200859 HRD Report: Analyzing National Australia Bank's HRD Policy

This report analyzes the Human Resource Development (HRD) policy of the National Australia Bank (NAB). It outlines the HRD opportunities, including formal training programs, mentoring, and benefits, emphasizing the bank's commitment to employee growth. The report assesses the influence of informal learning, such as employee recognition programs and volunteering schemes, on NAB's HRD practices. It highlights the significance of informal learning through workplace interactions and knowledge spill overs. The NAB's HRD strategy incorporates various tools and programs, including online participation and coaching, to empower employees in their career development. The report concludes that NAB's HRD policy focuses on holistic employee development and aligns with contemporary approaches to learning and development. The provided references support the analysis by discussing the importance of informal learning and HRD practices in the workplace.

Running head: HRD POLICY OF NAB
HRD Policy Of NAB
Name of the student :
Name of the university
Authors note :

1HRD POLICY OF NAB
The National Australian Bank is one of the most renowned banks of Australia, which is
also known for its HRD policy. The paper will focus on the HRD policy of the Bank and how the
Bank has employed informal learning.
In the National Australian Bank, there is an extensive training facility that is being
carried out for the growth and development of the employees of the organization. The training
programs which is provided by NAB is formal training. The training programs conducted by the
Bank helps the trainee to determine where they and in their career. There is a fully support in
order to develop the skill and the abilities of the employees which are made for the development
of the programmes, mentoring and much more (Nab.com.au, 2020). There are diverse training
programmes for the graduate students to be a successful agribusiness bankers. Where these
bankers are trained to develop strong relationship with the Australian customers. The Bank has
also provided programs for indigenous Australians as well.
The Bank has also provided several benefits for the employees as well. The company
believes that this creates a big difference in order to help the unique needs and the ambition of
the employees (Nab.com.au, 2020). The first is the banking and the financial service discounts
where the competitive rates and the fees are reduced. The second is the staff club discounts,
which is an exclusive benefit for the organization staff. The health and the wealth being also look
onto along with the reward and the recognition.
Informal learning is more important in terms of the performance of the workers than
formal training (Chao 2014). Learning is mainly done on the automatic by-product of the work,
which is productive. There are new hires in the company which has a steep performance on the
increment of the performance of the employment, and there are also knowledge spill overs that
exist between the colleagues at the workplace, which contributes to the productivity of the

2HRD POLICY OF NAB
employees (Marsick and Watkins 2015 ). The Human Resource Department has implemented
this strategy in various organizations.
The Australian National Bank has the reward and the recognition scheme for the
employees. For the Bank, it spent matter that whether this is a small act or a big act, it all
depends on the employee's performance, which does the work for simpler and faster; therefore,
the Bank not only encourage the leaders but every employee who is involved in this process.
There are mainly two ways in which the employee recognition scheme are taken and have which
encourages the genuine appreciation plan and program for the employees. NAB has also
introduced the volunteering scheme for the employees, which helps the employees to learn in an
informal way. The company has partnered with various organizations in order to provide
meaningful volunteering opportunities, which makes the learning process very much distinctive
for employers. There are just more than skill to offer to the employees. Volunteering and
engaging in the CSR activity in the employees helps them to have a new perspective and see how
things are actually done (Noe et al. 2014). This is done by bringing the new individual qualities
and experiences in the value in the contribution, and it also tests the skill of the employees in
achieving the project outcome. This also provides options to the employees to connect to the
team and work in a unified team which helps the team to connect in order to make the
collaboration process simple within the team. This helps in th enhancement of the teamwork skill
and also boost the morale and the pride of the employees. Researchers has claimed that creating
new social ways of learning actually helps in the improvement of the learning uptake in the
organisation (Tripon 2014).
The national Australian Bank has created an environment that has empowered and
enabled the employees in order to drive their careers as well as the development of the

3HRD POLICY OF NAB
employees. The leaders in the organisation has the right skill in order to shape the career and the
development of the leader of the people and have the right tools in order to support the skills of
the employees which not only support the employees but the customer as well. The Academy of
the Bank does not rely on the traditional modes of teaching. The teaching module on the Bank is
not formal; rather, it is very much dynamic (Nab.com.au, 2020). There are various technological
tools, self-assessment templates in order to create a personal snapshot. The Individual
Development Program of the Bank also helps in online participation. This model of the Bank has
enabled the employees to participate in the online programs and shift from the traditional models
of the learning. The coaching method is also different as it largely depends on the tools,
organization resources as well as training of the organization. In order to initiate the people
leadership programs, the company has challenged motivated and the high performance of the
employees (Nab.com.au, 2020). There are supporting resources that are provided by the
company, which include monthly bulletin, toolkits, training, and guidelines.
From the above discussion, it can be concluded that the NAB HRD policy is very
significant as it focuses on the holistic development of the employees.

4HRD POLICY OF NAB
References
Chao, G.T., 2014. Unstructured training and development: The role of organizational
socialization. In Improving training effectiveness in work organizations (pp. 141-164).
Psychology Press.
Marsick, V.J. and Watkins, K., 2015. Informal and incidental learning in the workplace
(Routledge revivals). Routledge.
Nab.com.au, 2020. Careers. [online] Nab.com.au. Available at: <https://www.nab.com.au/about-
us/careers> [Accessed 4 April 2020].
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2015. Human resource
management. Gaining a Competitive.
Tripon, A., 2014. Innovative technology for sustainable development of human resource using
non-formal and informal education. Procedia Technology, 12(2014), pp.598-603.