Internship Report on

“Discussion on HR Function of a selected organization: Training

and Development of Transsion Bangladesh Limited”

United International University

Supervised By-
Piana Monsur Mindia
Assistant Professor
School Of Business and Economics
United International University

Submitted By-
Zawad Ahmed Khan
ID- 111 153 046

Submission Date: February 28, 2022

 Letter of Transmittal
February 28, 2022

Piana Monsur Mindia

Assistant Professor
School of Business and Economics
United International University
United City, Madani Avenue, Dhaka, Bangladesh.
Subject: Submission of internship report.

Dear Madam,

It is my pleasure to submit an internship report, as part of the Bachelor of Business Administration

Program provision, to you for your kind appraisal. This report is prepared on “Discussion on HR
function of a selected organization: Training and Development of Transsion Bangladesh Limited”

I have tried my best to make this report as instructive and reliable as possible by using the
knowledge I've gained during my undergraduate life and furthermore, in the midst of my internship
period. While preparing this study, I have learned a variety of valuable lessons and techniques that
will provide assistance in my future efforts. I have tried all the possible steps to complete the
report. I hope that this report will fulfill the expectations.

Without your guidance and recommendations, I would not have been able to prepare this report in
accordance with the required guidance. I'm grateful to have you as my thesis supervisor. I am very
grateful to you for your kind support.

Sincerely Yours,

Zawad Ahmed Khan

ID- 111 153 046

ii
 Acknowledgement
I would like to express our gratitude to Almighty Allah for enabling us to complete this report
entitled “Discussion on HR Function of a selected organization: Training and Development of
Transsion Bangladesh Limited”.

I would like to convey my greatest gratitude to my supervisor and mentor, Ms. Piana Monsur
Mindia, Assistant Professor, School of Business and Economics, United International University,
Dhaka. Without your deep patience, motivation, inspirations and help during the internship period,
this report would be a far cry for me to complete properly. Your instructions and guidance played
an important role in the completion of this report. I would also like to show my gratitude to all the
faculties who taught me during the whole Bachelor of Business Administration Program so that I
am able to write a thesis paper.

Now, this is a little effort to show gratitude towards the people who helped me directly and
indirectly to complete the report including all participants of my survey. In addition, I would like
to thank many people, especially our classmates during the time in the university, who have made
valuable contributions to the skills needed to write this report, which worked as an inspiration and
motivation while working. Lastly, I would show my gratitude to the beautiful team members and
the co-workers at Transsion Bangladesh Limited for their help in preparing the internship report.

At last, although I have tried my level best, I am to be held responsible for any errors found in this
internship report.

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Table of contents
Chapter Title Page
Executive Summary v
1 Introduction of the Report 1
1.1 Origin/Background of the study 1
1.2 Scope of the report 3
1.3 Objectives 3
1.4 Methodology 3
1.5 Limitations 4
2 Introduction of the organization 5
2.1 History 5
2.2 Mission, Vision and Value statements 6
2.3 Product/ Service 7
2.4 Organization Structure 12
2.5 Organization Culture 13
3 Discussion of the HR function of the selected organization 14
3.1 Process 15
3.2 Training programs in Transsion Bangladesh Limited 16
3.3 Development Activities 21
4 Findings and Analysis 22
4.1 Individual Findings and Analysis 22
5 Recommendations and Conclusion 33
5.1 Recommendations 33
5.2 Conclusion 34
6 Bibliography 35

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Executive Summary
This paper discusses about the concept of Training and Development from its very definition to
different practical techniques and processes used in a specific organization, which in this case is
Transsion Bangladesh Limited.

The need for Training and Development for the betterment of the employees along with the
impact and effect of it in the long run of the organization. The report starts with the concept of
training and elaboration of the development activities. Further, different types of training are
discussed in this paper, and how many and what types are used in Transsion Bangladesh Limited.

The types of training and its implementation in the selected organization are discussed next to
the effect of development activities on the employees. The role of the Human Resource
department in carrying out these activities are highly focused, as it is the sole responsibility of
the Human Resource department for the development of an organization’s employees. Trained
and developed employees will always be high on motivation while carrying out the duties, and
are more likely to be satisfied with their job. This motivation and satisfaction will ultimately bring
good results to the organization.

The report ends with the summary of the survey carried out on the highly focused sample set of
employees, which brings mostly high praise for Human Resource department for their training
and development activities with also highlighting different areas of setbacks which need to be
taken care of, and improved in the future.

The recommendations are also included in the last chapter of the report, and an appendix
which also contains the questions used in the survey while preparing the report.

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Chapter 1: Introduction of the report
1.1 Origin/Background of the study

The following report is about the Training and Development activities of Transsion Bangladesh
Limited. The background of the report takes us to the Concept of training. However, before
jumping into the concept of training and development, the need for training and development must
be acknowledged. The main purpose of training and development is learning. It takes us to the
question, what actually is learning?
Learning refers to employees acquiring knowledge, skills, competencies, attitudes, or behaviors.
To be noted, the learning should not only be for the employees’ own sake. Learning needs to
demonstrate how it contributes to the company’s competitive advantage through improving
employee performance, supporting the business strategy and contributing positively to business
outcomes such as quality, productivity, development of new products, and retaining key
employees.
Training and Development is a subsystem of Human Resources activities of an organization which
emphasize on the improvement of the performance of individuals and departments.
Training is an educational process and a planned effort by a company which involves the
sharpening of skills, concepts, changing of attitude and gaining more knowledge to enhance the
performance of the employees. Good & efficient training of employees helps in their skills &
knowledge development, which eventually helps a company improve.

According to a senior HR specialist, “Training is all about getting the job done”.
Training is about knowing where you are in the present and where will you reach with your abilities
after some time. By training, people can learn new information, new methodologies and refresh
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their existing knowledge and skills. The motive behind giving the training is to create an impact
that lasts beyond the end time of the training itself and employee gets updated with new and
modern systems.
Traditionally, companies have relied on formal training through a course, program, or event to
teach employees the knowledge, skills, and behaviors they need to successfully perform their job.
Formal training and development refer to programs, courses, or events that are developed and
organized by the company for the employees. Informal learning refers to learning that is learner
initiated, involves action and doing, is motivated by an intent to develop, and does not occur in a
formal learning setting.

Development is similar to training, except that it tends to be more future-focused. Development

refers to training as well as formal education, job experiences, relationship, and assessments of
personality, skills, abilities that help employees prepare for the future jobs or positions.
Development is mostly based on three activities:
-Continuous improvement: The intention is constantly learning to make performance better and
make business processes more effective and efficient; the work processes are bettered through
incremental improvements over time.
-Innovation: Innovating consistently is a vital prerequisite in the current scenario where
organizations are actually able to gain competitive advantage over others in a constantly changing
environment. Main factors to this process are being creative and learning constantly from mistakes,
actions, and micro & macro environment.
-Continuous adaptation: Constantly learning and adapting to changing market conditions and
responding to the external market conditions that includes constantly changing customer needs,
new competitors, and most importantly, new technology.
Primarily, employee development serves two objectives:
• Bringing an improvement in overall Organizational Performance,
• Developing the skills, knowledge and attitudes of employee.

This report is being done on the premises of the known types of Training and Development
activities available in the current world of Human Resources. Which and how many of those
activities are being conducted in the selected organization, in this case, Transsion Bangladesh
Limited.
This report is made to find out the Training and Development activities in Transsion Bangladesh
Limited and the impact that those activities have on the employees and the organization as a whole.
After analyzing different Training and Development initiatives, the last part of the report includes
the conclusion and recommendations to the selected organization on improving the HR function
for a better result in the future.
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1.2 Scope of the report
The report will cover the Training and Development HR function of Transsion Bangladesh
Limited. All activities relating to the selected function will be included in the report including but
not limited to:
 the types of training
 training methods
 the scope of training
 delivery methods
 selection of trainers
 participating parties
 measuring effectiveness
 impact analysis and
 feedback from the employees

1.3 Objectives
The primary objective of the report will be the to measure the effectiveness and satisfaction of the
training and development activities of Transsion Bangladesh Limited on the employees and their
unbiased feedback.
The secondary objective of the report will be analyzing each feedback from the employees and
suggesting minute improvement plans to be implemented in the training and development
processes of Transsion Bangladesh Limited to increase the efficiency and effectiveness of the said
Human Resource function of the company to its employees.

1.4 Methodology
The research will be prepared based on primary data. The procedure of selecting the specific data
to identify, select, process and analyze sample information was based on purposive sampling.
While the sampling was purposive, where it is a form of non-probability sampling in which
researchers rely on their own judgment or prior information when choosing the sample to
participate in their surveys.
The sample was given the survey link made on Google forms as many employees to take part in
the survey were out of Dhaka, and the pandemic forced many to work from home. The Google
form survey also provided animosity in their opportunity to provide feedback, so the data used in
this research paper is truer to life and more representative.
The data is then received through Google forms and analyzed for the primary and secondary
objectives.

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1.5 Limitations
 the first limitation of this paper was to select a representative sample that is small enough
for it to be less time consuming and large enough to be representative of the overall data.
Because the information analyzed in this research paper is confidential, selection of this
sample was complex and time consuming.
 As most of the period was under strict lockdown due to Covid 19 pandemic, getting
feedback from the sample was an issue. At first, a physical survey was decided to be used,
but it was rendered invalid due to transportation and other shutdown measures by the
government. The online survey was a challenge due to giving constant reminders to the
sample employees to complete their survey as they are far away.
 The training and development data of the training programs of Transsion Bangladesh
Limited was a huge time-consuming process. Getting to know about all the training and
development programs, the instructor data and the feedback took almost 7 months. None
of the data was found during the internship period, it was only discovered after becoming
a permanent employee.
 Another issue is the reluctance of the employees to share accurate information, and taking
the survey seriously. The sample has been changed over a several times due to these
challenges.
 Most employees in Transsion Bangladesh Limited are field force employees, so getting
hold of them was challenging, as the most accurate feedback always comes from the field.

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Chapter 2: Introduction of the organization

2.1 History

Transsion Holdings Private Limited, previously known as Transsion Technology, is a Hong Kong
based technological conglomerate. Established in 2006 by a group of technology enthusiasts,
focuses on development, manufacturing, sales and services of mobile phone equipment,
accessories and home appliances. Transsio Holdings Private Limited is the 6 th largest mobile phone
manufacturer in the world based on quantity. Transsion Holdings Private Limited operates in more
than 70 countries and regions, including Nigeria, Ethiopia, Kenya, Tanzania, Egypt, UAE (Dubai),
Bangladesh, India, Pakistan, Nepal, Indonesia, and Vietnam, etc. The headquarters is located in
Shenzen, China. Transsion Holdings Private Limited has six brands under its ownership. The
company is best known for its mobile phone brands named as itel, TECNO and Infinix; their
mobile phone accessories brand is named as Oraimo; the home appliance manufacturing brand is
known as Syinix, and after sales service brand Carlcare.

Although established in 2006, Transsion started its operations in June 2008 after setting up its
office at Nigeria. By the end of October the same year, Transsion had set up subsidiaries in 7
African countries. Transsion entered the South Asian market in 2016 by entering India with its
mobile phone brands. In the fourth quarter of 2017, Transsion had successfully surpassed Samsung
as being the largest manufacturer of mobile phones in terms of market share for the first time in
Africa.

The tremendous success of Transsion in Africa is fueled by its Research and Development
concentration based on African population, specially focused on price and the camera of the mobile
phones designed specifically to capture photos of dark-skinned people.

5
Transsion Bangladesh Limited is the Bangladeshi subsidiary of Transsion Holdings Private
Limited. Transsion Bangladesh Limited was inaugurated in April of 2017. All products were
imported from China in order to cater the needs of the Bangladeshi market until October 2018
when Transsion Bangladesh Limited had finally set up its factory located in Vogra, Gazipur. All
mobile phones are now labelled as ‘Made in Bangladesh”.

In an interview with the Chief Executive Officer Rezwanul Hoque, he said “We maintain a multi-
brand strategy which we consider is important for long-term success in the mobile phone industry”

2.2 Mission, Vision and Value statements

Transsion Bangladesh Limited holds the same mission as the parent company Transsion Holdings
Private Limited, which is:

“To improve the lives of as many people as possible through technology

and innovation”
The vision of Transsion Bangladesh Limited is as follows:

“To become the most popular provider of smart devices and mobile
services for consumers in global emerging markets”
Value statement or slogan of the company is:

“Together we can”

The core values of the company are:

1. Customers- Customers are both the starting point and the endpoint for all work of
TRANSSIONers.
2. Respect- Respect defines how we treat each other and our differences.
3. Openness- Staying open connects us to the future and its possibilities.

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 4. Innovation- Innovation is essential to achieving breakthroughs on different levels, both
personal and organizational.
5. Sharing- Sharing invites every “I” to become “we”.
6. Bottom line- We always show compassion, even if it puts us at a disadvantage.

2.3 Product/ Service:

Transsion Bangladesh Limited has five brands operating in Bangladesh currently.

1. itel

itel is the feature phone and entry level smartphone brand of Transsion Bangladesh
Limited. Itel was officially launched in 2017 in Bangladesh. At the starting phase, itel
introduced feature phones and low budget smartphones only, ranged between 3,000-7,000
Taka. Itel focused on the low-income target market and could achieve quick popularity
amount the low budget consumers. The performance of itel phones is usually smooth for
the budget and the designs of the itel phones are comparatively attractive. These are some
of the important facts the buyer considers before purchasing a low-cost Android
smartphone. Itel has currently dethroned Symphony as the leading feature phone
manufacturer in terms of market share. Authorized dealers and showrooms are available
all across the country, even in rural areas. Itel was featured among the top ten phone brands
of Bangladesh in 2019.
Itel has a range of feature phones with a starting price of as low as 890 taka, and a premium
line of entry level smartphones such as Vision 1, Vision 1 Plus, Vision 1 Pro and Vision 2
along with the A series such as A25 Pro and A48.
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 The itel Vision 1 Pro

2. TECNO

TECNO is Transsion Bangladesh Limited’s midrange smartphone brand and

TECNO does not have any feature phone under its lineup. TECNO first caught the
limelight in Bangladesh after introducing the mid-tier budget friendly smartphone TECNO
Camon X in March, 2018.
Now, TECNO comprises of two midrange series: Spark and Camon. The spark
series is a budget friendly option for the consumers providing average quality
specifications, which currently includes the Spark 5 Pro at 10990/-, Spark 6 at 12490/- and
the upcoming Spark 6 Go at 8690/-.
The Camon series is a premium midrange line of smartphones from TECNO. The
current generation of Camon series includes Camon 16 at 14990/-, Camon 16 Pro at
18990/-, and Camon 16 Premier at 27990/-.

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 All smartphones of TECNO are available all over Bangladesh through TECNO’s
own Brand Outlets and third-party shops as well. TECNO is Transsion Bangladesh
Limited’s top most prioritized business unit. The maximum number of Transsion
Bangladesh Limited’s employees are employed under this brand.

TECNO Camon 16 Premier

3. Infinix

Infinix is Transsion’s higher midrange smartphone brand, which was also an online
exclusive brand till 2020. Currently, it has started operating in the offline market as well
due to the comparatively lower response of the Bangladeshi consumer market shopping
online. Infinix smartphones are now available in online platforms such as Daraz, Pickaboo

9
and Evaly as well as the offline shops and chain shops such as Gadget and Gear, and
Sumash Tech.
Infinix currently has three different series of smartphones based on specifications
and price. The Smart series hosts the basic entry-level smartphones such as the Smart 5
(2GB) priced at 8490/- and Smart 5 (3GB) priced at 9490/-.
Next in line is the Hot series which includes the mid-level spec’d smartphones such
as the Hot 11 Play priced at 11490/-, the Hot 10s priced at 12990/- and the upper midrange
grade smartphone Hot 11s at 14990/-.
The Note series is the higher end devices of Infinix. The Infinix Note 10 Pro is the
flag carrier of Infinix Mobility Bangladesh currently, priced at an affordable bracket for
the consumers at 21490/- taka.
However, the flagship series Infinix Zero are not imported or produced in
Bangladesh by Transsion Bangladesh Limited due to the budget restrictions of the
Bangladeshi target consumers.

Infinix Note 7

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4. Oraimo

Oraimo is Transsion Bangladesh Limited’s mobile phone accessories brand.

Oraimo has a number of product categories under its name, ranging from chargers, cables,
wired earphones and headphones, wireless earphones and headphones, Bluetooth speakers,
smart bands and smart watches.

5. Carlcare Service Centre

It is Transsion Bangladesh Limited’s lone service brand to provide after sales

service for the other equipment/product manufacturing brands of Transsion Bangladesh
Limited such as itel, TECNO, Infinix and Oraimo. The servicing plant is located at Tejgaon
Industrial area of Dhaka. There are service touchpoints all over the country for the
convenience of the consumers.

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2.4 Organization Structure

Transsion Bangladesh Limited strictly adheres to a functional organizational structure where there
are different department heads who directly report to the Chief Executive Officer. For elaboration,
a functional organization is a common type of organizational structure where an organization is
split down into different smaller sets based on the functional areas such as Marketing, Finance,
Human Resource, Administration and Information Technology.

Transsion Bangladesh Limited has the following departments:

 Human Resources, Administration and IT Department

 Marketing department
 Finance and Supply Chain Management department
 Sales Management Department
 itel department
 TECNO department
 Carlcare Service Centre department
 Infinix Business Unit (under Carlcare Technology BD Limited)
 Accessory Business Unit (under Carlcare Technology BD Limited)

The advantage of this type of organizational structure in Transsion Bangladesh is that each
department can work independently without the interference of others. Since each department head
is a specialist in her area, they can easily choose which employees to include in their department
during recruitment. As a result, each department has a team full of skills and expertise in that
functional area, and they can work with higher levels of efficiency and optimization. The
employees in each department have a clear chain of command or hierarchy where they report to a
single person.

There are disadvantages however. As each department works independently, there is a significant
amount of communication gap among the functional departments. This communication gap
sometimes lead to inefficiency. Another disadvantage is that the appraisal of the employees is done
by the head of departments. In this case, there may be times when the supervisor may favor an
employee. On the other hand, an employee may be appraised wrongly due to stereotyping or

12
personal conflict. Accountability is another issue where each individual department has the scope
of playing the blame game if any mishap happens.

2.5 Organization Culture

This is Transsion Bangladesh Limited’s biggest strength. The culture of the company is one of the
most progressive and employee friendly.

Each Head of Department, each employee regardless of their position is super-friendly to each
other. No bossing is allowed inside the organization. Supervisors convey their directives in a way
that motivates the juniors. Instead of order and work, the company follows the motivate and
implement rule.

On top of all this, the company is actively taking new employee engagement and culture
improvement plans along with new training and development activities throughout the year to
improve the already fantastic work culture and efficiency. The employee engagement programs
such as Coffee with CEO, Family Appreciation, Birthday Celebration, Junior Art Competition,
Quiz sessions and monthly gaming programs.

Unlike many other companies where employees are required to focus on work only, and are not
appreciated to socialize among colleagues in office hours; employees in Transsion Bangladesh
Limited are required to socialize among everyone inside the office. The supervisors personally
motivate their team members to grow an extrovert personality. Communication is focused highly
in this organization.

Another positive aspect of Transsion Bangladesh limited is that it is a totally performance-oriented

company. It has a zero-tolerance policy on nepotism and internal favoring towards any employee.

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Chapter 3: discussion of the HR function of
the selected organization
Training and Development is the selected HR function to be discussed in this chapter.
Training and Development is a subsystem of an organization which emphasize on the
improvement of the performance of individuals and groups. Training is an educational process
and a planned effort by a company which involves the sharpening of skills, concepts, changing
of attitude and gaining more knowledge to enhance the performance of the employees. Good &
efficient training of employees helps in their skills & knowledge development, which eventually
helps a company improve.
Transsion Bangladesh Limited hosts a number of training and development initiatives throughout
every year in order to keep the operations flowing at the highest level of effectiveness and
efficiency. The HR department also focuses on the development of mental health of the
employees by conducting mental health training sessions. The company emphasizes both formal
and informal training for the employees.
To distinguish between formal and informal training, formal training and development refers to
programs, courses, or events that are developed and organized by the company for the
employees. Informal learning refers to learning that is learner initiated, involves action and
doing, is motivated by an intent to develop, and does not occur in a formal learning setting.
Some Training programs conducted by Transsion Bangladesh Limited are stated below:
 Sales Excellency Training
 7 habits training
 Leadership training
 Neuro-Linguistic Program Training
 Team building
 Performance management training
 Mastery in communications training
 Brand promoter training
 Induction training

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3.1 Process:
Transsion Bangladesh Limited follows a seven-step process for conducting a training session:
1. Training Needs Assessment (TNA): Assessing training needs is necessary to identify
whether training is actually needed to improve the performance of the employees or
anything other than training is required.

Needs assessment is important because it helps an organization determine the gaps that
are preventing it from reaching its desired goals. Although need assessment is the first
step in the instructional design process, but if it is not properly conducted any one or
more of the following situations could occur:
 Training may be incorrectly used as a solution to a problem not able to be solved
by conducting a training session.
 The training program planned may have the wrong content or methods.
 Trainers may be sent to training program for which they do not have the basic
prerequisite skills or confidence.
 The training will not be able to deliver the expected change or financial result that
the company expects.
 Expenses will mount on training programs that are unnecessary because they are
unrelated to the company's business strategy.

At a progressive company, there may be so many things going on where it is hard to pin
down exactly what may be holding it back. Knowing what is working well and what
aspects are needed to be changed is crucial to progressing effectively towards those goals
and making an organization successful.

2. Ensuring Employees’ Readiness for training: Ensures that the employees who are subject
to training have the correct attitudes, motivation and basic skills necessary to master the
training content.

3. Creating a Learning Environment: It is all about creating an environment that has all the
features necessary for learning to occur. Some features are:
 Learning objectives
 Meaningful material
 Practice
 Feedback
 Community of learning
 Modeling
 Program Administration
4. Ensure transfer of Training: Ensure that trainees apply the training contents on their day-
to-day job activities. This step involves having the trainee understand how to manage
skill improvement, as well as getting co-worker and management support.

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 5. Develop an Evaluation Plan: It includes identifying what type of outcomes the training is
expected to influence (for example, learning behavior and skills), choosing and
evaluation design that allows to determine the influence of training on these outcomes,
and planning how to demonstrate how training affects the “bottom line”. That is using a
cost benefit analysis to determine the monetary benefits resulting from training.
6. Selecting Training Method: Choosing the appropriate training method based on the
learning objectives and learning environment. The recent training sessions are being
conducted online over the internet due to the Covid-19 pandemic.
7. Monitoring and Evaluating the Program: This is the last step. This step is done evaluate
the entire program, measure its impact on the employees and as a result in the
organization, and make any necessary changes required in the training sessions in the
future.

3.2 Training programs in Transsion Bangladesh Limited

The trainings provided by Transsion Bangladesh Limited are both conducted by in house trainers
and outside trainers. The training programs offered by Transsion Bangladesh Limited are
described:
1. Sales Excellency Training-
Sales excellency training is one of the most important forms of training investment a company or
organization can make. It is because of a lot of core functions. To begin with, maintaining a
sustainable competitive advantage is essential in the highly challenging business environment in
today’s world. A strong, dedicated and motivated sales team is one of the most important forces
which help companies to stay ahead of the curve. Improving the sales team, and making selling
more efficient and effective is the key to the growth of any company.

This is when the training comes into play. Attaining the expected level of growth can be a
complicated and sophisticated task. That is why it is extremely important that your company is
making the right training investments. It is tricky to whether invest on own resource within the
company or invest on a third party. For this reason, Transsion Bangladesh Limited relies on a mix
of in-house and out-house trainers for sales training. The sales training sessions of Transsion
Bangladesh Limited are usually conducted in a neutral venue where in house trainers provide their
expertise along with the CEO, COO, Head of each department. Trainers from outside the
organization are hired to provide their inputs. The forms of training are conference, group
discussion, case study, audio-visual content and role playing.

With a training designed to include perspectives from different sorts of trainers, and different forms
of training content usually results in a high-quality training session for the employees. There is a
higher level of impact from this kind of training on the employees for the optimization of the sales

16
team and to keep them motivated on the field. A well-trained sales person can easily influence a
potential customer. With the right negotiation tactics along with product knowledge, pricing and a
presentation, the sales person is ready to go and this can make all the difference. Hence, the sales
training process is a critical factor in the world of sales. The better trained an individual is, the
better he or she should be able to perform in the field.
2. Neuro-Linguistic Program Training
Neuro-linguistic programming (NLP) is considered to be a psychological approach to personal
development, behavior, communication and psychotherapy involving the analyzation of strategies
used by successful individuals, and applying the strategies to reach a specific goal. It involves the
moderation of different thoughts, language, and specific patterns of behavior learned through
experience to achieve specific outcomes.
The NLP Training in Transsion Bangladesh Limited was conducted by outsourced trainers. As this
type of training involves a psychological approach, it is only logical to conduct the training with
psychological experts available outside the organization.

3. Team building
Team building is a form of training which usually does not require a specific trainer. This is a sort
of activity that focuses on the engagement of employees within a given team, department, group
or the whole organization. As a result, this sort of training or activities is usually conducted by a
team leader or supervisor of the given team.
Team building is a common activity in Transsion Bangladesh Limited as the company focuses
highly on the engagement and cooperation the employees within each department and the
organization as a whole.
Many such programs such as monthly gaming/sports activities, corporate lunch, celebration of
special days (such as new year, Independence Day, women day, birthday etc.), Quizzes day,
corporate day out etc. are being conducted in order to increase the involvement and cooperation
between the employees. Some unique approaches such as “Color of the day” where all employees
are required to wear clothes of the same color are also taken to ensure a friendly and cooperative
environment within the organization.
4. Brand Promoter (BP) Training-
TECNO Mobile (a brand under Transsion Bangladesh Limited) operates using Brand Promoters
in shops all over the country to promote and sell their smart phones to the consumers. Brand
Promoters are the personnel found in the TECNO brand shops and retail shops where TECNO
smart phone are sold.
The Brand Promoters are the forefronts of executing a sale. As a result, they require extensive
training in order to execute sales and generate revenue for Transsion Bangladesh Limited. As

17
Brand Promoters are quite unstable with their job, numerous new joiners are introduced every
month as replacements and in new locations.
It is quite impossible to hold training sessions every month with outside trainers as it will incur
huge amount of expense for the company, moreover, the trainers outside the company will have
limited knowledge about the features and services of the products of TECNO Mobile. For
maximizing cost effectiveness, efficiency and transfer of accurate information to the brand
promoters, Transsion Bangladesh Limited have several in-house trainers to conduct the Brand
Promoter training. For the TECNO brand, each Channel Sales Manager for their specific regions
has a specific trainer dedicated to provide training for the Brand Promoters operating in those
regions. The Brand Promoter training is coordinated centrally by the National Training Manager
in presence of the regional trainers. This results in high quality training for them and also prevents
the leaking of company information such as details regarding upcoming products, target brands
etc. outside the company.
The Infinix Brand under Transsion Bangladesh Limited has currently started Brand Promoter
activity recently from July 2021. As a result, the Infinix brand does not have regional trainers. A
single National Training Manager is currently managing all the Brand Promoter training activities
throughout the country. Regional trainers maybe recruited in the future based on the success of
their Brand Promoter activities.

5. 7 Habits training:
Seven habits training is conducted by in house trainers, most often by the head of HR department.
The seven habits on how to become a highly effective employee are being trained. The seven habits
on which the emphasis is put on are:
 Being proactive: to stay more influential in the actions that individuals take. On the other
hand, the circle of concern should be reduced as much as possible. The circle of influence
includes Power, security, wisdom and guidance. The circle of concern deals with the
properties which are out of direct control of an individual.
Being proactive reduces the need of reaction, which is to stay ahead of any action.
 To begin with the end in mind: Implementing any course of action with the consequences
of the end in mind is important to improve productivity and creating a more meaningful
work environment. To begin with the end in mind prioritizes the phrase “work smarter, not
harder”. When having a definite result in mind before starting any action, employees can
set to work smarter rather than working harder. Working harder causes to lose the strategic
vision and the reason “why” behind any meaningful work to be accomplished.
 First things first: Set priorities- first things should always come first. It is all about time
management and prioritization. Priorities should be set based on what is most important,
rather than what is the most urgent. Urgent activities are generally reactive, and sometimes
include important aspects to address such as crises, pressing problems, and deadline-driven
projects, and/or non-important things such as interruptions (social and official), trivial
busywork, time wasters and pleasant or popular activities. On the other hand, the important
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 activities mainly include relationship building, recognizing new opportunities and
planning. These are generally the most important activities for any organization, as they
act as the foundations for growth, stability and positive development.
 Think win-win: strategical effective leaders want to demonstrate win-win situations for the
organization. In order to achieve this feat, they need to commemorate a mixture of high
consideration and high courage. The diagram below shows the relationship-

 Seek first to understand, then to be understood: Listen, the speak. Focus more on emphatic
listening, which is listening to understand. Most of us listen only to listen, not to understand
the true meaning. Emphatic listening will cost more time and energy, but it has to be
focused more in order to make in a habit of an effective leader. After listening to
understand, then take the stance to be understood and make others understand.
 Synergize: 1+1=2? No. leaders have to make it 1+1=3 !
Synergy is more than just adding different parts to make a cumulative outcome. It requires
to understand every bit of input and cumulating them in order to produce an output that is
more than the sum of the individual parts.
 Sharpen the Saw: Thinking about self-renewal in terms of the physical, spiritual, mental
and social/emotional dimensions of our nature is important. Self-renewal is nothing but
expressing these dimensions ‘regularly and consistently in wise and balanced ways’. These
are the important tasks of our daily lives that need to be consistently taken care of to reduce
the heaps of urgent tasks down the line. By focusing on them consistently, an effective
employee is inherently proactive in their Circle of Influence, shadowing the Circle of
Concern.

6. Induction training-
Induction training is given to the new employees of Transsion Bangladesh Limited in a
monthly basis. This training is organized in between 22nd to 28th of every month for the
new joiners.

Induction training is systematic training proves which is a form of introduction of the

organization that includes the company profile, history, vision, mission, core values and
culture. It is done for the new employees to enable them to work in their new organization
in a new environment with a sense of ownership.

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 The basic motive of the induction training is to provide new employees with a smooth entry
into the organization by providing them with the important information they require to get
started in their new profession or job role. The primary goals of induction training are:
creating a positive atmosphere, address any new job concerns, increase the level of
comfort, a feeling of ownership at the organization, increase the initial knowledge of the
organization, get to know the procedures and policies belonging to the organization,
sharing organizational values and sharing job specific information to the new employees.

In Transsion Bangladesh Limited, the induction training is organized solely by the HR

department where the training is conducted by the members of the HR department. It is
mostly conducted by the Head of HR and other Deputy and Assistant managers with the
occasional inputs from the Executives in the HR department.

7. Leadership Training
Leadership training courses are specialized programs designed to help employees learn
new leadership techniques, and refine old skills to run a team, including front line leading,
assertive communication methods, motivation methods, and coaching.
Leadership training is important and effective for personnel in a supervisory role, people
who have just stepped up to a new position or a managerial role, and to more experienced
managers who want to expand their horizons even more.
The core leadership attributes that are focused are: self-development, team development,
selflessness, perseverance, strategic thinking and acting, willingness to listen, ethical
practice & civic-mindedness that include honesty, trust & integrity, and finally innovation.
The leadership training programs in Transsion Bangladesh Limited are hosted on a number
of setups. Central leadership training programs are organized by the HR department where
trainers are both in-house and hired. The CEO, COO, head of departments along with
professional trainers conducts the training sessions.
Apart from central leadership training programs, individual brands in Transsion
Bangladesh Limited such as itel, TECNO, and Infinix organize their own leadership
training programs with the help of the HR department. Here too, both professional trainers
from outside the organization along with the people within the brands conduct the training
sessions for the employees.
Some leadership training programs of Transsion Bangladesh Limited are TECNO Leaders
Reveal Project, itel Leaders Summit etc.

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3.3 Development Activities

Transsion Bangladesh Limited have undertaken several projects for the development purpose of
the employees. The projects emphasize talent management, competency mapping and succession
planning.
A recent survey was conducted by the Human Resource department for mapping the
competencies and managing the talent of the employees of the organization through Google
Forms. All employees of the company regardless of type of employment (such as contractual,
probation, permanent) were networked under the survey.
The information from the survey will be used to map the competencies of each employee and
analyze each information to find out the weaknesses and strengths of each individual. Based on
the analysis, specific training and development initiatives will be designed for a long-term plan
of developing the employees.
The information from the competency mapping will be used for talent management and
succession planning of the employees for the organization. As the company was inaugurated in
2017, these development activities are important for the long run and stability of the relatively
new organization in Bangladesh.

21
Chapter 4: Findings and Analysis
Sample size: 20

Out of the 20 people surveyed for training data analysis, the following findings have been received. It
was a comprehensive report done over a long period of time, mostly spent on the sample size and point
of contact selection for the most accurate representation of the actual Training scenario in Transsion
Bangladesh Limited. The survey was done on Google forms as a result of the COVID-19 pandemic and
hardcore lockdowns imposed by the government. Most employees were working from home, which is
why the first attempt for an offline survey had to be cancelled.

4.1 Individual Findings and Analysis

Q.1) Which training program did you receive in TBL?

From the graph above, we can analyze that the most common form of training by the sample was both
Communication skills training and Seven Habits Training. These trainings were received by 6 persons in
our sample. 5 of them received Sales training, Performance Management Training and Team Building. To
be noted is that the sample size was taken from different departments within the company, the
reception of the types of training is hugely variable. Although the departments were recorded in the
Google form, it can be disseminated in the report due to confidential issues and company policy.

Only one person received the brand promoter training among the employees surveyed. This is because
only one Brand Promoter was surveyed in the analysis process. This is a stark finding, because the Retail
Sales Executives responsible for maintaining the Brand Promoters should also have been given the BP
training along with the Brand Promoters. Although the RSEs are fully acknowledged with the contents of
the training, they should also take part in the training to understand the psychological reception of the
training contents as delivered by the trainers.

22
Other than that, Communications Training, leadership training and Team Building are carried out
adequately in the company. They are carried out in every quarter for the development of the employees
and the organization as a whole. The performance management training is carried out on a need basis.
This is not a regular scheduled one, rather than it is carried out based on Training Need Assessment.

Q2) How effective was the Training Need Assessment carried out before the training was conducted?

10% of the sample size Strongly Agrees that the TNA carried out by the Human Resource department
was effective. A further 40% people “Agrees’ that the TNA was effective. While 30% employees were
neutral while expressing their feelings toward the Training Needs Assessment carried out in the
organization. If it is broken down, a staggering 80% employees have a non-negative assessment towards
the TNA, while only 20% of them had negative feedback. If the negative population is further broken
down, 15% of employees (3 persons) ‘Disagree” with the statement of an effective TNA and 5% of the
sample size (only one person) “Strongly Disagree’ with the effectiveness of the Training Need Analysis.

To end the proceedings of this question-, 16 employees were neutral to positive and only 4 of them had
expressed negative feedback on the case of an whether the Training Need Assessment carried out was
effective or not.

Q.3) Did you receive training according to the TNA?

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On the case of whether the employees received the training according to the responses of the Training
Need Analysis, 40% of the employees were positive that the training that they received was according to
the Training Need Analysis. A further 40% had neutral views on this topic, so we can count them as non-
negative.

Only 20% of the employees think that the they did noy receive the training according to the Training
Need analysis, which is a very low score.

From this analysis, we can say that the TNA was very effective in finding out about which training/ type
of training that each employee need. All this leads to a successful implementation of the Training Need
Analysis implementation.

Q.4) Have you felt welcome on the day of your training?

A staggering 65% of the sample size (13 people out of 20) felt welcome on the day of the training. Of
the, 6 employees “Strongly Agreed” that they felt welcome, and 7 of them “Agreed” that they felt
welcome. 30% (6 persons) had neutral views about being feeling welcome. Only one employee out of 20
have “Disagreed” about feeling welcome. We can take this one input as being outlier.

As most of the employees felt welcome on the day of the training, we can assure that the HR team has
been hugely successful in choosing the right trainers and maintaining the training programs where
employees felt positive from the word ‘Go’. Feeling positive right from the opening moment has a huge
impact throughout the training session. When they feel welcome, it has a very good impression for the
rest of the session that will follow. In simple terms, it brings in the atmosphere and mood for an
interactive learning session.

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Q.5) Were you introduced properly with the trainer?

The statistics show that 45% of people ‘Strongly Agrees’ that they were properly introduced with the
trainer prior to training. 20 % people “Agrees’ that they were properly introduced, while 25% were
neutral in expressing their views. Only 10% (or 2 people in numerical value) has expressed
dissatisfaction in expressing their view on whether they were properly introduced with the trainer or
not.

In this case too, we can conclude that the HR team was very proactive in arranging any training session.
Introducing the trainer is an essential element in training sessions. The HR team was successful in this
aspect.

Q.6) Were you well informed of all the particulars related to training?

This question shows the overall performance of the HR team regarding the Training and Development
activities. 75% of employees agree that they were well informed of all the particulars related to training
sessions. A further 15% stayed neutral while answering this question. However, 2 persons were

25
observed giving negative feedback. This negative feedback can be taken as an area of improvement,
especially during the preparation part of the training programs.

Q.7) Was the content well organized and easy to follow?

All analysis before this part were related to the preparation and introduction of the training sessions.
This is where the actual training session starts to unfold. Answering to the question on whether the
training contents were well organized and easy to follow, 55% of the sample size had positive feedback.
11 out of 20 employees were positive about the organization of the training and understandability of
the content of the training.

On the other hand, 40% or 8 persons in numerical value expressed neutral feedback on this parameter.
Only one person had a negative experience while taking part in training sessions. This results that the HR
department has been performing greatly on choosing the right trainers for the training sessions where
there was always coherence between the trainer and the audience.

Q.8) Was the content structure clear and logical?

26
2 out 20 people “Strongly Agree” that the training content structure was clear and logical. A further 7
employees “Agree” about the point. However, 9 persons (or 45%) have had neutral views. According to
them, the content structure was not clear and logical and again not too sophisticated that they are
dissatisfied. This may occur due to many issues:

First, maybe the trainers were too experienced and expertise that they had an initial thought that the
audience already somewhat are familiar with the training contents. Secondly, the audience might have
wanted or predicted a more basic learning than what they were provided with. Third, a psychological
issue is connected with the outcome. That is, maybe only one of the topics/contents out of numerous
topics may have been not understandable by the audience, but due to that one instance, employees
may have expressed a neutral thought. Even if the training sessions were clear, one obstacle may have
been hampering the actual outcome.

Lastly, only two persons were dissatisfied with the content structure being clear and logical.

Q.9) Did the trainer provide relevant examples during the training?

A thumping 75% of audience were happy about whether relevant examples were provided in the
training sessions. 25% (5 persons) “Strongly Agree” and 50% (10 persons) just about “Agree” with the
statement. Remaining 25% of employees have expressed neutral results about relevant examples being
provided or not.

Once again, the outcome is positive about the trainers. It has been portrayed again that the selection of
trainers by the HR department has been exceptional. As this survey was done on the sample of
employees from different departments, they have the experience of having the training sessions from a
range of trainers, both in house from the company and outsourced trainers.

27
Q.10) Was the trainer able to answer all your questions and concerns?

It is a mixed bag here. The highest percentage is Neutral in expressing whether the trainer were able to
answer all the questions and concerns or not. The main reason is most attendants of the training
sessions did not ask questions on their own, and hence whether the trainer could answer them is null.
Which resulted in being neutral while giving feedback.

25% employees “Strongly Agree’ with the point, while 20% of them “Agree’. On the flip side, 15% of the
sample size expressed “Disagree’ and 5% (1 person) have a total disagreement by expressing ‘Strongly
Disagree’. As questions or concerns around the training content, and the answers as well are qualitative,
the rate of dissatisfaction is higher in this segment.

Q.11) Were participation and interaction encouraged?

A high rate of encouragement in participation and interaction is seen in the training sessions as
demonstrated by the participants. However, 20% of the participants were disappointed with the
parameter. They “Disagree’ that participation and interaction were encouraged.

28
Q.12) Were the materials distributed during the training helpful?

45% of the participants agreed that the materials distributed during the training were helpful. 40% were
neither satisfied nor dissatisfied with the materials supplied during the training. The rest have shown
dissatisfaction.

The materials in training details to any brochures, leaflets, presentation, flyers or any training content.
Any deviation in the satisfaction of reception of the training materials will have a huge impact in the
overall training sessions. As only 15% of the feedback is negative, it means the overall quality of the
training were good. However, these negative feedbacks proves that there are scopes for improvement
and it has to be taken very seriously.

Q.13) After the training do you feel comfortable handling the assigned tasks?

50% of the population have “Agreed” that indeed they are more comfortable to do the tasks assigned
after attending the training sessions. This determines the effectiveness of the training session. A good
sign is that the training is actually making an impact to the employees in their day-to-day tasks. Both
selection of trainers and the ability of the trainers have surfaced as a positive image.

29
On the other hand, 8 participants have expressed neutrals reviews, which means that they did not have
an impact after the training. 2 participants have expressed dissatisfaction with the essence of the
training. This disagreement means that the training had negative impact on them. Their assigned tasks
were even more difficult after attending the particular sessions. As the percentage of people here are
very low, we can consider the overall trainings as successful from the HR side.

Q.14) Were the contents of program relevant and helpful to utilize your area?

Another area where the contents of the training programs are scrutinized. 40% of the participants
expressed satisfaction that the contents of the training programs were actually relevant and helpful to
utilize their working area. Another 40% were neutral that neither the training contents were relevant
with their working area not they had a huge deviation. But 20% of the sample size or 4 participants in
numerical value have expressed dissatisfaction over the relevance of the training content.

This is an issue which need to be addressed seriously. The relevancy of the training contents is the most
important aspect of arranging a training program. The trainers that are selected are good, but better
selection should be prioritized and, the HR department should intervene more in determining the core
contents of the training with the trainers, both in-house and outsourced.

Q.15) Did you learn anything new?

30
75% of the sample size (15 participants) feel that they have learnt something new from the training
sessions that they attended arranged by Transsion Bangladesh Limited. This is a huge success on the
part of arranging the training sessions and development of the employees. A core aspect of training
sessions is that if they teach something new to the participants, and here the majority of the employees
have learned new grounds from the training sessions.

25% of them have said that they did not learn anything new. As learning is an aspect of perception and
concentration, the actual facts may vary from the one suggested here in the report. The participants will
not be able to learn if they feel uninterested or there is a lapse in concentration.

Q.16) How do you rate the quality of training?

In this matter, 19 people have answered in place of 20 participants as other questions. The rating was
changed from ‘Strongly Agree/ Strongly Disagree’ to High (5) to Low (1).

Two participants have given a High Rating to the quality of training, a further 8 participants have
expressed a moderately high rating. But a high percentage of employees have shown neutral ratings
towards the training sessions. 7 out 19 participants have rated 3 to the trainings on a scale of 5. This is a
clear indication that the trainings need to improve further.

Then again, 2 participants have rated the training 2 out of 5 which is on the negative side. Although
there are abundant positive feedbacks about the training contents, the quality is on a hit as seen here.
Work must be done until the feedbacks turn into positive or at least 80% of the feedbacks are positive.

31
Q.17) Would you recommend this training to a friend or colleague?

8 of the participants out of 20 have been positive on recommending the training activities carried out by
Transsion Bangladesh Limited to their friends or colleagues. Only 20% have negative attitude towards
recommending. A further 40% have been neutral in expressing their views.

The analysis points out that although the trainings conducted in Transsion Bangladesh Limited have
been mostly beneficial to the employees, more feedback should be taken by the HR department in order
to improve the training sessions further to boost the positive outcomes of the training.

Q.18) Do you have any suggestions to improve the session you received? (No/Yes. If answer is Yes,
please specify in the box)

When asking for suggestions to the employees, most answers were NO. Only one exception is there
where it is suggested that offline trainings will be better than conducting online.

When the training history In Transsion Bangladesh Limited is scrutinized, it is seen that most training
sessions are conducted offline. Still the comment to organize training in offline form is due to the fact
that some of the recent training sessions were indeed organized online due to the outbreak of COVID-
19. The participant who has come up with the comment might be a new employee and participated only
in the online sessions. Hence, the suggestion of offline training was advised.

32
Chapter 5- Recommendations and
Conclusion
5.1 Recommendations are listed below:
1. Frequency of conducting Training Need Analysis: during the survey, this is seen that the Training
Need Analysis conducted by the HR department is effective. But one thing is lacking, and that is
the frequency of the TNA that is being conducted. If the TNA is being conducted more
frequently, it will lead to more representative training leads and find out the areas of lacking
and necessary requirements to improve the overall performance of the departments and the
organization as a whole.
2. More interventions are required on the training contents when outside trainers are in charge:
albeit very small margins, but still there were some dissatisfactions surrounding the contents of
the training and its impact on the development of the working area that the training was
designed on. In order to improve the training contents, there should be some alteration to
training contents shaped by the HR department to improve the effectiveness.
3. A need for Behavior Modeling Training (BMT): Behavior Modeling Training (BMT) is a training
method used for improving interpersonal skills of the targeted audience, and is a widely used
component of many management training programs. It has become wildly popular, and it is a
well-researched psychologically based training intervention. Because many employees come
from different organizations with different cultures, a behavior modelling Training is very
important to shape the behavior in a consistent manner.
4. Require more team individual team building sessions: In the time with Transsion Bangladesh
Limited, it has been seen that the number of individual departmental team building sessions
was very less. The team building sessions has to be increased to at least 1 per department per
month for it to be effective in the work environment.
5. Brand Promoter development program: Although there are regular BP training sessions taken by
the in-house trainers, there are no development programs for the Brand Promoters to consider
them in succession planning to take over the positions of Retail Sales Executives instead of hiring
from the outside. Hiring sales executives from outside means higher cost and steeper learning
curve which is time consuming.
6. More HR department run training initiatives: It has been pointed out that many Training
programs are being carried out by trainers who are hired from outside the organization. Steps
must be taken to ensure more training programs carried out solely by the members of the HR
department.
7. The HR department should plan a basic IT training for all the employees of the company to
assure the smooth operations of the increasing automated solutions that the company use. The
training contents should involve basic operations of Microsoft Excel, Word, Powerpoint,
Network trouble shooting, printing and scanning troubleshooting, basic hardware
troubleshooting such as cable connection testing etc.

33
 5.2 Conclusion:

After extensive research for a considerably long amount of observation and time, the conclusion of the
report is mostly positive. What Transsion Bangladesh Limited is progressing with their Training and
Development function is applaudable.

There are not many negatives that we focus on, most employees are happy with the Training and
Development activities of the company. The only aspect to focus is on the implementation of the
training functions where hired trainers are in charge. In this issue, the company should focus on more
interference on the contents and implementation of the training contents that are more aligned with
the culture of the company.

The overall satisfaction of the selected HR function of Transsion Bangladesh Limited is high and this
could only be perfected by the implementation of the above recommendations for foolproof feedback
of the training and development activities of the company.

The company has already started taking new initiatives for more accurate Needs Analysis, and based on
the data provided by TNA, provide better implementation of existing trainings and taking new methods
and approaches to training programs.

34
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