HRM Report: Analysis of Training and Development at Bank Al Jazira

This report provides an in-depth analysis of the Human Resource Management (HRM) practices at Bank Al Jazira (BAJ), a prominent Saudi Arabian banking institution. The report focuses on BAJ's training, development, and learning programs, evaluating their effectiveness and alignment with best practices. It examines specific initiatives like the Fawri Development Program, Branch Network Development Program, and Management Associate Program, highlighting their objectives and implementation. Furthermore, the report compares BAJ's current practices with recommended best practices, such as relevant skills training, the use of digital tools, and knowledge sharing. It then offers modifications to these recommendations to address contingencies, including adjustments to knowledge-sharing approaches, the integration of advanced digital technologies in training, and a broader approach to skill development. The conclusion summarizes the findings and emphasizes the importance of continuous improvement in HRM practices to enhance employee competencies and organizational success.

Human Resource Management

Table of Contents
Introduction......................................................................................................................................1
Analysis of BAJ’s HRM practices- Training and development......................................................2
Recommendations as compare to best practice...........................................................................3
Analysis of the best practice recommendations in light of the best fit considerations....................4
Recommendations for improvement................................................................................................6
Conclusion.......................................................................................................................................7
References........................................................................................................................................8

Introduction
Human Resource Management (HRM) is the process of recruiting, selecting, training and
developing, performance appraisal, rewards, motivating employees etc. (Cascio, 2015; Bratton
and Gold, 2017). Furthermore, it also includes the safety measures of employees, maintaining
relations, welfare and labor laws in context of employee’s health etc. (Armstrong and Taylor,
2014; Chelladurai and Kerwin, 2018). Here, the current report is based on the HRM practices of
the selected organization Bank AI Jazira (BAJ) which is Saudi Arabian based banking
institution. In this context, the best HRM practices of BAJ as learning, training and development
practices or function has been selected. For this purpose, the interesting training practices has
been evaluated and on the basis of it, effective reflection have been provided for the
modifications in the human resource practices. At the end, the best fit recommendations have
been listed out on the basis of available and modified practices to deal with the contingencies.
 Overview of Bank Al Jazira- BAJ is a fast-growing financial institution and having a
leading position in Saudi Arabia. The bank is performing in a group which is focusing on
the customer’s interest by continuously developing the innovative products and services
(Bank AI Jazira, 2019). Furthermore, the bank has a motive to meet the demands of the
clients, entities and companies. The bank is performing the business operations since
1975 and incorporated as a Saudi joint stock company in Saudi Arabia. Besides this, the
bank acquired the branches of National Bank of Rajasthan in Saudi Arabia but in 1993
the bank had restructured the successive capital from shareholders which reduces the
ownership of National Bank of Rajasthan. Furthermore, the bank had introduced the
latest technology by including modern and advanced banking products and services to
enhance the capabilities of the employees. Apart from this, the bank has initiated to
commence the program for community development related to teaching of Islamic
religion along with cooperation of government or non-government organizations (Bank
AI Jazira, 2019).
 Chosen HRM function (Training, development and learning)- HRM has two major
functions out of which sub-function learning, training and development to ensure
employees have the competencies to perform successfully has been selected. It is most
interesting function of BAJ because the bank is performing well in this sector to
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encourage the employees and to improve the productivity in the firm. Furthermore, the
bank has a belief that every employee must have an opportunity to get new skills and
develop the career in order to satisfying the needs of personal and professional life (Bank
AI Jazira, 2019).
Analysis of BAJ’s HRM practices- Training and development
BAJ has the affective HRM practices and policies for the training and development of the
employees within the firm which further helps to fulfilling the personal as well as professional
requirements. In this context, BAJ conduct the recruitment and training programs for the
development of existing as well as new commers in the bank. Here, the bank has a policy to
appoint better candidates and offer the required taring for growth (Bank AI Jazira, 2019). In this
regard, the bank conducts the Fawri Development Program (FDP) for the new commers to
develop the skills to match the demands of the job in Fawri centers. This program is conducted
for two months only to provide the training regarding banking knowledge as well as skills by job
training and face to face classroom training. Here, BAJ has several HR practices such as
recruitment of qualified personals, remunerations for job satisfaction and development, better
staff relations, adequate training to employees, talent and performance management etc. (Bank
AI Jazira, 2019). Apart from this, the bank has a major focus on the implementation of HR
practices in Saudi Arabia to absorb the cultural differences and for this purpose, complete
learning and training programs are conducted. Furthermore, BAJ has a HR policy to employ the
superior capabilities in selection, recruitment and training for peak performance.
BAJ conducts the HRM practices for the development of networks with branches. In this
context, BAJ held a Branch Network Development Program (BNDP) for the new hires as
customer service officers to bring the new commers as effective as officers. This type of training
is provided to the staff to encourage commitment and motivate by sense of belonging.
Furthermore, it’s a three-month development program to provide the knowledge by virtual
branch training, business rotation and on-the-job training (Bank AI Jazira, 2019). Besides this,
BAJ also held the practice as the Management Associate Program (MAP) which emphasizes on
learn today and lead tomorrow concept because it is a management entry level of BAJ.
Furthermore, the practice is formulated for the excellent post graduates who has a caliber to
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support BAJ to meet the mission. Moreover, it is one-year practice or learning program which is
divided into two parts as starting 6 months for general training regarding banking knowledge and
remaining 6 months for specific curriculum like retail banking, finance, risk management group
etc. In this manner, it reflects that BAJ is continuously engaged with the training programs and
specific practices for the learning and training of the staff which helps to achieve the targets.
Recommendations as compare to best practice
On the basis of training and development practices and programs of BAJ, few
recommendations have been providing in comparison to best training practices are follows-
 Training in relevant skills- BAJ is conducting the different training and development
programs to improve the knowledge and skills of the workforce. In this context, it has
been suggested that the organization should focus on the providing training relevant to
skills to make the employees expertise in their fields (Goelz et al., 2011). Here, the bank
will identify the capabilities and skills of the existing or new hiring and work on the
competencies required for the achievement of the outcomes. Furthermore, training in
relevant skills is one of the suitable practices for the learning and development of the
employees because it provides sustainable and successful development for both
employees and the organization (Jackson, 2015).
 Embrace digital tools in training programs- BAJ is already using the digitalization in
the training programs such as virtual training programs for the engagement and learning
of the staff members. In this context, it has been recommended that BAJ should adopt the
more technical tools and equipment to offer the better training and learning assessments.
Here, the banks are based on the use of advance technologies for the quick and easy
transaction which helps to save the money and time of the employees (Ellis and Kuznia,
2014). However, the use of traditional training methods is not supportive in the modern
workplace because employees needs to work on multiple enterprise software on a daily
basis (Nybo et al., 2010). In this manner, the use of digital training practices is important
to use because it encourages the learners to use advance techniques at workplace (Ala-
Mutka, 2011).
 Knowledge sharing practices- BAJ is only emphasizing on the conduction of different
training and development programs for the employees to learn new things. However,
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knowledge sharing is also an effective approach to learn new insights within the
organization from experienced persons (Leonardi, 2017; Inkinen, Kianto and Vanhala,
2015). In this context, BAJ is suggested to prefer the best practice as knowledge sharing
approach in which the superiors and subordinates are allow to share the knowledge with
each other and learn from those knowledges which helps to improve the competencies of
the least capable employees.
Analysis of the best practice recommendations in light of the best fit considerations
In the previous section, best practice recommendations have been provided for the
learning and development of the employees within the organization. Here, the recommendations
are suitable for BAJ to trained the new hires as well as existing workforce; however, at what
extent the recommended best practices should be modified for the achievement of best results in
the contingencies. Hence, the modifications in the best practices can be as follows-
 Amendments in knowledge sharing approach- Basically, for knowledge sharing
practices, the organizations conduct the physical meetings and face to face interactions
programs for the effectiveness of the views (Heizmann, 2011). Here, the organizations
can conduct the online sessions, virtual interactions with video calling which helps to
save the resources, time and money for all the participants and management (Youngren,
2019). Furthermore, virtual interactions will be based on a specific software which
supports to reduce the communication barriers due to cultural differences because the
software will provide an option to convert the voice into required language (Shneiderman
and Plaisant, 2010). Moreover, it increases the confidence among connected members
and people will enthusiastically share the knowledge and grab the experience of each
other. Apart from this, various forms can be encouraging in the knowledge sharing
approach to increase the confidence and perception towards sharing of experience (Lam
and Lambermont-Ford, 2010). Here, the firm can set a side time for face to face
collaboration because it helps to deal with the contingencies. In this context, a meeting
time will be set in this manner where the employees can flourish and bounce the ideas
which again supports to enhance the view point of connected members. Furthermore, the
company can set the schedule off-site events and meetings where the employees would
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be able to utilize the happy hours in a team meeting. For example, the manager can
conduct a meeting at cafeteria where the empty time can be utilized by sharing the
knowledge and views regarding any situation which further helps to use that knowledge
in the condition of contingencies.
 Modifications in use of digital tools in training programs- On the basis of best
practices recommendations, it has been suggested that BAJ should use the online tools in
conduction of learning programs. However, the organization should include the use of
advance technologies in the training sessions because through it the employees comes to
know about different digital tools and can learn how to use those tools at workplace
(Lang, 2011). Here, every time use of same technology and digital tools in the training
sessions is remains ineffective towards the trainees because through this, they learn only
about the content instead of that technology which is using in the training programs
(Beidas, Cross and Dorsey, 2014). In this context, if every time management allows to
use the different and advance technology to provide training is supports to enhance the
scope of knowledge among employees. For instance, if the company suddenly order to
use the e-procurement system for the effectiveness of the transactions then the perceived
knowledge in training sessions will be helpful for the employees in operating the e-
procurement tool. On the other hand, in lack of use of the new technologies in training
programs then in contingencies, the employees would not be able to operate the
electronic tools due to lack of knowledge (Elnaga and Imran, 2013). Here, the
organizations have to provide on the spot training regarding use of digital tools that will
increase the cost and consume the higher time which might be cause in the attainting the
dead line. Hence, overall profitability of the firm might hamper in contingencies.
 Changes for training in relevant skills- In the recommendation section, a suggestion
has been given to the organization to offer the training in relevant skills to make the
employees expertise in that particular field. However, it would not be beneficial in
contingencies because contingencies arise in the same knowledgeable field it is not
necessary, it can also be in irrelevant skilled field wherein the specific skilled employed
would not be able and competent to deal with contingencies (Ahmed, 2014). In this
context, it has been suggested that the organization should focuses on providing the
training related to other fields also along with specific and relevant skills. Therefore, it
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would be an advantageous point for the company because diversified sectors trained
employees would be able to deal with the contingencies by using the specific knowledge
as well as other filed skills.
By considering the overall scenario of recommended approaches, BAJ can easily apply
all these suggested practices at the workplace because the bank is already a well established and
leading bank in Saudi Arabia. Thus, the appropriate modifications in the training practices would
be helpful for BAJ in any kind of contingencies.
Recommendations for improvement
In the report, different kind of recommendations has been provided for the betterment of
the services and to improve the productivity of the employees at the workplace. Here, on the
basis of above-mentioned recommendations, the best suggestions have been given for BAJ for
improvement in HRM practices to adopt and apply in the bank for the better outcomes. Thus, the
recommendations are as follows-
 To provide training in specific skills along with diversified knowledge- On the basis
of above HR practices and best fit strategies, it has been suggested for BAJ to offer the
training and conduct the development programs with consideration of involvement of
diversified skills. This would be beneficial for the bank because currently banking
industry is more engaged with use of latest technologies in the banking transactions
which helps to save the time. Here, the banks are responsible to render the training
regarding every aspect of the technology along with specifications. In this case, the
employees will be able to get the diverse knowledge and experience of the banking
transactions.
 Use of latest digital tools in the training programs- On the basis of recommendations,
it has been suggested that BAJ can focuses on the use of latest digital tools and
equipment in conduction of training and development programs. Additionally, advanced
technologies support the employees to get the knowledge regarding several digital
applications which again coordinates to deal with the unexpected contingencies in the
bank. In this manner, the employees would become more competent and analytical in
each and every aspect of the technology related to banking transactions.
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 Knowledge sharing training approach- Here, BAJ is already engaged with conduction
of face to face training programs for the sharing of knowledge and experiences with new
hires and existing employees in the bank. However, it has been recommended for BAJ to
apply the knowledge sharing practice by using the innovative ways such as conduct a
meeting in newly located restaurants to use the free time along with enjoyment. In this
situation, the employees would become closer to each other where they would be free to
use share experiences, skills, knowledge along with issues. Accordingly, the management
will emphasize to work on drawbacks and try to improve the existing skills of the
employees.
Conclusion
On the basis of the report, it has been concluded that the respective bank is more
interesting in offering the training and development programs for the growth of employees as
well as bank. Here, it has been found that training and learning has a significant impact on the
employee’s performance. Furthermore, it has been identified that training in relevant skills is
important but keen focus on the diversified skills is also helpful to deal with the contingencies.
Besides this, it has been summarized that use different digital tools in the training programs
because it supports to enhance the knowledge of employees regarding advanced technical tools
which further supports to tackle the contingent situations.
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