CHAPTER 1: COMPANY PROFILE

1.1) Introduction

NIC Asia Bank has created history in the annals of Nepalese financial landscape by forming itself through a first of its kind merger between two commercial banks operating successfully in the country. The Bank has been formed through the merger of NIC Bank and Bank of Asia Nepal on 30thJune 2013.Whilst one of the merger partners Bank of Asia Nepal was a relatively younger bank established in year 2007, the other partner NIC Bank was established in year 1998 and has been recognized for many achievements includingBank of the Year 2007 Nepalby The Banker, Financial Times, UK.NIC Asia Bank is one of the largest private sector commercial banks in the country in terms of capital base, balance-sheet size, number of branches, ATM network and customer base. The Bank has 67 branches at present, 31 inside valley(Kathmandu) and 36 outside the valley. The existing branch network, across Nepal, covers almost all major financial centers of the country.The Bank strongly believes inmeritocracy, transparency, professionalism, team spirit and service excellence. These core values are internalized by all functions within the Bank and are reflected in all actions it takes during the course of its business.

1.2)Board of DirectorsThe Directors of the Bank are eminent personalities with vast experience in business and the financial sector. The Board of Directors is fully committed to a high standard of corporate governance, which among others encompasses the principles of full disclosure and transparency, social responsibility and accountability, "zero tolerance" compliance culture, business and customer confidentiality, intolerance of conflict of interests, and an independent management. The Board comprises of the following directors:Mr. Jagadish Prasad Agrawal.Chairman

Mr. Trilok Chand AgrawalDirector

Mr. Tulsi Ram AgrawalDirector

Mr. Birendra Kumar SanghaiDirector

Mr. Ramchandra SanghaiDirector

Mr. Rajendra AryalDirector

Mr. Binod Kumar PyakurelDirector

Mr. Ganesh Man ShresthaDirector

1.3) Mission& VisionVision

To become one of the most respectable banks in Nepal based on honorable conduct and long-term financial performance.Mission

To become a leading bank in Nepal by providing complete financial solutions to our customers, superior value to our shareholders and promising growth opportunities to our employees.

CHAPTER 2: INTRODUCTION TO TOPIC

2.1) TRAINING AND DEVELOPMENT

In earlier years the new workers were acquiring the necessary job skills & knowledge from experience employees. Typically they were called as Helpers. Later because of advanced technologies to face the rapid changes & retain the continuity of experienced & new comers in an organization the need of Training has emerge out as a essential parameter. Major systematic training activities in the industries started during the period of World War I & II. Especially noteworthy were training-within-industry (TWI) & the Engineering, science & management War Training (ESMWT) programmes of World War II. The TWI program trained people in industry in procedures for teaching job skills to others, in developing better work methods & industrial relations. The ESMWT consisted largely of specialized technical courses offered by college & technical schools.

Training is an important function of the human resource management. Training is organized procedure by which people learn knowledge &/or skills for a definite purpose. It is not correct to assume that the candidates employed after selection will learn on the job on their own. Training is slow process & the candidates learn the things at varying paces. Training is never a waste of time & money but an investment for efficient & effective working. Training is a continuous process where the objective of training is achieved to change in the behaviour of the trained candidate is observed. Training is a vital & necessary activity to newly recruited candidate, whole personality in the organization.

Training the newly recruited employees is the next important step in human resource management process. Systematic & scientific training is the cornerstone of a sound manpower management. Training is the process of increasing the knowledge, skills, aptitude & ability of an employee for doing the specific job in an efficient manner. It implies imparting technical knowledge, manipulative skills, problem solving ability & positive attitude in the employees. The resource use up in human resource training is an investment in human assets & the skills acquired in the process is an advantage for both the enterprise & the employees. Training is different than education & development. Training is not broad like education & does not carry an emphasis on individual growth. The term education is wider in scope & more general, while training is work oriented & is aim imparting specific skills for doing a particular job. Development, in contrast is considered to be more general than training & more oriented to individual needs & it is most often aimed toward management people.

Training:

The aim of any training programme is to provide instruction and experience to new employees to help them reach the required level of performance in their jobs quickly and economically. For the existing staff, training will help develop capabilities to improve their performance in their present jobs, to learn new technologies or procedures, and to prepare them to take on increased and higher responsibilities in the future.

Development:

Employee Development Programs are designed to meet specific objectives, which contribute to both employee and organizational effectiveness. There are several steps in the process of management development. These includes reviewing organizational objectives, evaluating the organizations current management resources, determining individual needs, designing and implementing development programs and evaluating the effectiveness of these programs and measuring the impact of training on participants quality of work life.

Difference Between Training and Development

AreaTrainingDevelopment

ContentTechnical Skills and Knowledge.Managerial Behaviour Skills and Knowledge.

PurposeSpecific and job related.Conceptual and General Knowledge.

DurationShort TermLong Term

For WhomTechnical and non-managerial personnel.Managerial personnel

2.2) DEFINITIONS

Training is defined as the systematic development of the knowledge, skills & attitude required by an individual to perform a given task or job successfully.

Some management thinkers specifically define training as below:

1. The term training is used to indicate only the process by which the aptitudes, skills & abilities of employees to perform specific jobs are increased. -Michael J. Jucius. 2. Training is the act of the increasing the knowledge & skills of an employee for doing a particular job. -Edwin B. Filippo.

3. Teaching is the imparting knowledge; training is the development of habits. -W. H. Leffingwell.

2.3) OBJECTIVE OF TRAINING

The basic objective of providing training is to develop skills, knowledge & attitude. This aims to improve performance levels, quality of work, efficiency & productivity. The objective is to improve economic situation of workers in the job market, to enhance wage welfare conditions & make it possible to upgrade their economic & social situation in society.

2.4) NEEDS FOR TRAINING Basic needs for training can be examined as follows:

1.Attitude formation: A common objective of training programme is the moulding of employee attitude to achieve support for company activities, to obtained better cooperation & greater loyalty.

2. To reduce learning time to reach acceptable performance: A qualified trainer & adequate learning situation is able to shorter learning period & encourages higher productivity from new employee. 3. To improve performance on present job: Training help employees either new or experienced employees increase their level of performance on their present job assignments. 4. To improve health & safety: Adequate training helps to prevent industrial accidents. 5. Aid in solving operational problems: training of both supervisory & newly recruited employees can help to reduce absenteeism, accidents & grievance. 6. To improve organizational climate: Training can help to maintain healthy relationships among the labours, leaders, administrators & managements.

2.5) TYPES OF TRAINING

1. Induction Training: This is to induct or orient a new employee in the organization. He is introduce to his colleagues, to new set up etc. & is familiarized with rules & regulations & other particulars. Induction training helps personal adjustments for new employee to the new setting & to build up cordiality in the group. 2. Job training: This is carried out to increase the knowledge & skills of doing the job with which the employee is related. This also helps in acquainting the employee with specific procedures, sequences etc. That are followed in the organization. 3. Refresher Training: This training helps the worker to keep abreast with the latest that is happening in the field which adds to their self confidence, efficiency & removes obsolescence.

2.6) METHODS OF TRAINING Trainers who administer training programme have great choice of methods for imparting learning in trainees. A specific methods selected is decided by considerations of cost, available time, number of trainee, the depth of relevant knowledge, background of trainees & many other factors. Some of widely used training methods are listed as below:

On The Job Training Off The Job Training

1. Job instruction Training

1. Role Playing

2. Mentoring / Coaching

2. lecture / Discussion Method

3. Vestibule Training

3. Business Games

4. Training by experienced supervisors

4. Sensitivity Training

5. Apprenticeship training

5. Conference method

6. Job Rotation

6. Programme instructions

7. Demonstration / Simulation

7. Case Studies

2.7) IMPORTANCE OF TRAINING

a) Higher performance: Training helps to improve the quantity & quality of work output, increase knowledge, skills, & productivity of both employees & an organization as a whole. b) Lesser learning period: It helps to reduce the learning time & cost required reaching the acceptable level of performance. The employees need not waste time in learning through trial or error or by observing others. c) Uniformity of procedures: Through it, the best available methods of performing the work can be standardized & taught to all employees, which helps to improve the quality of performance. d) Economy of materials & equipment: It helps trained employees to make better & economical use of materials & equipment, thus wastage will be low. Also, the rate of industrial accidents & damages to machinery & equipment will be minimum. This in turn will lead to low cost of production per unit.

e) Less supervision: It reduces the need for detailed & constant supervision of workers by making them self-reliant in their work as they know what to do & how to do it.

f) High morale: It helps to improve the employees job satisfaction, morale, developing in them positive attitude, making them more cooperative & loyal to the organization. It enables them to utilize & develop their full potential. With improvement in industrial discipline & relations, rates of absenteeism & labour turnover are reduced. 2.8) TRAINING PROCESS

Training process consists of six steps:

Evaluation of resultImplementation Training Programme Designing Training Programme Establish of Training GoalsAssessment of Training NeedsOrganizational Objectives and StrategiesOrganizational Objectives & Strategies: Organizational Objectives & Strategies: Organizational Objectives & Strategies: Organizational Objectives & Strategies: Organizational Objectives & Strategies:

1. Organizational Objectives & Strategies: The first step in training process in an organization is the assessment of its objectives & strategies. What business are we in? At what level of Quality do we wish to provide this product or service? Where we want to be in the future? It is only after answering these & other related questions that the organization must assess the strengths & weaknesses of its human resources.2. Assessment of Training Needs: Organization spends vast sums of money (usually as a percentage on turnover) on training & development. Before committing such huge resources, organization would do well to assess the training needs of their employees. 3. Establishment of Training Goals: Once training needs are assessed, training & development goals must be established. Without clearly-set goals, it is not possible to design a training & development program &, after it has been implemented, there will be no way of measuring its effectiveness. Goals must be tangible, verifiable, & measurable. This is easy where skills training involved.

4. Designing Training & Development Programme: Every training & development programme must address certain vital issues: i. Who participates in the programme? ii. Who are the trainers? iii. What methods & techniques are to be used for training? iv. What should be the level of training? v. What learning principles are needed? vi. Where is the programme conducted?

5. Implementation of the Training Programme: Once the training programme designed, it needs to be implemented. Programme implementation involves action on the following lines: i. Deciding the location & organising training & other facilities. ii. Scheduling the training programme. iii. Conducting the programme. iv. Monitoring the progress of trainees. 6. Evaluation of Result: Since huge sums of money are spend on training & development, has been useful must be judge/ determined. Evaluation helps determine the results of the training & development programme.

CHAPTER 3: TRAINING AND DEVELOPMENT IN NICASIA BANK LTD.

NICASIA strongly believes that ongoing professional education is necessary for every employee. There is great emphasis on in-house training programmes as well as nomination to external courses. Training and Development efforts are aimed at ensuring that employees in NICASIA perform to their complete potential. This includes technical training for skill up gradation and behavioral/managerial training for employees to shoulder higher order responsibilities. In house-training is complemented with programmes by external trainers and sponsorship to external training programs.

3.1) PURPOSE To develop a learning organization and to ensure quantifiable returns on the investment being done on Training & Development activities.

3.2) SCOPE

This policy aims at developing systems to ensure training is need based and driven by business and organizational requirements.

3.3) RESPONSIBILITY

It is the responsibility of HR Executive to ensure implementation of this policy under the supervision of Head HR & Personnel.

3.4) PROCEDURE

The Training & Development plan shall be linked with the performance year. Training programmes shall be classified broadly into four main categories viz. Induction programmes, Executive/Management Development programmes, Technical / Functional skill development programmes and, Behavioral/ Attitudinal training programmes.

The training need identification shall be done at the end of the performance year immediately after the performance review is over, also occur when job responsibilities changes.

The training needs shall be identified through three main sources viz. Business performance, Functional performance and individual performance.

Business performance shall lead to identification of common training needs across departments e.g. if the business suffered due to lack of leadership or could not steer out effectively from some crisis then leadership skills and crisis management will be the required training inputs.

Functional performance shall lead to identification of a common training need for most employees from a particular function e.g. if there are customer complaints on quality of service from a particular department then customer management skills will be the required training input. Employee performance shall lead to identification of training needs for an individual employee. e. g. if an employee could not achieve his/her goals due to lack of assertiveness then assertiveness skill will be the required training input.

Individual training needs can also be identified through succession planning e.g. if an employee is identified as a successor to a particular position but found to be lacking in a particular skill that is a part of the targeted positions skill set then that particular skill will be the required training input for that employee.

Once the training needs are identified a training calendar shall be prepared by the HR Executive comprising of employee name, training programme and approximate cost of the programme (Training budget).

HR Executive shall get the approval from Head of the Bank and Corporate HR Head for execution of the training calendar and training budget.

3.5) NOMINATION FOR EXTERNAL TRAINING PROGRAMME

HR Executive shall arrange to get the list of external training agencies and their training calendar. If a suitable training programme from an external agency matches the requirement of an employee training need then HR Executive shall send the proposal to the concerned functional head for approval. After obtaining approval HR Executive shall coordinate for sending the particular employee for the selected training programme.

3.6) IN-HOUSE TRAINING PROGRAMMES

If a lot of employees share a common training need then HR Executive shall arrange to conduct In-house training programme. HR Executive shall arrange to prepare a list of participants for the In-house training programme in consultation with the concerned functional heads. HR Executive shall then decide duration of the training programme and venue. HR Executive shall send a circular on the training programme giving all details to all participants with a copy to respective functional heads. At the end of the training programme all participants shall be asked to fill Feedback Form, out of total trainees attended, minimum 70% of trainees must rate above 2 (Average) in the training programme, and then it will be said as effective training. HR Executive shall enter and maintain regarding training in his/her training card.

3.7) TRAININGS COMMONLY PROVIDED TO EACH EMPLOYEE IN NICASIA BANK LTD., THAPATHALI, KATHMANDU ARE AS FOLLOWS

Basic literacy trainingis training for things like reading, writing and problem-solving skills. Once the crew learned how to read, write and understand the written word to solve problems, they were better able to communicate with passengers. There are several benefits to literacy training for employees. Employees will be more likely to: Meet company goals Perform job tasks Understand work processes Work in teams Make decisions Learn technology

Interpersonal skills trainingis training on how to maintain positive relationships, communicate better, resolve conflicts and build trust. This training was offered to every member of the crew. There are several benefits to interpersonal skills training for employees. Employees will be more likely to:

Get along with each other Exchange positive communication Minimize conflict Influence others to be positive

Technology trainingis training on computer software and hardware offered to specific crew members depending on their position. There are several benefits to offering technological training to employees. Employees will be more likely to:

Perform at higher standards Have more self-confidence Develop higher skill levels Perform many different tasks

Problem-solving trainingis training on how to analyze problems and make decisions and is mandatory for all crew members. Crew will learn how to identify problems, analyze problems, assess solutions, implement solutions and monitor outcomes.There are many benefits to offering problem-solving training to employees. Employees will be more likely to:

Offer creative solutions to problems Collaborate on problem-solving Avert Disasters

Diversity - Cultural Sensitivity Training This interactive, participatory session will demonstrate why workplaces emphasizing the importance of managing diversity, valuing employee/client/customer differences, and sensitively responding to both employee and client needs.Participants will learn:

how valuing workforce diversity affects bottom-line business issues. what culture is and how it impacts perception, behaviour, values. why differences affect how people work, want to be managed and manage others. to understand where false assumptions stem from so as to overcome biases and prejudice. how to improve communication skills. about the importance of surfacing, discussing and valuing differences so as to constructively manage workplace conflict. how valuing differences prevents workplace discrimination and harassment.

CHAPTER 4: RESEARCH METHODOLOGY

4.1) DEFINITIONS

4.1.1) RESEARCH

Research is a careful enquiry of examination in seeking facts or principles, a diligent investigation to ascertain something. According to Mr. Williams, Research means a search for facts or an organized enquiry. According to Redman and Mory, Research is a systematized effort to gain new knowledge.

4.1.2) RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem. It includes not only the research methods, but also the logic behind using the methods. It shows the type of sample design used, its size and the procedure used to draw the sample.

4.2) SELECTION OF THE TOPIC

My project topic is Effectiveness of the Training & Development Policy in NICASIA Bank ltd.. This topic interested me as training is a route to improve effectiveness. The scope of training is no longer limited to develop knowledge & competencies in individuals. This topic gave me an opportunity to study how the training programmes are planned effectively delivered. Training is such an activity that needs to be evaluated continuously in order to know the success of the training programme. It is always a question before the management, whether the training programme has achieved its objective. My project is an effort towards these fact-findings.

4.3) OBJECTIVES OF THE PROJECT This project is made:-

To gain familiarity with Training and Development procedure followed practically. To gain practical knowledge about training evaluation. To find the way for making Training Programme more effective and interesting. To know the opinion of the respondents on training and development measures.

To judge the effectiveness of Training Programme. To replace the flaws or problems (if any) that obstructs the Training Programme from achieving the objectives for which the training is provided.

4.4) SCOPE OF THE PROJECT The scope/range of this project report is not too far stretching to the whole of NICASIA BANK LTD., Thapathali, Kathmandu rather it only covers the training and development activities conducted By Hospital for its employees.

My project mainly deals with the present method of training given at NICASIA BANK LTD. during my summer internship, Jan Feb 2015.

This project covers the study of concepts like training, training programmed, and training evaluation and excludes all other human resource activities conducted before and after training.

4.5) LIMITATIONS OF THE PROJECT

The project is a collection of study, observation, and practical experience during my summer internship programmed where I was a member of loan department for a month.

I tried to perform this project in best possible manner to avoid any lacuna. In spite of all my efforts in this regard but due to the far stretching activities conducted at NICASIA BANK LTD, Thapathali, Kathmandu, my project lack in some of the following heads. Where there is a chance of further elaborating study on the same subject.

Some information being very sensitive as far as organization is concerned is left untouched and not mentioned in any way. Top-level strategic type of decisions and information too are not taken under study to avoid any favor to the business counter parts. My project does not concerned about the designing and planning of training activities which forms a crucial and major part of this field hence a full fledge study can be done in this area. Due to Time Constraints, I was not able to touch all aspects of training and development. Due to security reasons, I could not attend the training conducted which would give me a practical experience.

4.6) RESEARCH PROCESS Research Problem: To study the effectiveness of the training and development policy in NICASIA BANK LTD.

Research Approach: Approach of research used in the study is Descriptive Research. Some analytical methods are also used for evaluation of facts and information.

4.7) DATA COLLECTION 1.Primary data collection:

Primary data is collected as follows: Questionnaire Interview and Discussion with employees Observation

2.Secondary data collection:

Secondary data was collected from Reference Books Internet HR documents at Bank like Training Feedback Forms, Performance Review, Job Descriptions & Specifications, etc.

CHAPTER 5: DATA ANALYSIS

Primary data includes data collected through questionnaire filled by the bank employees. Secondary data includes reference books, journal, research papers and internet. Random sampling of 50 respondents from employees from NICASIA BANK LTD, Thapathali, Kathmandu.

5.1 Analysis of Datas

Table 1.1: Age of RespondentsOpinion No. of Respondents Percentage (%)

18-25 14 28.0

25-30 16 32.0

30-35 14 28.0

>35 6 12.0

Total 50 100.0

Inference The above table shows that 28% of the respondents are at the age group from 18-25years, 32% respondents are from 25-30years of age, 28% of the respondents are from 30-35 years of age and 12% of the respondents are above 35 years of age.

Table 1.2: Educational Qualification of RespondentsOpinion No. of Respondents Percentage (%)

Secondary14 28.0

Diploma 1326.0

UG836.0

PG510.0

Total 50 100.0

Inference The above table shows that 28% of the respondents completed secondary. 26% of the respondents completed Diploma. 36% of the respondents completed UG and remaining 10% of the respondents completed PG

Table 1.3: GenderOpinion No. of respondents Percentage (%)

Male 31 62.0

Female 19 38.0

Total 50 100.0

Inference The above table shows that 62% of the respondents are male and 38% of the respondents are female.

Table 1.4: Awareness of Training ProgrammeOpinion No. of respondents Percentage (%)

Yes 48 96.0

No 2 4.0

Total 50 100.0

Inference The above table shows that 96% of the employees are aware of the training programme and 4% of the employees are not aware.

Table 1.5: Attended Training ProgrammeOpinion No. of respondents Percentage (%)

Yes 48 96.0

No 2 4.0

Total 50 100.0

Inference The above table shows that 96% of the employees have attended training programme and 4% of the employees have not attended.

Table 1.6: Nature of Training ProgrammeOpinion No. of respondents Percentage (%)

Mostly related to work 36 72.0

General 13 26.0

Not related to work 1 2.0

Total 50 100.0

Inference The above table shows that 72% of the employees find the training programme mostly related to their work.26% of employees find it in general and 2% find it not related to work

Table 1.7: Undertake Training Programmes In FutureOpinion No. of respondents Percentage (%)

Yes 43 86.0

No 7 14.0

Total 50 100.0

Inference The above table shows that 86% of the employees are willing to undertake training programme in future and 14% of the employees are not willing to undertake.

Table 1.8: Quality of Training ProgrammeOpinion No. of respondents Percentage (%)

Excellent 20 40.0

Good 30 60.0

Total 50 100.0

Inference The above table shows that 40% of the respondents find the quality of the training programme to be excellent and 60% of the respondents find it good.

Table 1.9: Technical SkillsOpinion No. of Respondents Percentage (%)

Agree 39 78.0

Neither agree nor disagree 8 16.0

Disagree 3 6.0

Total 50 100.0

Inference The above table shows that 78% of the employees agree that training programme helps them to pick up new technical skills.16% of the employees neither agree nor disagree and 6% of the employees disagree.

Table 1.10: Leadership SkillsOpinion No. of Respondents Percentage (%)

Agree 35 70.0

Neither agree nor disagree 12 24.0

Disagree 3 6.0

Total 50 100.0

Inference The above table shows that 70% of the respondents agree that attending training programme helps them to pick up leadership skills, 24% of the respondents neither agree nor disagree and 6% of the respondents disagree.

Table 1.11: Soft SkillsOpinion No. of Respondents Percentage (%)

Agree 39 78.0

Neither Agree nor Disagree 8 16.0

Disagree 3 6.0

Total 50 100.0

Inference The above table shows that 78% of the respondents agree that attending training programme helps them to pick up soft skills, 16% of the respondents neither agree nor disagree and 6% of the respondents disagree.

Table 1.12: Better PerformanceOpinion No. of Respondents Percentage (%)

Agree 36 72.0

Neither Agree nor Disagree 11 22.0

Disagree 3 6.0

Total 50 100.0

Inference The above table shows that 72% of the employees feel that attending training programme leads them to perform better at work.22% of the employees neither agree nor disagree and 6% of the employees disagree.

Table 1.13: Customer Service SkillsOpinion No. of Respondents Percentage (%)

Agree 28 56.0

Neither Agree nor Disagree 17 34.0

Disagree 5 10.0

Total 50 100.0

Inference The above table shows that 56% of the respondents agree that attending training programme helps them to pick up customer service skills, 34% of the respondents neither agree nor disagree and 10% of the respondents disagree

Table 1.14: Chances of PromotionOpinion No. of Respondents Percentage (%)

Agree 31 62.0

Neither Agree nor Disagree 12 24.0

Disagree 7 14.0

Total 50 100.0

Inference The above table shows that 62% of employees agree that attending training programme leads them to the chances of promotion.24% of the employees neither agree nor disagree and 14% of the employees disagree with it.

Table 1.15: Relevance of Topics in Training ProgrammeOpinion No. of Respondents Percentage (%)

Yes 44 88.0

No 6 12.0

Total 50 100.0

Inference The above table shows that 88% of the employees find the topics relevant to the training programme and 12% of the employees dont find it relevant.

Table 1.16: Topics Covered In Training ProgrammeOpinion No. of Respondents Percentage (%)

Agree 34 68.0

Neither Agree nor Disagree 13 26.0

Disagree 3 6.0

Total 50 100.0

Inference The above table shows 68% of the respondents agree that relevant topics related to programme objectives were covered in the training programme,26% of the respondents neither agree nor disagree and 3% of the employees disagree.

Table 1.17: Topics Covered Within Right TimeOpinion No. of Respondents Percentage (%)

yes 44 88.0

no 6 12.0

Total 50 100.0

Inference The above table shows that 88% of the respondents accept that the topics taken for the training programme are covered within the right time and 12% of the respondents dont accept with it.

Table 1.18: Satisfactory LevelOpinion No. of Respondents Percentage (%)

Very Satisfied 20 40.0

Satisfied 21 42.0

Neither Satisfied Nor Unsatisfied 9 18.0

Total 50 100.0

Inference The above table shows that 40% of the employees are very satisfied with training programme.42% of the employees are satisfied and 18% of the employees are neither satisfied nor dissatisfied.

Table 1.19: Suggestions on ImprovementsOpinion No. Of Respondents Percentage (%)

No Improvements Needed 28 56.0

Make The Content More Relevant 3 6.0

Shorten The Training Programme 13 26.0

Lengthen The Training Programme 6 12.0

Total 50 100.0

Inference The above table shows the suggestions on improvement where 56% of the employees feel no improvement is needed.6% of the employees suggest on making the content more relevant.26% of the employees suggest to shorten the period of training programme and 12% of the employees suggest to lengthen the period of training programme.

Effectiveness of the training & Development policy in NICASIA BANK LTD.

Questionnaire

1. Gender( )Male ( )Female

2. Age( )18-25 ( )25-30 ( )30-35 ( ) >35

3. Educational qualification( )Secondary ( )Diploma ( )UG ( )PG

4. Are you aware about a training program?( )Yes ( )No

5. Have you attend any training program in your organization?( )Yes ( )No

6. What is the nature of training program?( )Mostly related to work ( )General ( )Not related to work

7. Are you going to undertake training program in future?( )Yes ( )No

8. What is your opinion about quality of training program?( )Excellent ( )Good ( )Satisfactory

9. Training program helps to pick up new technical skills.( )Agree ( )Neither Agree or Disagree ( )Disagree

10. Training program helps to pick up new leadership skills.( )Agree ( )Neither Agree or Disagree ( )Disagree

11. Training program helps to pick up new soft skills.( )Agree ( )Neither Agree or Disagree ( )Disagree

12. Attending Training Program leads to better performance.( )Agree ( )Neither Agree or Disagree ( )Disagree

13. Attending Training Program helps to pickup customer service skills.( )Agree ( )Neither Agree or Disagree ( )Disagree

14. Attending Training Program leads to Promotion.( )Agree ( )Neither Agree or Disagree ( )Disagree

15. Do you find topics relevant in training program.( )Yes ( )No

16. Topics related to program objectives are covered in the training program.( )Agree ( )Neither Agree or Disagree ( )Disagree

17. Topics taken for training program are covered in right time.( )Yes ( )No

18. Are you satisfied with training program?( )Very satisfied ( )Satisfied ( )Neither satisfied or dissatisfied

19. Suggestion on improvement.( )No improvement need( )Make the content more relevant( )Shorten the training program( )Lenthen the training program.

CHAPTER 6: FINDINGS AND OBSERVATIONS

Findings and Observations

The data collected were analysed carefully and the following findings were drawn. From the study it is inferred that all the respondents are educated and 96% of the employees are aware of the Training Programme and have attended the training programme conducted at their organization:

72% of the employees find the Training Programme related to their work.78% of the employees agree that attending Training Programme has helped them to pick up new Technical skills and soft skills. Most of the employees find the quality of the training programme to be excellent. 72% of the employees feel that attending training programme leads them to perform better at work. 88% of the employees find the topics relevant to the training programme and they also find the topics covered during the Training Programme are easy to understand. 88% of the respondents accept that the topics taken for the training programme are covered within the right time It is also inferred that the quality of the topics covered reflects high level of satisfaction among the employees at the organization

The training process of the company is comparatively very good.

Training programmes are generally conducted for lower level. Mostly Classroom trainings are adopted so trainees dont find it interesting. Trainees are not interested to attend the programme because the trainings are during their leisure hours.

CHAPTER 7: CONCLUSION AND RECOMMENDATIONS

Recommendations

Decentralization of training will make the training convenient for employee.

To update employees knowledge and skill suitable training must be provided at regular intervals i.e. in a year or as per the requirement to keep the employees updated.

Training and development should also include more of upgrading their social behavior as they connect to various clients belonging to various social backgrounds of society. As they need to intermingle with different colleagues during transfers and delegations.

Controlling authority should be bound to allow employees to attend the training on rotation basis, as it improves the quality of work & indirectly helps them in achieving their goals.

More training programmes should be arranged for middle & top level employees as they indirectly train their subordinates at actual work.

Trainees should be mentally prepared to attain training programme.

Importance of the training should be conveyed to trainees.

Training schedule should be followed properly to avoid mess.

Training programmes suggested by managers should be considered & discussed with the subordinates before adding in final list of the programme.

CONCLUSION

Business conducting and survival in the present day turbulent environment are relying on organizational knowledge in a sense of a giving timely and aproppriate answer to challenges. The ability of individuals and organizations to obtain and master new knowledge has become the key comparative advantage. The concept of knowledge management and management of human resources, especially the function of employee training and development within the learning organization, are engaged with the basic resource of modern business, i.e. with knowledge and its utilization. Renewing knowledge is an imperative for the organization, and not an option. The rate of learning has to be greater than the rate of changes. Training and development of employees is a continuous procedure which is the only meaningful and logical approach in the condition of knowledge obsolescence, dynamic changes and increasing need for constant product and service innovations. Human resources represent intellectual capital which is the new source of organizational resources, and the organization could increase them only through training, development and motivation of employees. The prosperity of organizations becomes explicitly dependent on the intellectual capacity of their employees and their ability to change and adjust to the dynamic business environment.

CHAPTER 8: BIBILOGRAPHY

Websit visited

1. www.nicasia.com2. www.questionpro.com3. www.globalbizresearch.org4. www.interscience.in5. www.irjcjournals.org6. www.researchgate.net7. www.ijarcsms.com

Books

1. Human resource management By Dipak Kumar Bhattacharya (Excel Books)2. Human resource management By D.k. Tripathi (Wisdom Publications)

27 | Page