Development Of Saba Bank

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Introduction
The objective of this report is to examine the orientation, training and development practices of Samba Bank in Saudi Arabia. Due to the fact that organization performance depends upon appropriate trained employees who are capable of performing their tasks, some recommendations will be discussed in the end of the report.
Background
Samba Bank was first introduced in 1955 in Jeddah by Citi Bank and now it is one of the largest financial institutions of Middle East. It has currently 72 branches and about 3000 staff of both men and women in Saudi Arabia. It believes in providing superlative service, products and advice to their customers apart from other every day banking service. Samba's compensation packages are designed to attract world’s best talented employees, to ensure its continued success. In order to bring in talent, it provides competitive basic salary and allowances. In terms of monetary payments salaries are competitive in comparison to other major financial institutions like KSA (Samba Financial Group Annual report ,2007). Salaries are renewed every year based on the performance of employees. Samba offers monetary and nonmonetary rewards to employees in the form of fixed and variable compensation. In non-monetary terms it provides housing allowance, cash flow loan to eligible employees ,Medical and Maternity/Delivery and Life Insurance( Samba Financial Group Annual report ,2007). It also provides ongoing training to help employees develop competitive skills. The bank has different types of training and development program to suit everyone. Trainings are offered by both local and international trainees at both local and international places. It believes in continuously providing mentoring and coaching to...

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...ividual programs should be involved to develop knowledge and skills in employees. The team should be rotated continuously to allow individuals to build relationship with other employees who will enhance Samba’s corporate culture. The programs should not be implemented based on global demands but by analysing both internal and external underlying factors of Samba Bank. It is also recommended to keep applying human capital theory and work in collaboration with union for optimum results.

Conclusion:
This report has studied the case of orientation, training and development in Samba Bank in Saudi Arabia. It describes the background of the bank, their orientation, training and development practices and critiques some issues within their training program. Finally, it gives some recommendations might improve the bank program of training and development their employees.

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