The Training & Development Program at Hsbc Bank

{draw:g} {draw:g} {draw:g} Contents {text:bookmark-start} Executive Summary {text:bookmark-end} Training and development is a vital part of HRM and is incomplete without proper performance management. The article discusses the training and development in detail as practiced at HSBC Bank in Pakistan. It is conducted in four steps. First Training need analysis is done where the existing skills and knowledge of employees are evaluated and then training requirements are assessed. Then in the second step appropriate program is designed to fulfill the training requirements and in the third step that training is conducted. In the fourth and last step the employees are again evaluated to check the effectiveness of the program. The training program is usually divided into three parts. In the first past employee is given orientation of the bank and the job. This is called induction training. In the second part, employee is given job specific training and in the third part employees are encouraged and groomed to achieve their personal development goals. The paper then discusses performance management at HSBC and how it influences the several stages of the training program. Also the relationship between training and development and performance management is discussed. The paper argues that performance management should coordinate with training and development. Both much complement each other rather then contradict. This is what is observed in HSBC where performance management is practiced in line with training and development. In the end, this paper discusses certain motivational theories at work at HSBC Bank. The bank exercises these theories all over its global operations. The paper concludes by giving emphasis on training and development and the need to invest heavily in it, especially in Pakistan where educational standards are quite negligent. {text:bookmark-start} Introduction {text:bookmark-end} Training and development is an integral part of any organization’s