An Analysis of Training and Development Process of Islami Bank Bangladesh Limited (IBBL)

Abstract

Muslim bank One of Bangladesh’s top private banks are Bangladesh Ltd. They have 374 branches spread out across the nation. It was established on March 30, 1983, as South East Asia's first Islamic bank. With the Dhaka Stock Exchange, it is documented. The capital approved by the bank is $20 billion. The major goal of this paper is to analyse the training needs and methods for IBBL's training and development process, which is followed by IBBL. Bangladesh's Islami Bank is an alternative to traditional banks. As a result, they established IBTRA, their own training and development facility. The crucial knowledge of behaviours that are necessary for productive work is imparted to the trainee. IBBL offers 45 days of branch training and 15 days of instruction at IBTRA. Practices in human resource development benefit the bank, which is essential. Islamic banks operate under brand-new, unique principles that differ significantly from those of regular banks. To orient and acclimate bank personnel to the new Islamic banking system, training is an unavoidable necessity. Among IBBL Ltd. Four important factors providing for their clients with the support of specific blessings, innovative movement, and competitive edge make their position unique in providing a qualitative advantage to every branch and consumer they serve. They excel in providing a qualitative advantage to every branch and customer that they serve. They have considered both the HR Division and what interns will need to learn during their internship. Islami Bank Bangladesh Limited has discovered that during training sessions they attempt to cram all intern students 150–200 people into one room without a computer or other electronic equipment. The authority is advised to set aside more rooms for their interns throughout their training session. To improve the training, IBBL should offer the required tools, computers, and other technical assistance.