Definition:

Training & development defines improve performance. Training & Development in an attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills or knowledge. The need for training & development is determine deficiency computed as by the employees performance follows.

Training & Development =Standard PerformanceActual Performance:

Training refers to improving competencies needed today or very soon. In comparison, development refers to activities intended to improve competencies over a long period of time (Jackson & Schuler, 2003, P350-351). Training and Development, although different from their focus, are of course closely related to influence the individuals and firms Training and Developments primary, traditional roles have been to insure that the workforces are provided with the knowledge, skills and attitudes necessary to perform a given function well (Harrison, 1993) (Stone, 2002, P344-348) (Pennington & Edwards, 2000, P186-190) (Price, 2001, P325). To employees, Training and Development provide the means of maintaining their own competition by improving knowledge, skills and abilities (Lane & Robinson, 1995). To shareholders, Training and Development can be seen as foundation to meet the profit targets (Pefer & Veiga, 1999).

Training and Development:

Training involves the change of skill, knowledge, attitude or behavior of employees. Although training is similar to development in the method used to affect learning, they differ in time frames. Training is more presented day oriented, it focus is on individuals current jobs, enhancing those specific skills and abilities to immediately perform their jobs. Training is job specification and is designed to make employees more effective in their current job. Employee development on the other hand, generally focuses on future jobs in the organization. Training is

important in the achievement of organizational objective. Training serves the organization by performing a number of important functions: 1. Improving performance 2. Updating employee skills 3. Promoting job competency 4. Solving problems 5. Preparing for promotion 6. Orientation new employees

It is a learning experience that seeks relatively permanent change in an employee with a view to improving the ability to perform on the job. The changes may mean what employees know, their attitudes towards the work, and the interaction with the co-workers and supervisors. Thus training is more present day oriented in order to be more effective in the current job.

THE TRAINING CYCLE

Identifing the Need

Evaluating Training

Delivery Training

Objective of Training:
The major objectives of training are as follows: To train the employees in the indigenous and alien cultural values. To train the employees to increase his quantity and quality of output. To train the employees for promotion to higher jobs. To train the bright but dronish employees in the formation his goals. To train the employees toward better job adjustment and higher morale. To reduce supervision, wastage and accidents, development of effective work habites.

Different types of Training Methods

Induction Training:
Induction training is important as it enables a new recruit to become productive as quickly as possible. It can avoid costly mistake by recruits not knowing the procedure or techniques of their new jobs. The length of induction training will vary from job to job and will depend on the complexity of the job, the size of the business and the level of the job within the business.

The following areas may be included in induction Training:

1. Learning about description of the job 2. Meeting with new comers 3. Seeing the layout the premises 4. Learning the value and aims of the business 5. Learning about the internal working and polices of the business

On-the-job Training:
On the job training occurs when workers pick up skills whist working alongside experienced workers at their place of work. For example this could be the actual assemble line or offices where the employee works. It involves: 1. Coaching 2. Job rotation 3. Special meeting of the saff 4. Understudy

Apprenticeship Programs:
Under the guidance of a master worker, the trainees are put to know the work. The duration of apprenticeship depends upon the nature of work.

Job Instruction Training:

The JIT consists of the following steps: 1. Preparing the trainees by telling them about job, putting them at ease through overcoming their uncertainties, highlighting the importance of the job, etc 2. Presenting the instruction, giving essential information in a clear manner of what the trainees are required to do. 3. Having the trainees try out the job to demonstrate their understanding. 4. Placement of workers into the job with a designated resource person to call upon should they need any assistance.

Off-the-job Training:
This occurs when workers are taken away from their place of work to be trained. This may take p[lace at training agency or local collage, although many larger firms also have their own training centers. Training can take the form of lectures or self-study and can be used to develop more general skills and knowledge that can be used in a variety of situations, e.g. management skills it includes: Case study Role playing Seminar Workshop Programs by academic institutions.

The steps of Training Process:

a) Organizational Objectives and Strategies:

The first step in the training process is an organization in the assessment of its objectives and strategies. What business are we in? At what level of quality do we wish to provide this product or service? Where do we what to be in the future? Its only after answering these and other related questions that the organization must assess the strength and weakness of its human resources. b) Needs Assessment:

Needs assessment diagnoses present problems and future challenge to be met through training and development. Needs assessment occurs at two levels i.e. group level and individual level, an individual obviously needs training when his or her performance falls short or standards that is when there is performance deficiency. Inadequate in performance may be due to lack of skills or knowledge or any other problem

c)

Training and Development Objectives:

Once training needs are assessed, training and development goals must be established. Without clearly-set goals, it is not possible to design a training and development programme and after it has been implemented, there will be no way of measuring its effectiveness. Goals must be tangible, verifying and measurable. This is easy where skilled training is involved. d) Conducting Training Activities:

Where is the training going to be conducted and how? At the job itself. On site but not the job for example in a training room in the company. Off-site such as a university, college classroom hotel, etc. e) Designing training and development program:

Who are the trainees? Who are the trainers? What methods and techniques? What is the level of training? What are the principles of learning? Where to conduct the program? f) Implementation of the training programme:

Program implementation involves actions on the following lines: Deciding the location and organizing training and other facilities. Scheduling the training programme. Conducting the programme. Monitoring the progress of the trainees. g) Evaluation of the Results:

The last stage in the training and development process is the evaluation of the results. Since huge sums of money are spent on training and development, how far the programme has been useful must be judge/determined. Evaluation helps determine the results of the training and development programme. In the practice, however organizations either overlook or lack facilities for evaluation.

Training Needs Analysis:

A Training Needs Analysis is a review of the learning and development requirements for your staff, volunteers and trustees.

This section includes a step-by-step guide to carrying out a Training Needs Analysis across all levels of an organization - organizational, team and individual level. Individuals Any appraisal of your own training requirements needs to balance the support you need to help you meet your work objectives, your ambitions and interests, and the development opportunities your organization can offer. . Organizations This section has guidance on carrying out a Training Needs Analysis of your organization and promoting learning across the whole organization. Teams In larger organizations you need to analyze the skills and training needs of each department or team against the teams objectives and any targets.

Design of Training Process:

The five steps design process of training given below: We first analyze the training requirements and expected outcomes by speaking with project sponsors and participants, so that we can develop material targeted to clientspecific needs. Next, we design the course work, typically taking existing material and modifying it to meet client-specific needs.

 The next step is to develop the course materials. This involves the creation of any required custom content and the production of the final course materials. We then deliver each program according to the agreed upon work plan and schedule. Finally, we evaluate the results and outcomes of each program to ensure that it has fully met client objectives.

Improving Feedback of Training:

Training effectiveness is the degree to which trainees are able to learn and supply the knowledge and skills acquired in the training programmed. It depends on the attitudes, internets, values and expectation of the trainees and the training environment. However, following clues may help to make the training programs effective and successful: Specific training objectives should be outlined on the basis of the types of performance required to achieve the organizational requirements. Due importance and assessment on the level of intelligence, maturity, motivation etc. should be given make the training program successful. The trainee should be informed of the benefits of the training. The training programmed should be in line with experience and background of the trainees. A combination of training methods should be applied. Training programmed should be flexible enough to accommodate the trainees given the situation that all the trainees do not progress in the same pace. Regular feedback should be given with proper guidance on the errors/limitations.

Training of JAMUNA BANK LTD.:

The training of all employees is critical to the companys success. It improves the performance of the company, terms and individuals and makes an important contribution to the relation of staff and the development of future talent. JAMUNA BANK LTD is committed to providing an environment which enables continuous learning, growth and personal achievement of all employees. The achievement of this commitment by the company is also retain on employee commitment and their willingness to learn, develop, take on new roles and responsibilities and seek opportunities for self-development Training plans are based on the future business strategy and through the output of regular Individual appraisals. These plans identify where individual performance may be enhanced through development initiatives including training courses, coaching, job experience, formals studies etc. The bank is committed to the effective induction of all employees and in supporting all employees to realize their full potential. Training and development opportunities are offered on a fair basis to all employees. The bank ensures that no employee receives less favorable treatment or consideration.