Training and Development of Employees of Global Islami Bank Limited (GIB)

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    Training and Development of Employees of Global Islami Bank Limited (GIB)

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    Report GIB (word).pdf (1.933Mb)
    Date
    2024-01-02
    Author
    Hossain, Mohammad Shahadat
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    Abstract
    In Bangladesh, Global Islami Bank Limited is a widely recognized financial institution. This bank's fastest growth is dependent on its training and advancement initiatives, which ensure that officials will contribute significantly to the organization. Besides, different training plans ensure representative retention and reduce representative turnover. Ensuring the overall progress of employees and gaining an advantage through skilled officials is a crucial objective of the training program. Furthermore, each bank places a high priority on training and development in order to appropriately develop the employees and satisfy market demands. The same is believed to apply to Global Islami Bank Limited. Global Islami Bank Limited's HR department maintains a well organized and ordered training structure to better educate their representatives with superior teachers. In fact, this report covers Global Islami Bank Limited's running study into employee training and development. I have prepared this report based on my practical knowledge and expertise. My report is structured according to the data and information I obtained from the head office. I have tried a variety of sources, including the internet, questionnaires, field data, and so on. Global Islami Bank Limited is doing a lot of effort to develop the training facilities, and they see it as an investment, based on what I learned from the study. Additionally, I've discovered that the training opportunities provided by Global Islami Bank Limited is genuinely concerned with both participant evaluation and trainer selection. Finally, I tried to compile a list of some insightful recommendations and ideas that I think will help the organization's training initiatives go even better.
    URI
    http://dspace.uiu.ac.bd/handle/52243/2920
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    • HRM [139]

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