The report analyzes the training program effectiveness of Al-Arafah Islami Bank Ltd (AIBL) focusing on the Sonargaon Janapath branch. It uses Kirkpatrick's four levels of training evaluation as variables to collect and analyze interview data from employees. The findings show positive feedback ranging from 75-82% for all four levels, indicating the training program is effective. However, the report only focuses on one branch so cannot determine the overall training program effectiveness for AIBL. It recommends future research analyze more branches to better measure the bank's total training impact.

2.  The report consists of a concrete analyses of training effectiveness of Al-Arafah Islami
bank Ltd. (AIBL), focusing on the Sonargaon Janapath Branch. It aims to provide an
overall analyses of the training program of AIBL instead of focusing on any specific
training subject.
 For the analyses, Kirkpatrick’s four levels of training evaluation have been considered
as variables. The variables are reaction feedback, learning feedback, behavior feedback
and result (organizational performance) feedback.
 For collection of primary data, interview method has been followed where the
participants were interviewed using an open-ended questionnaire. The questions had
been categorized based on the above mentioned four levels of training evaluation.
 Interview feedbacks have been presented in the Findings section using Thematic
Analysis method. The analyses has been done using graphical method.
 Since the research has been done in a branch centered way, the findings of this report
do not conclude the training program of AIBL as effective, but indicates towards the
training program’s effectiveness.

3. BACKGROUND OF THE STUDY
 This report focuses to investigate the
training and development program of Al-
Arafah Islami Bank Limited (AIBL), a
leading Islamic bank in the country; and
measure the effectiveness of the training
program.
 AIBL is committed to contribute
significantly to the national economy by
generating superior output, for which
they have their specialized employee
training program.
 For the purpose of this report, a case
study has been conducted on the
Sonargaon Janapath Branch of the bank
to assess employee perception towards
their training program and measure its
effectiveness.
OBJECTIVES OF THE STUDY
 The PRIMARY OBJECTIVE is to evaluate
the training program of Al-Arafah Islami
Bank Limited and measure its
effectiveness by conducting a case study
on its Sonargaon Janapath branch.
 SPECIFIC OBJECTIVES
To evaluate the training practices in AIBL.
To investigate the impact of primary
feedback on training.
To investigate the influence of learning
feedback on training.
To investigate the influence of behavior
feedback on training.
To investigate the impact of result
feedback on training.
To recommend future scope of research.

4. Kirkpatrick Model for learning evaluation
has been used for evaluating the training
effectiveness. This model was adopted
because of its simplicity in implementation
and high relevance to the interview data.
The Kirkpatrick Model considers the value
of any type of training based on four levels,
which are used as the basis of evaluation.
Reaction (Primary) Feedback
Learning Feedback
Behavior Feedback
Result (Organizational Performance)
Feedback
Figure: Kirkpatrick Model: Four Levels of Training Evaluation
FRAMEWORK OF THE STUDY
Level 4:
Organizational
Performance
Level 3: Behavioral
Change
Level 2: Learning
Level 1: Reaction

5. Al-Arafah Islami Bank Ltd. is a Public Limited
Company operating as a private commercial
Islami bank in Bangladesh. It was established in
June 18, 1995 with its headquarter situated at
Dhaka, Bangladesh.

6. COMPANY INFORMATION
182 Branches
3,070 Employees (As on
2017)
Total Asset BDT
338,465.30 Million (As on
2018)
Net Income ↑BDT227.6
Crore (US$27 Million)
PRODUCTS (DEPOSIT PRODUCTS)
Al-Wadiah Current Deposit (CD)
Mudaraba Savings Deposit
(MSD)
Mudaraba Special Savings
Deposit (MSSD)
Mudaraba Term Deposit
Mudaraba Monthly Installment
Term Deposit (ITD)
Mudaraba Hajj Deposit
Mudaraba Term Hajj Deposit
VISION OF AIBL
To be a pioneer in Islamic
Banking in Bangladesh and
contribute significantly to
the growth of the national
economy.

7. Previous Literature shows that a strong relationship exists between employee training
and employee performance. Effective employee training leads to both employee and
organizational integration. Critical factors for training effectiveness in Bangladeshi banks
include development of technical and overall skills, reduction of stress level, need-based
training programs, being helpful in the long run, and quality of the instructor among many
others.

8. Exploratory research Qualitative approach.
All current employees,
size undefined.
Sample size 16,
responses collected 11.
Collected from
qualitative interview. Collected from journal
and newspaper articles,
online study notes and
PowerPoint slides,
reports on AIBL,
company website and
other relevant websites.

9. 1. The interview questionnaire presented total 14 open ended questions under the four
levels of training evaluation, to which respondents gave both similar and different
answers.
2. Using thematic analysis method, the answers to each question then have been
categorized in to 3 themes namely – positive responses, negative responses and neutral
responses.
3. Positive responses indicate that the training is effective, negative responses indicate
that the training is not effective and neutral responses mean the respondents either
provided no answer or answered neutrally.
STEP BY STEP FINDINGS GENERATION USING THEMATIC ANALYSIS

10. 4. The findings then have been presented in tables under 4 sections, which are the 4
levels of training evaluation –
 Section 1: Reaction (primary) feedback
 Section 2: Learning feedback
 Section 3: Behavior feedback
 Section 4: Result (organizational performance) feedback
5. The overall responses to these 4 sections have been analyzed using Pie Chart and
interpreted accordingly to determine the indication of the training program being
effective or not.
STEP BY STEP FINDINGS GENERATION USING THEMATIC ANALYSIS

11.  The report presents the findings in total 14 tables for responses collected against each question. For
the purpose of this presentation, Table 6.3.1: Section A – Q1 and Table 6.3.2: Section A – Q2 have
been presented here to give a brief understanding of the report findings.
FINDINGS OF THE REPORT
Very much
emphasis is
given.
Very much. New
employees are trained
by the combination of
theory and practical
experience so they can
perform well in their
new job.
Norms and
values are
clearly
explained to
new
employees.
Not so much.
The norms
and values are
not clearly
explained to
new
employees.
Not so much.
It is not
regularly
practiced for
all
employees.
Table 6.3.1: Section A – Q1

12. Table 6.3.2: Section A – Q2
Very well
planned.
The
instructors
prepare for
multiple
days prior
to
delivering
lectures.
Very well
planned.
Female
employees are
treated with
due respect.
Participants
are provided
with snacks
which is very
helpful in the
long duration
of training
session.
Very well
planned. The
training
programs are
designed based
on long-term
analysis of
employee
performance.
Each employee
is placed in
training based
on their skill
level.
Very well
planned.
Every
session
follows a
specific
schedule.
Very well
planned.
The
sessions
shed light
on recent
and global
issues as
well.
No
response.
FINDINGS OF THE REPORT (CONT’)

13. Positive
75%
Negative
14%
Neutral
11%
Positive
76%
Negative
12%
Neutral
12%
Figure: Learning Feedback
Figure: Reaction (Primary) Feedback
GRAPHICAL ANALYSIS AND INTERPRETATION OF DATA
REACTION (PRIMARY) FEEDBACK CRITERIAS
 Importance given to induction training
 Training programs being well planned
 Training program being relevant with
personal and Organizational goals
 Training being adequately evaluated by the
top management.
LEARNING FEEDBACK CRITERIAS
 Training program enhancing their job
knowledge
 Training program enhancing their skills
 Training program enhancing their performance
 Training program enhancing their productivity.
Positive – indicates
the training is effective
Negative - indicates
the training is not
effective
Neutral -
Respondents either
provided no answer or
answered neutrally.

14. Positive
82%
Neutral
18%
Positive
80%
Negative
18%
Neutral
2%
Figure: Result (Organizational
Performance) Feedback
Figure: Behavior Feedback
GRAPHICAL ANALYSIS AND INTERPRETATION OF DATA (CONT’)
BEHAVIOR FEEDBACK CRITERIAS
 Whether the respondents apply
their learning at work
 the training program being helpful
for their personal growth
RESULT FEEDBACK CRITERIAS
 How the respondents'’ applied learning
facilitates work in their department
 Their perception of the training
program being effective
 Extent of employee participation in
determining training needs
 The training programs being helpful for
the long run.
Positive – indicates the
training is effective
Negative - indicates the
training is not effective
Neutral - Respondents
either provided no answer
or answered neutrally.

15.  Ranging from 75% to 82% positive responses, all four variables considered for
measuring training effectiveness (reaction feedback, learning feedback, behavior
feedback and result feedback) indicate that the training program of AIBL is effective.
 Observations made while collecting interview data, indicate that - the participants have
a need for training education which will provide learning on how training programs
work, how to self-assess progress or training outcomes for themselves as an employee.
Also, the mindset of cooperating interns more in their internship and thesis
preparation should be promoted as a part of encouraging good company culture.

16. CONCLUSIONS
From the Kirkpatrick Model as the theoretical framework and the review of literature, this
report got its essential direction to achieve its goal, which was to measure the overall
effectiveness of training program of Al-Arafah Islami Bank Ltd. Findings of this report
indicate that the training program of AIBL is effective.
LIMITATIONS OF THE STUDY
This report being a focused on a single branch of AIBL only provides a partial
measurement and indication of the bank’s training effectiveness. It will be inappropriate
to conclude the training program as effective or ineffective based on data collected from a
single branch only, which this report does not aim to do.

17. RECOMMENDATIONS FOR FUTURE WORK
AIBL currently has more than 3,070 employees working at 182 branches across the
country. As this study has been conducted successfully and the findings indicate towards
the training program being effective, there is notable amount of scope for future research
in the direction of measuring the banks overall training effectiveness while considering a
larger sample size for better and updated findings. Adding to it, specific training program
based investigation, enquiry into employee training knowledge and understanding, all are
subject to future research.