An analysis of training and development practices of Al-Arafah Islami Bank Limited (AIBL)

Abstract

This document provides a detailed examination of the training and development methods at Al-Arafah Islami Bank Limited (AIBL), specifically concentrating on the Mirpur Branch, where I undertook a three-month internship from January to April 2025. The research highlights the bank's dedication to employee growth as a key strategy for maintaining competitiveness in the changing banking sector. AIBL runs its training initiatives via the Al-Arafah Islami Bank Training and Research Institute (AIBTRI), which aims to cultivate skilled, principled, and Shariah-compliant professionals. Training programs encompass topics like onboarding, compliance, general banking processes, customer service, and principles of Islamic finance. Even with this organized method, the research identifies considerable deficiencies in personalization, digital incorporation, performance connection, and post-training assessment. The research approach integrated direct observations, semi-structured interviews with 20 staff members, and examination of internal documents. Results show that training requirements are primarily determined via a top-down approach, frequently neglecting skill gaps specific to branches. Although staff value the ethical focus and skilled trainers, numerous individuals voiced disappointment regarding obsolete techniques, absence of role-specific training, and limited technological resources. Additionally, the tenuous link between training involvement and performance evaluations restricts employee motivation and career advancement. The report suggests a more decentralized and employee-centered needs assessment process, the implementation of role-specific and tiered training modules, and increased utilization of digital platforms like Learning Management Systems (LMS) and e-learning resources. Connecting training results to performance assessments, enhancing soft skills training, and establishing recognition programs would enhance employee engagement even more. Furthermore, AIBL ought to perform consistent post-training assessments, create anonymous feedback channels, and improve knowledge exchange between branches.