Training Employees in HSBC Bank in Malaysia: Learning Intervention

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This report will examine a training program undertaken by a bank called HSBC Bank Malaysia Berhad. The report will focus on the training provided to new employees for the new branches. Further, the report will critically evaluate the training cycle of learning intervention at [HSBC]. Additionally, it will provide several recommendations to improve the intervention. This is my personal experience as a personal banker of HSBC Bank Malaysia Berhad.

HSBC Bank Malaysia Berhad training program was designed to operate for 2 months. The first month involved 8 hours classroom sessions involved 30 employees about activities at branches, products knowledge, sales, systems training, compliance, legal and regulations as a banker. Within the 1 month period, all the employees required to complete around 60 modules (products, systems, compliances) of e-learning and pass all the tests in the modules. Trainers were all required to have at least 10 years experience working in branch. After one month, stage two initiates, this phase involve employees were assigned to the mentoring program in pioneer branches. We were paired to senior staff with the same position for a period of one-on-one tutelage in how to carry out the desired work. We were required to observe and learned from thems for 3 weeks in the real job environment. Besides observing all duties, we also gained “hands on” experience with progressively more responsibility being given during the attachment, while receiving constant feedback until a desired level of performance was reached.

On the final stage, the real on the job experience was given, we were required to take over the branch for 1 week without guidance from senior employees. This was the stage that required us to perfo...

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...y by enhancing the skills and competencies of employees. However, very few organisations used quantitative methods in order to evaluate the effectiveness of training and measure its impact on productivity. This problems will prevent training from having a positive impact on productivity (Eliophotou Menon, 2013).

By providing development training, especially for the new employees, it will give impact to the regulatory bodies related in banking industries including at the national (i.e. Bank Negara Malaysia [BNM]) and international level (i.e.Anti Money Laundering Act [AMLA], United Nations Security Council Sanctions Lists [UNSCSL]). Employees will be aware to adhere to the rules, regulations and compliances in a bank and this can minimise the problem of money laundering, security breach and banking secrecy in both at the national and international level.

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