding any value should be abandoned. Training and development is the
tonic employees need to enhance their performance and potentials that will in turn enhance
organization’s effectiveness. The literature on employee training and development practices is
both diverse and extensive, particularly for the U.S. and many other developed nations.

Training and Development Practices in Japan:

Japanese companies place a great importance on employee retention, for which they provide skill
development and learning opportunities to their workers. There are two things that stand out in
Japanese training and development practice, which includes the systematic use of on-the-job
training and the content of employee on-the-job learning. Japanese training and development
practices are planned and executed in a diligent and disciplined manner at every level in the
organization. Training and development practices used for white collar employees in Japan are
quite similar to those for the blue collar workers.

26
Training and Development Practices in Canada:

Currently, because of global economic shifts Canadian organizations are facing a different set of
pressures, especially in the area of human resource management. Researchers observed that only
half of corporate HRM departments in Canada are involved in training and development
practices. In 1996, the Conference Board of Canada studied the training and development
practices of 219 progressive Canadian organizations and their report reveals that the sectors with
the highest level of training and development practices include oil and gas, finance, insurance,
real estate, and mining. Sectors with the lowest level of training and
development practices include education, health, and manufacturing.

Training and Development Practices in the United States:

Changes in the U.S. economy and labor pool have been impacting the work place in many
ways. For instance, the shift from manufacturing to services has led to more capital and skill
intensive industries. In such an environment, companies require that employees are capable of
not only technical service and product knowledge, but are equally capable of critical thinking
skills, teams building skills, job rotation, and learning abilities on the job. Unfortunately, a
“training gap” appears to exist in some of these skills and may be widening.

The American Society of Training and Development reported that most organizations train about
74% of their employees. Technical training accounted for more than 29% of training
expenditures in a typical company, while quality, competition, and business practices made up
only 5% and interpersonal communication 6% of training expenditures. Recent data indicates
that the size of many training departments is shrinking while the use of training sources outside
the organization is increasing. As training moves outside of the organization, training consultants
may develop programs that might not fit the organization’s training needs. This trend of
outsourcing could cause employees to perceive that training is neither valued nor effective. In
summary, it appears that the “training gap” in the U.S. work force reflects the competitiveness
of the U.S. market place. Experts estimate that between 42% and 90% of the U.S. workers need
further training to make them competitive.

27
Training and Development Practices in Arab Countries:

Arab countries have given more attention to training and development by agreeing that it is the
appropriate approach to overall development. But in many Arab organizations, training and
development practices are still not recognized as an important organizational function which
contributes to the organization’s success. Instead, it is viewed as a vacation activity or leisure
time which is given to the workers. Training and development is viewed as a waste of money and
time because it is based on western managerial principles and training programmes. In most of
Arab countries, training and development practices are not conducted in a professional manner,
in terms of TNA, nominating the trainees, implementing the programmes and evaluating the
programmes. It is seen as a stand-alone process or concrete event rather than an important part
of an overall organizational strategy of improvement.

Conclusion regarding literature on current practice of employee training and development

across nations:

The literature suggests that there are some important differences in training and development
practices across countries. It is worthwhile for both theory and practice to assess whether, and to
what extent, there are differences or similarities in the training and development practices across
nations. It also appears that there is a considerable gap between academic theories and
multinational enterprises' (MNEs') practices. MNEs pay little attention to international training
and management development.

28
 Chapter-8

 (8.1) Recommendation:

In this report we have talked about GP’s training process, what is required for recruitment &
training and so forth and also we have discussed about the training techniques.

As Grameen Phone Ltd is the leading telecommunication organization in this country, it is

very important for GP to recruit the right sales force for its operation. If they fail to recruit the
most efficient sales force, it will be not possible for the company to remain as the number one
mobile industry in the competitive market. And to remain as the number one mobile industry
Grameen Phone need to train its sales force more efficient and effective than ever before and to
do so, they will have to make the training technique more effective, more motivational and more
efficient.

 (8.2) Conclusion:
Employee training is the planned effort of an organization to help employees learn the job related
behaviors and skills they will need to do their job properly. It is a set of planned activities that
the organization will have their employees complete in order to increase their job knowledge and
skills and to have them get accustomed to the attitudes and social atmosphere of the company.

GrameenPhone Ltd thinks their employee as a human capital. To hold the number one position
in the telecommunication market GP needs to focus more on many strategies like business level
strategies, functional level strategies, global level strategies & corporate level strategies. In this
company HR department should give more concentration on employees’ rights and benefits. As
GP already uses many training methods and also concern about their employee performance
development so it is clear that effective training and development process is their one kind of
major concern to develop their employees skills and knowledge.

29
  (8.3) References:

Altarawneh, I. I. (2005). Training and Development Effectiveness: Practices, Roles and Impact
of Performance in Jordanian Banking Organizations .

Chris, O. (2011). Employee Training and Development in Nigerian Organisaitons:Some

Observations and Agenda for Research. Australian Journal of Business and Management
Research, 82-91.

Deller, J. (2019, April 4). 3 Best Methods to Evaluate Training Effectiveness. Retrieved from
https://kodosurvey.com/blog/3-best-methods-evaluate-training-
effectiveness?fbclid=IwAR1_YMZN0cMwIiDgUNZUVglE_lCVQXOG3Sg7o3NYVYw
DAzw7MA8ArL8hXu0#:~:text=1.,any%20training%20course%20or%20program

FOCUS ON SELECTION AND TRAINING PROCESS OF GRAMEEN PHONE LTD. (n.d.).

Retrieved from https://www.lawyersnjurists.com/article/focus-on-selection-and-training-
process-of-grameen-phone-ltd/

Grameenphone Limited. (n.d.). Retrieved from https://www.cdcgroup.com/en/our-

impact/investment/grameenphone-limited/

Grameenphone, Bangladesh. (n.d.). Retrieved from https://www.telenor.com/about-us/global-

presence/bangladesh/

Maimuna, M. N. (2013). THE IMPACT OF EMPLOYEE TRAINING AND DEVELOPMENT

ON EMPLOYEE PRODUCTIVITY. Global Joural of Commerce and Management
Perspective, 91-93.

Rahman, N. (2017, November 28). Training & Development of Grameenphone. Retrieved from
https://www.slideshare.net/NaimurRahman26/training-development-of-grameenphone

Training and development (GP). (n.d.). Retrieved from

https://www.healthcareers.nhs.uk/explore-roles/doctors/roles-doctors/general-practice-
gp/training-and-development

29
  (8.4) Appendix:

Questionnaires –

1. Key result area for Training and Never 1 2 3

Sometimes Always development function Never Sometimes Always
In your organization
Conducting training need analysis and
preparation of training calendar
Designing, developing training materials, and
implementing training & development
programs
Identifying and selecting training and
development providers, such as outside
instructors, in-house instructors, and
consultants
Designing and developing methods,
techniques, and criteria for measuring and
evaluating the effectiveness of training and
development programs
Analyzing, interpreting, evaluation data and
reporting conclusions to the relevant
management personnel
Advising and counseling to individual
employees on career planning and
development opportunities

2. Following methods used for Training 1 2 2

Never Sometimes Always Need analysis Never Sometimes Always
Of employees in your organization

Performance Appraisal
Interview
Test
employee suggestion
Questionnaire/Survey
Top Management Recommendation
Mention any other method you are using ------------------------------

30
3. Training Design and Implementation 1 2 3
Never Sometimes Always
Select the Trainer on the basis of In-depth
analysis
Give opportunity to internal Trainer
Conduct Training In-House
Select same venue for the Training
Outsource the Training program/ Part of
Training program
Circulate the Calendar of the training
program throughout the organization
Prepare the employee expectation list
before sending them for the Training
Use Motivational strategies to create
interest among employees
There are on the job Coaching program
where employees are helped to develop
their Capabilities

4. Aim of Training Evaluation 1 2 3

Never Sometimes Always
To determine whether the training and
development objectives are being met
To determine the effectiveness of the
different components of a training and
development program (e.g., content,
training aids, facility and environment,
program schedule, presentation style, the
instructor, etc.)
To determine whether the training and
development program justify the cost
To decide who (number and type of
potential participants) should participate
in future programs
To assess which participants gained the
most or the least from a specific training
program
To gain practical insights in order to
design, develop, and deliver more
effective future programs
To confirm the policy guidelines and
documentation of training and
development efforts
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5. Instruments used for Training 1 2 3
Evaluation Never Sometimes Always
Questionnaires
Attitude surveys
Paper-and-pencil tests
Performance tests
Interviews
Observations
Performance records

6. Timing of Training Evaluation 1 2 3

Never Sometimes Always
Pre-training
During training
Immediately after training
At a specified time(s) after the end of
training
Before, during, and after the training

7. Major perceived difficulties/problem of 1 2 3

Training function of your organization Never Sometimes Always

Lack of systematic and comprehensive

training needs assessment
Lack of motivation about training among
employees
Lack of transfer the learning on the job
Lack of a clear-cut written training
development policy
Failure to evaluate the effectiveness of
training and development programs
Weak interaction between the industries &
training institutes.

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Source:

Report Contribution Chart:

Syeda Sadia Anwar Chapter- 1, 2, 3
Md. Yeasin Khan Chapter- 4,8
Asma Akila Oishi Chapter-5
Tabassum Akter Chapter-6
Sheikh Sumaiya Ahmed Chapter-7,8

__________________
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