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Hrp practices

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tajrina ferdousi

This document discusses human resource planning (HRP) practices. It defines HRP as the process of ensuring the right number and type of employees are available when needed. The document outlines the importance of HRP, factors that influence it like organizational objectives and environmental uncertainties, and the typical HRP planning process of forecasting demand and supply and matching them. It provides context on HRP in Bangladesh and examines the HRP system of the NGO CARE Bangladesh.

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Hrp practices: I. INTRODUCTION Organizations utilize four basic kinds of outputs, or resources, from their environments: human, monetary, physical, and information. Human resources include managerial talent, labor, and so forth.1 The people perform the work (through utilizing the other inputs) and provide the creativity that sustains operations. They have a significant impact on organisational effectiveness. They are most important resource in all business and government leavors.2 In earlier and more agricultural economics, human ounces took care of themselves. In transitional stages toward industrialization and in modern industrialized nations, with rapid technological change and persistent demands for higher levels of skill, human resource planning has achieved a high priority.3 Human Resource planning (HRP) is “the process of getting the right number of qualified people into the right job at the right time.”4 or in another way HRP is “the system of matching the supply of people-internally (existing employees) and externally (those to be hired or searched for-with the openings the organization expects to have over a given time frame’.5 Modern economics require very limited quantities of “raw” manpower. Their requirements specify every higher levels of knowledge and skill. But qualified people have become scarce, and human resource planning has become a necessity for the long-term survival.6 The objective of HRP is to have always at hand the necessary people to fill the open positions. the success of the process is, therefore, measured not by the sophistication of the procedures employed, but rather by whether the firm has the inventory of personnel that it requires when they are needed.7 The literature on HRP clearly evidences an explosion of interest and concern since the 1960s. The most important reasons can be briefly outlined as follows:8 (i) Jobs and job-requirements are changing faster than in earlier periods. The pace of technological change-change in the way goods and services are prepared and made available to customers-has accelerated. And the direction of technological change has decreased jobs for unskilled workers. Alert managements have developed special programs to forecast and meet the needs created by future technological changes. (ii) Meanwhile, within existing occupations, rising job requirements make retraining a must for many current jobholders. More time must be spent in preparation for work, continued retraining makes alternate periods of work and refresher education a frequent pattern. Hence lead time-getting people redy for job-becomes longer. (iii) LDCs, like Bangladesh, are finding that skill shortages are a major barrier to their progress toward industrialization. They recognize the necessity for preparing citizens for the new jobs that progress will create, and they seek to import the skills they do not have. These and older industrialized nations compete with each other for existing supplies of skilled workers. The “brain drain” is a matter of national concern not unlike the balance of payments in international trade. (iv) Rising interest and activity in the total process of management planning has stimulated attention to the need for HRP. Bangladesh is a developing country. More than 870% of the people live in rural area and 80″% of them are farmer; among them 30% are in disguised unemployment.9 The main purpose of CARE is to assist the poorest people of Bangladesh to rehabilitate themselves through primary health care, agriculture and natural resource and small enterprise development. There are 600010 NGOs operating in Bangladesh. It is heard that the reason behind the excellent performance and the existence of these large number of NGOs are for their better HRP. Considering the vital
importance of HRP this study was done to identify the HRP of the NGO, CARE (Cooperation for American Relief Everywhere). CARE has been operating in Bangladesh since 1955. It is the world’s largest private, not-for-profit development agency. It works closely with the government to design projects which are separately funded and operates under a separate agreement with counterpart ministry, CARE’s program in Bangladesh comprises several projects e. g. Integrated Food for Work (IFFW), Women’s Development Project (WDP). Rural Maintenance program (RMP), Training Immunizers in the Community Approach (TICA) etc. To carryout its services, CARE functions through a central office in Dhaka and 15 sub-offices around the country, employing 1400 national and international staff members (Appendix-1) II. OBJECTIVES & METHODOLOGY OF THE STUDY The main objective of this study is to identify the HRP being practised in the NGOs in Bangladesh and to identify what HRP systems are adopted by them. We have purposively selected the world’s largest NGO, CARE, for this purpose. Data have been collected from files, records, documents, etc. and by interviewing the personnel of the personnel department. III. LITERATURE REVIEW MEANING AND DEFINITION In simple words, HRP is understood as the process of forecasting and organisation’s future demand for, and supply of, the right type of people in the right number. It is only after this that the HRM is a sub-system in the total organisational planning. Organisational planning includes managerial activities that set the company’s objectives for the future and determiner the appropriate means for achieving those objectives1. HRP facilitates the realisation of the company’s objectives by the type and quantity of the materials and supplies needed to facilitate the manufacturing activities of the organisation. HRP is variously called manpower planning, personnel planning or employment planning. A few definitions of HRP are worth quoting here: ………. includes the estimation of how many qualified people are necessary to carry out the assigned activities, how many people will be available, and what, if anything, must be done to ensure that personnel supply equals personnel demand at the appropriate point in the future2. ……… Specifically, human resources planning is the process by which an organisation ensures that it has the right number and kind of people, at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organisation achieve its overall objectives. Human resource planning translates the organisation’s objectives and plans into the number of workers needed to meet those objectives. Without a clear-cut planning, estimation of an organisation’s human resource need is reduced to mere guesswork3.
IMPORTANCE OF HRP 1. Future Personnel Needs Planning is significant as it helps determine future personnel needs. Surplus or deficiency in staff strength is the result of the absence of or defective planning. All public sector enterprise find themselves overstaffed now as they never had any planning of their personnel requirements. 2. Coping with Change HRP enables an enterprise to cope with changes in competitive forces, markets, technology, products and government regulations. Such changes generate changes in job content, skill demands, and number snd type of personnel. Shortage of people may be noticed in some areas while surplus in other areas may occur. 3. Creating-Highly Talented Personnel Jobs are becoming highly intellectual and incumbents are getting vastly professionalised. The HR manager must use his/her ingenuity to attract and retain qualified and skilled personnel. These people are known for job hopping, thereby creating frequent shortages in the organisation. Manpower planning helps prevent such shortages. Further more. technology changes will often upgrade some jobs and degrade others. Another facet of the high-talent personnel is management succession planning. Who will replace the retiring chief executive? From what pool of people will top executives be selected and how will these individuals be groomed for their increased responsibilities? HRP is an answer to these and other related questions. 4. Protection of Weaker Sections In matters of employment and promotions, sufficient representation needs to be given to SC/ST candidates, physically handicapped, children of the socially and politically oppressed, and backward-call citizens. These groups enjoy a given percentage of jobs, notwithstanding the constitutional provision which guarantees equal opportunities for all. A well-conceived personnel planning programme would protect the interests of such groups. 5. International Strategies International expansion strategies depend upon HRP more closely into the organisation’s strategic plans. HRP will grow increasingly important as the process of meeting staffing needs from foreign countries and the attendant cultural, language, and developmental considerations grow complex. Without effective HRP and subsequent attention to employee recruitment, selection, placement, development and career planning, the growing competition for foreign executives may lead to expensive and strategically-disruptive turnover among key decision makers. 6. Foundation for Personnel Functions Manpower planning provides essential information for designing and implementing personnel functions such as recruitment, selection, personnel movement (transfers, promotions, layoffs) and training and development.
7. Increasing Investments in Human resources Another compelling reason for HRP is the investment an organisation makes in its human resources. Human assets, as opposed to physical assets, can increase in value. An employee who gradually develops his/her skills and abilities becomes a more valuable resource. Because an organisation makes investments in its personnel either through direct training or job assignments, it is important that employees are used effectively throughout their careers. The monetary of a trained, flexible, motivated and productive workforce is difficult to determine, although attempts are being made to do so, as in HR accounting (HRA). An increasing number of executives are acknowledging that the quality of the workforce can be responsible for significant differences in short-run and long-rum performances. 8. Resistance to Change and Move There is a growing resistance among employee to change and move. There is also a growing emphasis on self-evaluation and on evaluation of loyalty and dedication to the organization. All these change are making it more difficult for the organization to assume that it can move its employees around anywhere and anytime it wants, thus increasing the importance and necessity of planning ahead. 9. Other benefits Following are other potential benefits of HRP: 1. 耄 ᠀ 萏 Upper management has a better view of the HR dimensions of business decision. 2. 耄 ᠀ 萏 Personnel costs may be less because the management can anticipate imbalances before they become unmanageable and expensive. 3. 耄 ᠀ 萏 More time is provided to locate talent. 4. 耄 ᠀ 萏 Better planning of assignments to develop managers can be done. 5. 耄 ᠀ 萏 Better opportunities exist to include women and minority groups in future growth plans. 6. 耄 ᠀ 萏 Major and successful demands on local labour markets can be made. FACTORS AFFECTING HRP HRP is influenced by several considerations. The more important of them are: (i) type and strategy of organization (ii) organizational growth cycles and planning (iii) environmental uncertainties (iv) time horizons (v) type and quality of forecasting information (vi) nature of jobs being filled, and (vii) off loading the work. Type and strategy of Organization The type of organization is an important consideration because it determines the production process involved, number and type of staff needed, and the supervisory and managerial personnel required. Manufacturing organizations are more complex in this respect than those that render services. The strategic plan of the organization defines the organization’s HR needs. For example, a strategy of internal growth means that additional employees must be hired. Acquisitions or mergers, on the other hand, probably mean that the organization will need to plan for layoffs,
since mergers tend to create, duplicate or overlapping positions that can be handled more efficiently with fewer employees. Organizational Growth Cycles and Planning The stage of an organization’s growth can have considerable influence on HRP small organizations in the embryonic stage may not have personal planning. Need for planning is felt when the organization enters the stage. HR forecasting becomes essential internal development of people also begins to receive attention in order to keep up with the growth. A mature organization experiences less flexibility and variability. Growth slows down. The workforce becomes old as few younger people are hired. Planning becomes more formalized and less flexible and innovative. Issues like retirement and possible retrenchment dominate planning. Finally, in the declining stage, HRP takes a different focus. Planning is done for layoff, retrenchment and retirement. Since decisions are often made after serious financial and sales shocks are experienced by the organization, planning is often reactive in nature. Environmental Uncertainties: HR managers rarely have the privilege of operating in a stable and predictable environment. Political, social and economic changes affect all organizations. Personnel planners deal with environmental uncertainties by carefully formulating recruitment, selection and training and development policies and programmes. Balancing mechanisms are built into the HRM programme through succession planning, promotion channels, layoffs, flexible, job sharing, retirement, VRS and other personal related arrangements. Time Horizons Yet another major factor affecting personnel planning is the time horizon. On one hand, there are short-term plans spanning six months to one year. On the other hand, there are long-term plans which spread over three to twenty years. The exact time span, however, depends on the degree of uncertainty prevailing in an organization’s environment. Degree of uncertainty and length of planning period Short planning Period-Uncertainty /Instability Long planning Period-Certainty /Stability Many new competitors Strong competitive position Rapid changes in social and economic conditions Evolutionary, rather than rapid social, political change Unstable product/service demand patterns Stable demand patterns Small organizational size, poor management practices (crisis management) Strong management practices. Type and Quality of Information The information used to forecast personnel needs originates from a multitude of sources. A major issues in personnel planning is the type of information which should be used in making forecasts. Table illustrates the type and levels of forecasting information useful to personnel planners.
Strategic information General organizational information Specific information necessary for HRP Product mix Organizational structure Job analysis Customer mix Information flows Skills inventories Competitive emphasis Operating and capital budgets Management inventories Geographic limits of market Functional area objectives Available training and development programmes Production schedules Recruitment sources Distribution channels Labour market analysis Sales territories Compensation programmes Production processes Constitutional provisions and labour laws Level of technology Retirement plans Planning horizons Turnover data. Closely related to the type of information is the quality of data used. The quality and accuracy of information listed in table depend upon the clarity with which the organizational decision makers have defined their strategy, organizational structure, budgets, production schedules and so forth. Nature of Jobs being Filled Personnel planners must consider the nature of jobs being filled in the organization. Job vacancies arise because of separations, promotions and expansion strategies. It is easy to employ shop-floor workers, but a lot of sourcing is necessary for hiring managerial personnel. It is, therefore, necessary for the personnel department to anticipate vacancies, as far in advance as possible, to provide sufficient lead time to ensure that suitable candidates are recruited. Off-loading the Work Several organizations off-load part of their work to outside parties either in the form of sub- contracting or ancillarisation. Off-loading is a regular feature both in the public sector as well as in the private sector. Most organizations have surplus labour and they do not want to worsen the problem by hiring more people. Hence, the need for off-loading. THE PLANNING PROCESS HRP essentially involves forecasting personnel needs, assessing personnel supply and matching demand-supply factors through personnel-related programmes. The planning process is influenced by overall organizational objectives and the environment of business. Figure illustrates the planning process. Organizational Objectives and Policies HR plans need to be based on organizational objectives. In practice, this implies that the objectives of the HR plan must be derived from organizational objectives. Specific requirements in terms of number and characteristics of employees should be derived from the organizational objectives. Organizational objectives are defined by the top managements and the role of HRP is to sub serve the overall objectives by ensuring availability and utilization of human resources.
Once the organizational objectives are specified, communicated and understood by all concerned, the HR department must specify its objectives with regard to HR utilization in the organization. In developing these objectives, specific policies need to be formulated to address the following questions: Are vacancies to be filled by promotions from within or hiring from outside? How do the training and development objectives interface with the HRP objectives? What union constraints are encountered in HRP and what policies are needed to handle these constraints? How to enrich employee’s job? Should the routine and boring jobs continue or be eliminated? How to downsize the organization to make it more competitive? To what extent production and operation be automated and what can be done about those displaced? How to ensure continuous availability of adaptive and flexible workforce? HR Demand Forecast Demand forecasting is the process of estimating the future quantity and quality of people required. The basis of the forecast must be the annual budget and long-term corporate plan, translated into activity levels for each function and department. In a manufacturing company, the sales budget would be translated into a production plan giving the number and type of products to be produced in each period would be translated into a production plan giving the number and type of products to be produced in each period. From this information, the number of hours to be worked by each skilled category to make the quota for each period would be computed. Once the hours are available, determining the quality and quantity of personnel-supply forecasting. There are several good reasons to conduct demand forecasting. It can help: i) quantify the jobs necessary for producing a given number of goods, or offering a given amount of service; (ii) determine what staff-mix is desirable in the future; (iii) assess appropriate staffing levels in different parts of the organization so as to avoid unnecessary costs; (iv) prevent shortages of people where and when they are needed most; and v) monitor compliance with legal requirements with regard to reservation of jobs. Forecasting Techniques Forecasting techniques vary from simple to sophisticated ones. Before describing each technique, if may be stated that organizations generally follow more than one technique. The technique are: Managerial judgement Ratio-trend analysis Work study techniques Delphi technique Flow models Others Managerial Judgement This technique is very simple. In this, managers sit together, discuss and arrive at a figure, which would be the future demand for labour. The technique may involve a ‘bottom-up’ or a ‘top down’ approach. In the first, line managers submit their departmental proposals to top mangers
who arrive at the company forecasts. In the ‘top down’ approach, top managers prepare company and departmental forecasts. These forecasts are reviewed with departmental heads and agreed upon. Neither of these approaches is accurate-a combination of the two could yield positive results. Ratio-trend Analysis This is the quickest forecasting technique. The technique involves studying past ratios, say, between the number of workers and sales in an organization and forecasting future ratios, making some allowance for changes in the organization or its methods. Work-study Techniques Work-study techniques can be used when it is possible to apply work measurement to calculate the length of operations and the amount of labour required. The starting point in a manufacturing company is the production budget, prepared in terms of volumes of saleable products for the company as a whole, or volumes of output for individual departments. The budgets of productive hours are then compiled using standard hours for direct labour. Delphi Technique Named after the ancient Greek oracle at the city of Delphi, the Delphi technique is a method of forecasting personnel needs. It solicits estimates of personnel needs from a group of experts, usually managers. The HRP experts act as intermediaries, summarize the various responses and report the findings back to the experts. The experts are surveyed again after they receive this feedback. Summaries and surveys are repeated until the experts’ opinions begin to agree. The agreement reached is the forecast of the personnel needs. The distinguishing feature of the Delphi technique is the absence of interaction among experts. Flow Models Flow models are very frequently associated with forecasting personnel needs. The simplest one is called the Markov model. In this technique, the forecasters will: Determine the time that should be covered. Shorter lengths of time are generally more accurate than longer ones. However, the it time horizon depends on the length of the HR plan which, in turn is determined by the strategic plan of the organization. Establish categories also called states, to which employees can be assigned. These categories must not overlap and must take into account every possible category to which an individual can be assigned. The number of states can neither be too large nor too small. Count annual movements (also called ‘flows’) among states for several time periods. These states are defined as absorbing (gains or losses to the company) or non absorbing (change in position levels or employment status). Losses include death or disability, absences, resignations and retirements. Gains include hiring, rehiring, transfer and movement by position level. Estimate the probability of transitions from one state to another based on past trends. Demand is a function of replacing those who make a transition. HR Supply Forecast Personal demand analysis provides the manager with the means of estimating the number and kind of employees that will be required. The logical step for the management is to determine whether it will be able to procure the required number of personnel and the sources for such
procurement. This information is provided by supply forecasting. Supply forecasting measures the number of people likely to be available from within and outside an organization, after making allowance for absenteeism, internal movements and promotions, wastage and changes in hours and other conditions of work. Just as there are valid reasons why companies make demand forecast, there are enough arguments for supply forecast. In fact, fewer organizations estimate HR supplies than demand. Reasons for supply forecast are that it (i) helps quantify number of people and positions expected to be available in future to help the organization realize its plans and met its objectives: (ii) helps clarify likely staff mixes that will exist in the future: (iii) assess existing staffing levels in different parts of the organization: (iv) prevents shortage of people where and when they are most needed, and (v) monitors expected future compliance with legal requirements of job reservations. The supply analysis covers: 1. Existing human resources 2. Internal sources of supply, and 3. External sources of supply. Present Employees Analysis of present employees is greatly facilitated by HR audits. HR audits summarize each employee’s skills and abilities. The audits of non-managers are called skills inventories and those of the management are called management inventories. Whatever name is used, an inventory catalogues each employee’s skills and abilities. This summary gives planners a comprehensive understanding of the capabilities found in the organization’s workforce. Skills Inventories Skills inventories consolidate information about non-managers in the organization. Because the information from skills inventories is used as input into transfer and promotion decisions, they should contain information about each employee’s current job. Seven broad categories of information are included in each skills inventory. They are: Personal data-age, sex, marital status. Skills-education, job experience, training. Special qualifications-membership in professional bodies, special achievements. Salary and job history-present and past salary, dates of pay raises. Various jobs held. Company data-benefit plan data, retirement information, seniority. Capacity of individual –scores on psychological and other tests, health information. Special preference of individual-geographic location, type of job. Management Inventories These includes such data as : Work history Strengths Weaknesses-identification of specific training programmes needed to remove the weakness. Promotion potential Career goals Personal data
Number and types of employees supervised Total budget managed Previous management duties. Internal Supply Armed with HR audits, planners can proceed with the analysis of internal supply. The techniques generally used for the purpose are: (i) inflows and outflows, (ii) turnover rate, (iii) conditions of work and absenteeism, (iv) productivity level, and (v) movement among jobs. Inflows and Outflows This simplest way to forecast internal supply is the inflows and outflows method. The method is illustrated in Table. Estimation of internal supply for a word processing job Sources of inflows No. of People Sources of Outflows No.of People Transfers in 12 Current Personnel Level 250 operators Resignations 13 Promotions in 10 Discharges 2 Demotions 4 Retirements 10 Promotions 13 Total inflows 22 Total outflows 42 Current personnel level-outflows + inflows = internal supply of word processors 250 – 42 + 22 = 230 processors Turnover Rate Turnover rate is the traditional and simple method of forecasting internal supply. Stated algebraically, the turnover rate is: 100 Conditions of Work and Absenteeism Changes in conditions of work such as normal weekly working hours, overtime policies, the length and timing of holidays, retirement policy, the policy for employing part-times and shift systems need to be assessed. Absenteeism is understood as unauthorized absence from work. Stated differently, it amounts to absenteeism when an employee is scheduled to work but fails to report for duty. Productivity Level Any change in productivity would affect the number of persons required per unit of output. Increase in productivity will reduce the requirement, and decrease in it would have the opposite effect. Movement among jobs Some jobs are sources of personnel for other jobs. For example, secretaries may be obtained by the promotion of typists, and branch managers are obtained from a pool of section managers. If,
for example, we anticipate a need for five new branch mangers seven years from now, more than five potential branch managers should have entered the company this year, assuming that seven years is the average development time. Obviously, some will quit before the seven years are up and others may not qualify for promotion. External Supply In addition to internal supply, the organization needs to look out for prospective employees from external sources. External sources are important for specific reasons: 9i) new blood and new experience will be available, (ii) organization needs to replenish lost personnel, and (iii) organizational growth and diversification create the needs to use external sources to obtain additional number and type of employees. Sources of external supply vary from industry to industry, organization to organization, and also from one geographical location to another. Some organizations have found that their best source of further employees are colleges and universities, while others achieve excellent results from consultants, competitors or unsolicited applications. HR Programming: Once an organization’s personnel demand and supply are forecast, the two must be reconciled or balanced in order that vacancies can be filled by the right employees at the right time. HR programming, the third step in the planning process, therefore, assumes greater importance. HR Plan Implementation Recruitment, Selection and Placement After the job vacancies are known, efforts must be made to identify sources, and search for suitable candidates. The selection programme should be professionally designed and among other considerations, special care must he taken to ensure compliance with the reservation policies of the government. Usually, companies hire for specific job openings. However, some companies hire a group of qualified individuals (management trainees, for example) not for specific jobs. Employees are hired when there are job vacancies. However, employers should consider other alternatives to hiring additional full-time employees. Business Process Reengineering (BPR) helps firms eliminate unnecessary activities and steps, thus eliminating employee requirement. Fig: Program planning options Training and Development The training and development programme should cover the number of trainees required; training and development programmes necessary for the existing staff’ identification of resource personnel for conducting development programmes, frequency of training and development programmes; and budget allocation for such programmes.
Retraining and Redeployment New skills are to be imparted to existing staff when technology changes. When a product line is discontinued, its employees are to be retrained and redeployed to other departments where they could be gainfully employed. Retention Plan Retention plan covers actions which would help reduce avoidable separations of employees. Important actions under this head are: Compensation plan: Increasing pay levels to meet competition, improving pay structures to remove inequities, altering payment system to reduce excess fluctuations, introducing incentives which would match performances. Performance appraisal: To assess employee performance at least once in a year. Employees leaving in search of green pastures: Providing better career opportunities and ensuring that employees are aware of such schemes. Employees quitting because of conflict: To encourage conflict but maintain it at a reasonable level, when conflict exceeds safe limits, to take steps to resolve conflict. The induction crisis: Improving recruitment and selection procedures to ensure that job requirements are specified accurately and that the people who are selected if the specifications; ensuring that candidates are given a realistic picture of the job, pay and working conditions, developing better induction and initial training programmes. Shortages: Improving recruitment, selection and training for the people required; introducing better methods of planning and scheduling work to lessen peak loads. Unstable recruits: Taking more care o avoid recruiting unstable individuals by analyzing the characteristics of applicants who are likely to cause instability, and using this analysis to select the right candidates. Downsizing Plan: Where there is surplus workforce, trimming of labour force will be necessary. The trimming or downsizing plan shall indicate: Who is to be made redundant and where and when; Plans for re-development or re-training, where this has not been covered in the –re-development plan. Steps to be taken to help redundant employees find new jobs; Policy for declaring redundancies and making redundancy payments; and Programme for consulting with unions or staff associations and informing those affected. Managerial Succession Planning Notwithstanding the expansion or contraction of the total workforce in an organization, the need for good managers is critical and perpetual. More and more organization are planning for managerial succession and development because they have found that it takes year of systematic grooming to produce effective managers. Methods of succession planning vary. Most successful programmes, however, seem to include the top management’s involvement and commitment, high level review of the succession plans, formal assessment of the performance and potential of the candidates, and written development
plans for the individual candidates. Succession plan should centre on important jobs and should identify correctly the skills requirement of those jobs. Most managerial succession planning systems rely on committees of higher level mangers to identify high potential candidates, and plan developmental activities for them. Development plans include formal training programmers and a series of job assignments leading to top positions. The plans are formally presented to higher level mangers for review. A typical succession planning involves the following activities: Analysis of the demand for managers and professionals by company level, function and skill. Audit of existing executives and projection of likely future supply form internal and external sources. Planning of individual career paths based on objective estimates of future needs, and drawing on reliable performance appraisals and assessments of potential. Career counselling undertaken in the context of a realistic understanding of the future needs of the firm, as well as those of the individual. Accelerated promotions, with development targeted against the future needs of the business. Performance-related training and development, to prepare individuals for future roles as well as current responsibilities. Planned strategic recruitment, not only to fill short-term needs but also to provide people for development of met future needs. The actual activities by which openings are filled. Control and Evaluation Control and evaluation represents the fifth and the final phase in the HRP process. The HR plan should include budgets, targets and standards. It should also clarify responsibilities for implementation and control, and establish reporting procedures, which will enable achievements to be monitored against the plan. These may simply report on the numbers employed against establishment (identifying both those who are in post and those who are in pipe line) and on the numbers recruited against the recruitment targets. But they should also report employment costs against budget, and trends in wastage and employment ratios. REQUISITES FOR SUCCESSFUL HRP There are at lest eight pre-requisites for successful HRP: 1. People question the importance of making HR practices future oriented and the role assigned to HR practitioners in formulation of organizational strategies. Their argument is simple there are people when needed. Offer attractive packages of benefits to them to quit when you find them in surplus. When the task is so simple, why an elaborate and time-consuming planning for human resources? Thus goes the argument. Surprisingly, this perception about HRP is also held by the top management. 2. HR practitioners are perceived as experts in handling personnel matters, but are not experts in managing business. The personnel plan conceived and formulated by the HR practitioners when enmeshed with organisational plan might make the overall strategic plan itself defective. 3. HR information often is incompatible with the information used in strategy formulation. Strategic planning efforts have long been oriented towards financial forecasting often to the exclusion of other types of information. Financial forecasting takes precedence over HRP.
4. Conflicts may exist between short-term and long-term HR needs. For example, there arises a conflict between the pressure to get the work done on time and long-term needs, such as preparing people for assuming greater responsibilities. Many managers are of the belief that HR needs can be met immediately because skills are available on the market as long as wages and salaries are competitive. These managers fail to recognise that by resorting to hiring or promoting depending on short term needs alone, long term issues are neglected. 5. There is conflict between quantitative and qualitative approaches to HRP. Some people view HRP as a numbers game designed to track the flow of people across the departments. These people take a strictly quantitative approach to planning. Others take a qualitative approach and focus on individual employee concerns such as promotability and career development. Best results would accrue if there is a balance between the quantitative and qualitative approaches. 6. Non-involvement of operating managers renders HRP is not strictly an HR department function. Successful planning needs a co-ordinated effort on the part of operating managers and HR personnel. III. HRP PRACTISED AT CARE The HRP Process The is no universally accepted HRP process. Each firm has its own formula and each author has his own recommended set of activities.” (one of such basic models is shown in figure-1 as an example). But from these formulas and recommendations, it is clear that the HRP process is mainly a three-phased process: (i) Determination of demand for HR; (ii) supply of HR; and (iii) action plan for correcting any imbalance between the demand & supply. For our discussion of HRP of the CARE we shall follow these three steps. Figure 1: A Basic Model for HRP System Source : R. Kreitner, Management (4th ed). Houghton Mifflin Company (Boston), 1989, p. 349. (i) Determination of Demand for HR: Generally in most profit-oriented organisations the top management examine factors in the external and internal environment, analyse the strategic advantages of the organisation, and set its objectives for the planning period. Human resource planning translates the business decisions of top management into human resource implications. CARE Bangladesh, being a non-profit service oriented organisation, has its own unique way of HRP. It does not produce any tangible goods; and for that it is not possible to do demand forecasting on the basis of output per employee. CARE handles demand forecasting differently for its Head Office as opposed to its projects. (a) Demand forecasting of the HR in the Head Office: For its Head Office personnel, CARE uses the system of ‘Managerial Judgement’ to determine its HR requirements. The parent organisation in New York initially sets a budget which specifies the number of staff required in the country Head Office. Not much formal forecasting is involved in this area. When positions become vacant due to promotions, resignations etc. the personnel department carries out on internal human audit to find out whether any one is qualified to fill the vacancy.
(b) Demand forecasting of the HR in the projects: CARE works on a project basis to forecast its HR demand. Recruitment is done when a project is being launched. The required HR for a given project is determined systematically starting from the perception of a problem (i.e. a project) to find out how to tackle it and then deciding the number & quality of people needed to implement it. One unique chareacteristic of CARE is that once it starts to phase out a project, another one is developed. Their farsightedness in this way makes it possible to transfer their existing employees from one project to another after giving them the necessary training. Recruiting is done only when posts remain unfulfilled through the inter-project transfers. The specific steps followed in forecasting the HR demand are as follows: Setp 1: The top level managers at CARE decide on a particular problem which is thought to be detrimental for the country. For example, they have launched a project called TICA which goes toward solving the problem of child mortality and maternal health in the rural areas. Setp 2 : After the project launching decision, the causal factors behind the problem (or project) are sought. The causal analysis reveals areas which need to be addressed and project goals are set. These goals are called “Intermediate Goals” and to meet these goals certain activities are planned. The activities are arranged in order of importance and the type of people needed to carry out such activities are determined. Step 3: Job specifications are now drawn out stating the skills required to perform the job and the physical demands that the job places upon the employee performing it. Skills relevant to a job includes education or experience, specialized training, personal traits or abilities and manual dexterities (where required). The physical demands of the job refers to being posted in districts one’s own home town, the amount of time which needs to be spent in the fields, etc. These job specifications are then incorporated into job descriptions which gives a more explicit diagram of what position the employee will hold. The job descriptions include items such as job title, reporting hierarchy and be performed. CARE includes the statement, “Do/perform other assignments reasonably associated with but not listed in your present job descriptions” to make sure that in an emergency situation employees will be flexible enough to perform other related but necessary tasks. Depending on the size of the project and the area which needs to be covered, the required number of staff and project workers are determined. “The Project Activity Targets” are used as guidelines to allocate the right kind of HR at the right time. Each fiscal year is divided up into three trimesters, each containing four months of work scheduled. The planned work schedule is compared to the actual work done and deviations are recorded which are evaluated and adjusted for in the next trimester. The amount of time needed to perform certain tasks are calculated in either man-days or person months. For example: if 1 man works 1 day then it is called 1 man-day. Therefore, when 50 men work in 1 day, it is calculated as 50×1 = 50 man-days.
Example: Project TICA To make the system of forecasting demand for manpower even more clearer we will now look at project TICA and see how the demand forecasting for HR is done. The TICA project was undertaken to assist the Government of Bangladesh with its Outreach Immunization Program. The programming strategy of the project was to work with and strengthen the capability of the Ministry of Health and Family Planning (MOHFP) at every level. The ultimate objective of the project is to ensure a sustained delivery of total Primary health Care (PHC) services to almost all rural people of the project areas, (namely, Barisal, & Jessore) specifically to the mothers and children, by MOHFP staff. The intermediate goals set by CARE includes such thing as : (a) reduction of current rates of post vaccination complications by 50%; (b) strengthening the management skills of national, district, and upazilla level MOHFP-EPI workers; (c) increasing immunization coverage; and (d) increasing community mobilization for outreach immunization in the project areas. To achieve these intermediate goals, project activity targets are set. Step 1 : training curriculums have to be developed and refresher training guidelines are determined. Step 2 : to train the trainers on the methodology to be used. The trainers come from within the organisation and the methodology is developed in the Training and Staff Development Unit at CARE. During this training phase, Project Officers and Community Organizers and even the Head Quarter Personnel involved with the TICA project are all brought up to date with the goals of the project and how to go about achieving them. Step 3: to train the Union Level MOHFP Field Workers/ Supervisors. The supervisors/field workers are trained to deliver Maternal Child Health (MCH) care and Family Planning services and the mid-level MOHFP managers are taught how to manage projects and monitor them. Step 4 : to allow the MOHFP workers to implement their training knowledge in the rural communities. The TICA project staff along with the MOHFA supervisors continue to monitor their activities. To implement such an important project it is essential that social mobilization take place in the rural areas-the school teachers are oriented to the immunisation strategy, womens group meeting are organised to disseminate information one MCH family planning, etc. The Upazilla MOHFP managers are taught how to manage their projects independently and they have to prepare monthly reports and distribute them amongst the Project Managers, Counterparts, Donors, and Head Quarters. Based on there monthly reports, trimesterly reports are prepared. An evaluation system is also developed. During each of these phases, HR is allocated on the basis of person-months. If a full time co- ordinator is needed, the amount of time he/she works will equal to 12 person-months (1 person x
12 months.). Each trimester will be allotted 4 person-months. Similarly, the rest of the project staff will have their time divided up according to the phases of the project (appertdix-2). Deviations in person-months are shown as a negative deviation and steps will be taken to fill that post. To make the HRP process even more simplier a chart has been developed at CARE to determine the number of overhead staff required to manage the activities of the project workers. Guidelines are given to show which categories of staff are necessary, given the number of project workers. For example, a sub-office has less than 30 Project workers, 1 Administrative Officer, 2 Secretarial Staff, 3 Guards, 1 Office Helper, Drivers (as per project need) and 1 Mechanical Helper (appendix-3). To sum up the demand forecasting method that CARE uses, we see that the number of Project Staff needed is determined by the area of coverage of the respective project. Based on this the number and type of Overhead Staff is calculated. (ii) Supply of HR: Supply side involves two sources of HR a) internal (existing/available in the organisation); and (b) external (available in labor market). (a) internal source (or existing HR) : The need for supply forecasting arises in CARE when a new project is to be launched. As previously stated, job descriptions prepared for the different categories of employees are first matched with the in-house supply of workers already on files. These files contain information regarding age, level of education and any other special skills that an employee might have. The files are updated once a year when a comprehensive evaluation is done to determine employees’ training needs, promotions, and transferes that need to be looked into. “HR Inventories” are necessary in developing a new project because unless it is known what categories of skilled employees are available and in what numbers, recruitment connot take place. The computerized system at CARE enables them to keep these records efficiently in their human resource inventoies. The information contained in the HR inventories indicates the number of people approaching the retirement age and identifies any blockage in promotion prospects. In CARE, a five-year projection to determine the number of employees approaching retirement age is being considered. CARE has systematically compiled information regarding the number of project workers and overhead or administrative staff to calculate ratios between the two categories of workers and overhead or administrative staff to calculate ratios between the two categories of workers. -The average ratio of overhead staff to project workers comes to 41:100. In other words, for each overhead staff, there is almost 2.5 Project Workers. These ratios fluctuate between projects in various districts. Table I gives a more detailed picture of these ratios. Based on these ratios we can forecast the supply of qualified people available in CARE to take up relevant positions.
In calculating supply of HR, the vacancies created by the employees who leave the ‘company, should be taken into account. HRP techniques must statistically estimate how many are likely to leave during a given period. This can be accomplished by using labor turnover calculations. The formula of calculating “Labor Turnover Index” or “Manpower Wastages” is : Number of leavers in 1 year Labor Turnover Index = Average employees in that year x 100 The Personnel Department at CARE calculates turnover rates of the employees every year to see the trend. These are shown in the Table 2 and 3. These rate are shown on a district basis as well as their aggregates. CARE Bangladesh has determined the total rate of turnover be 13.54%. The total turnover rate was 13.68% for the year ’88 and ’89 consecutively. The rates do not seem to fluctuate enough to be any significance. According to the Personnel Manager the highest turnover in the last 10 years was 21%. Along with external departures, HR supply forecast also be aware of internal organizational moves12. Internal moves involve promotions, transfers, and absenteeism. CARE practices the system of hiring some staff as Management trainees. These people are given training in the fields of Management, Finance and Budgeting, Personnel, Project Management while they perform their regular duties. This enables the Personnel Department to promote these highly skilled people to the higher levels of the organisation without causing any disturbances. Transfers can take place between projects in the lower levels of the organisation where specialized skills are not necessary. The reaction caused by these transfers are not significant. Project staff can get transferred every 2-3 years where as Overhead Staff may remain in the same project (s) for 5-6 years. Replacement is sought within the organisation. When a position becomes vacant, applications are sent by qualified employees to secure the post. If a lot of applications are already available then a choice can be made internally. It is the discretion of the management team to hire additional staff. Absenteeism is minimum at CARE. Employees enjoy a two day wec-kend after every 5 days of work completed. They also have 16 days of annual leave, 15 days sick leave and 15 other government approved holidays, and all with pay. Any one who goes beyond this amount of time will have to take pay cuts in their salary. The working environment in CARE is most congenial and employees look forward to working there. (b) external sources of HR : The density of population in all over Bangladesh is fairly even. If CARE wishes to set up another project, it will have to face no problem in selecting a site and choosing its employees locally.
There has been a demand in the market place for computer programmers, female secretaries, and business administration graduates. The supply of such trained professionals have not increased to the point of matching the demand. Most of the departments at CARE are equipped with computers which are operated by that department’s employees. This may indicate that CARE makes the effort to train its employees in the necessary skills to perform their jobs efficiently. CARE in most cases, tries to recruit its employees in various positions from with-in the organisation. By filling vacancies through internal promotions and transfers, CARE has managed to capitalize on the cost it has invested in recruiting, selecting, and training its current employees. (iii) Action Plan to Overcome the Imbalance between Supply and Demand of HR: Once the net HR requirements have been determined (through the demand & supply), action plans must be-developed for achieving the desired results. If the net requirements indicate a need for additions, plans must be made to recruit, select, orient & train the specific numbers and types of personnel needed. If a reduction is necessary, plans must be made to realize the necessary adjustments13. (a) The Recruitment Plan : For an organisation such as CARE, it not necessary to forecast HR requirement for several years in the future. The absence of rapid changes in terms of expansion plans make it ideal for them to carry out the forecast on a year to year basis. The Annual Implementation Plan (AIP) sets out when and where they are needed. When a project is developed, first an in¬house search is done to find out if qualified people exist in the organisation who can fill certain positions. CARE does not hire anyone under the age of 18. Certain projects need specialised professionals such as doctors, engineers, and other technical personnel. These people are usually required from outside for the duration of the projects. Table 4 summarizes the requirement needs for various categories of employees at CARE for the year 1994. The employees are categorized into four classes: management, midlevel, secretarial, and support staff level. Since it is expected that the management level would remain intact, for the year 1994, there is no requirement for additional personnel in this category. Three in the mid-level and five in the support staff level is expected to retire by the next year. Six others from the mid-level, ten from the secretarial level and twenty seven from the support¬staff level have either a possibility of being transferred or promoted out to other projects or may leave the organisation for better prospects. Although there is to be no additional need for personnel at the management level, five at the mid level, twelve at the secretarial level and twenty at the support staff level would be required for the next year. Finally, the table suggests that for the next year and addition of 13 at the mid level, 20 at the secretarial level and 29 at the support staff level would be sufficient. (b) The Redundancy Plan: When a position no longer exists, and employee is made redundant or is retrenched. CARE has a plan of rehiring these employees if a situation becomes vacant or if the employees services are once again needed. But no retrenched employee can be hired more than twice. The retrenchment has to be approved by the Country Director. CARE maintains a policy of making redundant the last man hired in a particular category. The employees are
compensated adequately for the loss of their jobs and are given a full months notice in advance. Redundancies usually occur when a project is phased out and if another one is not started immediately. The relieved employees are given training to cope with new responsibilities in a new project. (iv) CONCLUSIONS & RECOMMENDATIONS The success of any organisation depends on having the right people in the right job at the right time. HRP is necessary because it is not possible to go out and find an appropriate person overnight. CARE has developed a systematic planning for HR and this systematic planning for HRP helped CARE to have the right people in the right job at the right time which ultimately leaded in to the long-run success. To further increase the efficiency of HRP of CARE the following recommendations are made: (i) Turnover rates are presently being done at various district levels, which dilutes part of the relevant information. It would be meaningful to calculate the turnover at various levels of CARE as well. From this it can be seen at what level what rate of turnover is taking place and from this management would be able to focus on areas of concern. Such calculation can be carried out within the framework of existing personnel force and with very little extra effort. (ii) Succession planning identifies specific people to fill key positions throughout the organisation. Succession planning almost always involves the use of a replacement chart. A basic replacement chart show both incumbents and potential replacements for given positions. Sophisticated succession planning helps ensure that qualified internal candidates are not overlooked14. The mid-level employees of CARE would be better motivated if they can foresee their future roles along the organisational hierarchy. CARE can take up succession planning for employee, through preparing an “Organisation Replacement Chart”, to encourage them in identifying themselves in future positions in the long-run. (iii) In forecasting demand & supply of HR, CARE can further quantify it’s techniques – which will be more cost-saving, more accurate, and quicker. In forecasting demand it can use “Work- Study Techniques”, Economertic Model etc. and in forecsting supply, specially in transfers & promotions, it can use Markov-Chain technique15 etc. (iv) CARE can use a relatively new approach to human resource planning, Commitment Manpower Planning (CMP), designed to get manager and their subordinates thinking about and involved in HRP. In addition to encouraging managers and subordinates to think about HRP, the strength of CMP is that it provides a systematic approach to HRP16. Human Resource Management Practice in Partex Group of Bangladesh
The paper entitled “A Common Currency for Bank: Is it feasible or a pipe dream.” an endeavor is made to examine the suitability of Human Resource Management Practice in Partex Group of Bangladesh for a suitable currency on the basis of three criteria viz., intensity of trade, shock symmetry and homogeneity of economies. In planning for international marketing organizations need a clear picture of the steps involved. “Strategy” gives such a picture. Their vision, unfortunately, remains unfulfilled. Despite lofty declarations and an ever inflating agenda for multi-dimensional cooperation among the seven member-states of company of Partex Group, Operators should manage their Banks’ portfolio on the basis of target customers’ needs and expectations. The outlook for change on the regional horizon woefully remains illusive. The meaning and prevalence of HRM are topics that continue to attract debate and disagreement. As a consequence, practitioners and textbook authors use a diverse and sometimes contradictory range of interpretations. We found that HRM has a variety of definitions but there is general agreement that it has a closer fit with business strategy than previous models, specifically personnel management. The early models of HRM take either a ‘soft’ or a ‘hard’ approach, but economic circumstances are more likely to drive the choice than any question of humanitarianism. The extent of adoption of HRM is also problematic, with many commentators disputing its prevalence and the evidence for adoption still slow in coming. Partex Group provides workplace psychometric assessment, personal-development courses, human resource training and consultancy and organizational research. Using highly qualified and experienced consultants (organizational psychologists and human resource professionals); our solutions are World-Class, whilst our focus is Asia. Partex Group applies Psychological methodology to the Asian workplace with local sensitivity. Our Organizational Psychologists provide consultancy in a number of areas, including design and maintenance of performance appraisal systems and assessment centers, ability and personality testing for employee selection and development, design and evaluation of employee training courses. For Partex Group, talented candidates are not just a key resource; they are the lifeblood of our business and our unique ability to reach them. Through a wide network of personal and professional referrals, one of the largest annual print advertising spends in the country, a substantial on-line advertising commitment and continuous support of professional events and associations they work with thousands of highly energetic executives seeking the next stage in their careers. Chapter – One Introduction
Human Resources Management (HRM) is a new concept. It is a combination of HR, Accounting, Management, Financial Management and Economics. Globalization to would economy has exposed the corporate business organization to worldwide competition, mobilization of professional manpower and modern quantitative management practice. So, there are growing realization cannot achieve its goal effectively and efficiently. To face this complex management challenge, effective objectively measurable database system to measure and apply HRM information. Now-a-days, in Bangladesh, every year, and huge amount of money and talented HRM are being engaged by corporate to improve the productivity or skills o f their workforce across the country. Such huge expenditures are made with the expectation of future returns in terms of improved services to be rendered by skilled employees. In other words, organizations by investing human resources development definitely increase the service potentials embodied in human resources and these investments thus create economic assets for the organizations. Human resource (or personnel) management, in the sense of getting things done through people, is an essential part of every manager’s responsibilities, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently. “People are our most valuable asset” is a cliché which no member of any senior management team would disagree with. Yet, the reality for many organizations are that their people remain under valued, under trained and under utilized. The rate of change facing organizations has never been greater and organizations must absorb and manage change at a much faster rate than in the past. In order to implement a successful business strategy to face this challenge, organizations, large or small, must ensure that they have the right people capable of delivering the strategy. There is a long-standing argument about where HR-related functions should be organized into large organizations, e.g., “should HR be in the Organization Development department or the other way around?” The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the “Personnel Department,” mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the “HR Department” as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner. Chapter – Two
Company Profile History of Partex Group Partex Group is among the large Bangladesh private sector manufacturing and service based enterprises, owning and operating over twenty units giving value for money to all customers. The group started modestly in 1959 in tobacco trading and with prudent entrepreneurship of our Founder Chairman Mr. M.A. Hashem today we have a stake in tobacco, food, water, soft drinks, steel container, edible oil, wooden board, furniture, cotton yarn and the IT sector. After Bangladesh was established our Chairman set up M/S Hashem Corporation (Pvt) Ltd. in Chittagong city meeting the large demand of food and materials needed for sustaining the needs of a new nation through imports. From importing to import substitution was the next logical step and the stepping stone into the manufacturing sector, which has matured to the multi million dollar diverse investment of the Partex Group today. A dedicated work force and committed board members led by our Chairman and backed by a market oriented corporate strategy has been the cornerstone of our success. Today the group has over twenty family owned private limited companies with a sizable turnover. Ours is a dynamic organization always exploring new ideas and avenues to expand and grow further. Long before environment came to dominate the development agenda. Star Particle Board Mills in the sixties pioneered an eco-friendly industry to reduce pressure on our scarce forest recourses. It is a unique combination of environmental protection and commerce; belaying most doomsayers who claim the two to be at odds. The one score and ten year successful perpetuation of our timber substitute products not only speak volumes of the foresight of Partex’s founders but also their vision of the future. They make particle board from agro-waste, mostly jute stalks, and ensure greater value to the jute growers of Bangladesh. Products are processed using modern technology to produce homogenous and strong particle board that can withstand seasonal change and are free from termite and fungal attack. These particle boards go on to produce veneered boards of various design and texture. Also door panels both plains and decorative in various finishes and sizes. In addition their produce special furniture boards, stylish furniture and even various plywood on our range of products. Beside, in house and outside training, recruits business graduates from reputed universities as management training for mainstream banking to enrich quality of human resources contributing towards operations effective and long-term sustainable results. Vision Statement
The Sky is not the limit for us, but their expectation is within limits. Therefore, their imagination soars beyond conventional barriers. Partex Group share or destiny with their beloved motherland. They want to serve her in the greater quest for national uplift. Missionstatement To sincere traveler, the way is never too long. Partex Group believes in “progress in diversity and service through entrepreneur”. They are merchants and missionaries, doers and dreamers, entrepreneurs and professionals. They are futuristic with emphasis on creating thinking and dynamic action. v High quality financial services with the help the latest technology. v Fast and accurate customer services v Balance growth strategy v High standard business ethics v Steady return on shareholders equity. v Innovative banking at a competitive price. v Attract and retain quality human resource. v Firm commitment to the society and the growth of national economy. THE SPIRIT Enterprise is Partex Group’s spirit. Partex Group manufactures superior import-substitute consumer and industrial products. Their cutting edge precision leads to greater public utility and hygiene, with a great care for the environment and human inhabitation. It is the very ingredient that gives their organization the integrity upon which their reputation is built and we zealously guard it everyday. Many a thousand minds of their group contributed to their gathered knowledge to keep the wheels rolling that in turn leads them to goal. This cumulative strength of knowledge is required, today, to find new solutions for the manifold problems of fast- changing economic cultural and ecological milieu. Objectives:
Partex Group is a customer focused modern banking institution thriving fast in both earning and ability to stand out as a leading banking institution in Bangladesh. They deliver unparalleled financial services with the touch of heart to Retail, Small and Medium Scale Enterprises (SMEs), corporate, institutional and governmental clients through the outlets of branches across the country. Their business initiatives center on the emerging need of the clients. Partex Groups’ client commitments are the following:  Provided services with high degree of professionalism and use of most modern technology.  Create life-long relationship based on mutual trust and respect.  Respond to customer needs with speed and accuracy.  Share their values and beliefs  Grow as their customer grows.  Offer first rated solutions of client’s problems and issues.  Provide products and services at competitive pricing.  Ensure safety and security of customer’s valuables in trust with them. Future program: The program and strategy and Partex Group have undertaken with their strengthened positioned and design to create a based from which growing and sustainable profit can be generated. They are now well positioned to exploit opportunities that arise from their own progressive activities and then the market offered. They intend to pursue strategy that will built value for their shareholders. They main focuses in 2005 will be on:  Doubling the profit  Sound financial management  Pursue innovation in our product offering.  Expand and diversified customer base.  New product introduction leading to competitive advantage.  Improved efficiency.  Up – gradation of on-line banking  Establishing new profit center
 High level of customer services  Stronger and diversified relationship with customer  Expansion of network  To be employers and choices  Stable dividend for shareholders  Contribution to the national exchequer and for social works and many others. Company Profile: At a Glance Name of the Company: #Partex Group Date of Establishment: #1962 Name of the Chairman: #Mr. M. A. Hashem Industries & Trade Concerned: #17 Number of Group Business: #20 Target Turnover: #US $160 million (2000-2001) Estimated Growth Rate: #15% per annum Net Worth at Current Market Price: #US $150 million Distributor around the Nation: #Over 350 Products are Available Outlets: #Over 45,000 Number of Employees: #Over 7,000. GROUP MANAGEMENT Mr. M. A. Hashem Chairman Mr. Aziz Al-Kaiser Vice Chairman Mrs. Sultana Hashem Director Mr. Aziz Al-Mahmood Director Mr. Aziz Al-Masud Director
Mr. Showkat Aziz Russell Director Mr. Rubel Aziz Director Corporate Office: Sena Kalyan Bhaban (16 fl) 195 Motijheel C/A, Dhaka 1000, BANGLADESH Phone: 880.2.955.0555 Fax: 880.2.955.6515 E-mail: mail@partex.net GROUP ENTERPRISES Star Particle Board Mills Ltd. Danish Condensed Milk Bangladesh Ltd. Danish Food Products Danish Milk Bangladesh Ltd. Amber Cotton Mills Ltd. Amber Pulp and Paper Mills Ltd. Partex Beverage Ltd. Parterx Furniture Industries Ltd. Danish Distribution Network Ltd. Partex Plastics Limited. Rubel Steel Mills Ltd. Partex Real Estate Ltd. Star Vegetable Oil Mills Limited Star Coconut Mills Limited Dhakacom Ltd. (ISP) Corvee Maritime Co. Ltd. Fotoroma Ltd. Ferrotechnic Limited Hashem Corporation (Pvt.) Ltd. Partex Limited
Products: Boards Doors Plain Board Plain Door Veneered Board Classic Design Viniyl Board Band Design Plywood Flexible Band Melamine Faced Chip Board Panel Design HDF Moulded Wooden Door Frame CUSTOMER FOCUSED & INNOVATIVE Partex Group believes their success depends on customers. Thus, their primary value is fulfillment of customer’s needs. Their manner of achieving this success is to include value for money, INTEGRITY Partex Group is committed to conduct their business in such a way that demonstrates highest ethical standards. They believe integrity is our imperative utility to succeed in what they do. QUALITY POLICY 1. To produce goods as per customers satisfaction. 2. To select employees on the basis of qualification. 3. To keep hygienic conditions in the factory. 4. To ensure the health of the workers. 5. Continuous improvement in the quality management system Chapter – Three Objective of the study In view of the above discussion we find following objectives: 1) HR practice is in Human Resources Management.
2) Various steps taken by the management to develop personnel policy on the basis realistic cost-benefit analysis, to made better management decisions in HR, to adjust costs incurred in acquisition of HRM to optimize effectiveness of investment decisions. Teams or work groups exist in all organizations, ranging in nature from ad hoc to formal. However many teams have not clearly articulated their common purpose for all team members and have not invested in agreeing the team’s common way of working. Company has facilitated many teams to identify the barriers to team performance, define its core aims and deliverables, agree a team contract on how the team members will work together, and to develop team working skills. We have developed expert tools and processes to support team development and provide ongoing measures of team effectiveness, for example TDP Survey and Senior Team Development. We also said facilitation support between individuals when relationships have broken down and a new way of working needs to be contracted between individuals, groups, departments. Functional overview and strategy for HRM These issues motivate a well thought out human resource management strategy, with the precision and detail of say a marketing strategy. Failure in not having a carefully crafted human resources management strategy, can and probably will lead to failures in the business process itself. This set of resources is offered to promote thought, stimulate discussion, diagnose the organizational environment and develop a sound human resource management strategy for your organization. We begin by looking at the seven distinguishable functions human resource management provide to secure the achievement of the objective defined above. Following on from this overview we look at defining a human resource strategy. Finally, some questions are posed in the form of a diagnostic checklist for you to consider, which may prove helpful for you to think about when planning your development programs for the human resources in your organization, if they are truly “most valuable asset.” Chapter – Four Methodology We were informed in our class and providing written instruction by our teacher Maksudul Karim yet an individual assignment has to be prepared and would be submitted by the class of the semester. On the light of the assignment in HRM practice in Bangladesh.
Developing of Data Collection We developed the research plan for collecting data and information on research problems and adjusted it in the light of the research objective. We determined what types of data, facts, figures, and information are needed for the research. Then we design our research plan considering the following issues. Primary Data Collection through Questionnaire Survey: We have used the observational approach and interview approach for collecting our required data. A questionnaire is prepared to find out the Human Resource Management Practices of Partex Group of Bangladesh. We collected the information from different sources. We had to face a lot of hardship to find this information. We visited the Partex Group at Farmgate. We also visited their offices in to different places. Secondary Data Collection: Secondary data is collected to the review of existing data from Internet, Teacher’s Notes news paper, Internet, TV news & magazine. Another source of our information was the internet. We visited the official website of the banks to collect information. For the secondary data analysis there was a limitation in data gathering. Methodology of Data Analysis: At each stage of survey, data is checked, edited & coded. By using Statistical techniques, data is summarized to find out expected result and presented that by graphical presentation. Data from various sources is coded entered into database system using Microsoft Excel Software. Preliminary data sheets are compared with original coding sheets to ensure the accuracy of data entered. Implementing the Research Plan Then we have processed the collected information. We have analyzed the information in light of our course with our objectives.
Reporting the Finding Then we have tried to find our report findings from our research problem. Then we have drawn a conclusion and made a recommendation. Scope of the report We mainly focused on the main Human Resource Management Practices of Partex Group of Bangladesh. Chapter – Five Limitation Although we tried our best to make this report based on facts and complete information available, but we had to pass through some limitations that we believe are inevitable. We had to do a lot of hard work in order to gather all the information, carrying out the calculation and complete the assignment. We could not get much information from websites. So, we had to get appointment from the persons working there and collected as much information they allowed us to take from them, bus it is no easy to sit with them. There was lot of limitation also. First limitation was about gathering the information. Avoid some direct questions to answer. We had to visit couple of office; we also had to visit the share market. After managing information from here it wasn’t sufficient to carry out the comparison between two banks. We also took information from the internet. Our second limitation was about comparing the results. We did the calculation and then based upon the result we compared the two banks. But we had no source of justifying the comparison by any other way. That was the limitation about perfection. Another limitation was the time management. Lack of coordination from the particular management personnel. We had to do our scheduled classes, we had to study and at the same time we had manage time to go to different offices, share market and searching the internet to find information. SEU library service and other required were not available Our limitations include:
Limitation of time: We had a little opportunity to spend enough time to prepare this type of big report within a short period of time. For this reason we have to hurry for complete this report within the time. Incomplete information: In collecting many data, we got incomplete answer from the source. That also hampers our work done correctly and in time. We also found some misleading responses. Short experience: We are in learning stage and have little experience for reporting on such a big project. We tried heart and soul to prepare the report professionally. Lack of Current Data: While preparing this report we faced a problem of lacking current and most updated data. That really made obstacles for preparing this report. Chapter – Six Literature Review Definition and Concept of HRM HRM is the set is organizational activities directed at attracting, developing, and maintaining an effective workforce. Human resource management takes place within a complex and ever- changing environmental context. Three particularly vital components of this context are HRM strategic importance and the legal and social environment of HRM.
The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. The Concept of HRM The objectives of this section are to:  Outline the variety of ways in which HRM is defined.  Offer a working definition for the purposes of this book.  Discuss the most influential early models of HRM.  Review some of the evidence for the adoption of HRM Defining human resource management Many people find HRM to be a vague and elusive concept… Maps and models of HRM This section begins with a discussion of various approaches to HRM… The Harvard map of human resource management This is probably the most seminal model of HRM and has had a major influence on academic debate on the subject. Hard HRM The Michigan model is also known as the ‘matching model’ or ‘best-fit’ approach to human resource management. Guest’s Model of HRM David Guest’s British model of HRM has 6 dimensions of analysis Alternative HRM Models The terminology used in academic human resource literature is problematic because some authors distinguish between ‘the HRM models’ as distinct from ‘the Personnel model’. The Discourse of HRM HRM has been addressed by a number of writers from a ‘discourse’ perspective. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can’t yet afford part- or full-time help. However, they should always ensure that employees have — and are aware of — personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. The objectives of this section are to:
Evaluate whether or not HRM has been meaningfully implemented and, if so, to what extent. * Investigate the form it may take. * Determine the principal driving forces for the implementation of HRM. * Summarize evidence for its effectiveness. * Consider trends and future developments for the human resource function. Note that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, eg, career development, training, organization development, etc. In Managing Human Resources: Personnel Management in Transition, Stephen Bach (2005:3) argues that, compared to a decade ago, much of the controversy about the definition of HRM has dissipated. He considers that, in part, this may be due to the use of a broader and more encompassing definition of HRM. However, Bach (p.4) shows that the debate has not vanished by disagreeing with Boxall and Purcell’s (2003:1) statement that HRM refers to: “… all those activities associated with the management of the employment relationship in the firm. The term ’employee relations’ will be used as an equivalent terms as will the term ‘labor management’.” Bach argues that this definition is ‘a little too broad’, stating that such a broad definition makes it difficult to:  Highlight any distinctive features or values that underpin HRM  Chart changes in the practice of HRM  Understand the controversy surrounding HRM In Bach’s opinion, HRM differs from employee relations in its focus on management practices and tendency to ignore the interests of employees. In fact, he holds quite ‘hard’ views on the nature of HRM:  HRM is unitary (employer and employee interests should coincide) with an emphasis on organizational effectiveness  The interests of other stakeholders such as employees are marginalized  There is a predominant interest on the individual firm – specifically, within the firm – focused on individual employee motivation and aspiration  There is a consequent playing down of external and collective (unionization) issues. Human Resource Management in a Business Context 2/e discuss the use and meaning of the term ‘human resource management’, present a number of textbook definitions and provide a working definition for the book:
‘A philosophy of people management based on the belief that human resources are uniquely important in sustained business success. An organization gains competitive advantage by using its people effectively, drawing on their expertise and ingenuity to meet clearly defined objectives. HRM is aimed at recruiting capable, flexible and committed people, managing and rewarding their performance and developing key competencies.’ Adopting HRM. Human resource management has been presented as a radical alternative to personnel management (…) consisting of exciting, modern ideas which would replace the stale and ineffective prescriptions of personnel management. In fact, the process of transition has been slow. The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disruptive to existing employees. Also, it takes time to develop ‘cultural awareness’, product/ process/ organization knowledge and experience for new staff members. The Impact of HRM After all, this is the justification implicit in HRM models for valuing the human resource above all others. The following were given as possible explanations:  Insufficient research. Not because of lack of effort but due to the absence of clear, agreed frameworks within which to conduct comparative research. The root cause of this was perceived as HRM’s own ambiguity. How were we to look for evidence of HRM and its effects if we had no agreement on what HRM was?  Intangibility. If people are an ‘intangible resource’ we have an insurmountable problem – by definition intangibles are immeasurable! Since then, progress has been made in conceptualizing the problem and measuring results (…). For example, that ‘low-road’ practices – including short-term contracts, lack of employer commitment to job security, low levels of training and unsophisticated human resource practices – were negatively correlated with corporate performance. In contrast, they established a positive correlation between good corporate performances and ‘high-road’ work practices – ‘high commitment’ organizations or ‘transformed’ workplaces. They also found that HR practices are more likely to make a contribution to competitive success when introduced as a comprehensive package, or ‘bundle’ of practices. 1. Use of technology to communicate with employees. 2. Rising health care costs.
3. Increased vulnerability of intellectual property. 4. Managing talent. 5. Greater demand for high-skilled workers than for low-skilled workers. 6. Labor shortage. 7. Change from manufacturing to information/service economy. 8. Increase in employment-related government regulations. 9. Focus on domestic safety and security. 10. Ability to use technology to more closely monitor employees. These views represent an American perspective, but practitioners in other countries would probably identify with a number of these trends. (…) HR function is clearly shifting from being a “service provider” to a “business partner” but the requirements and needs of this new role can also be met by line managers or external providers. Hence the change of roles is both an immense opportunity and a threat for human resource managers. Considers that the HR function of the future will be significantly from that in the past and that organizations need to recognize this in order to make the most of knowledge workers and knowledge professionals. According to and strategic literature is increasingly emphasizing intellectual capital, learning processes and organizational adaptability. They argue that HRM specialists could play a central role because questions of how to attract motivate and develop workers with scarce but critical abilities, and developing effective processes of work organization are fundamental to knowledge-based competition. Importance of HRM Prior to the mid- 1960s personnel departments in organizations were often perceives as the “health and happiness” crews. Their primary job activities involved planning company picnics, scheduling vacations, enrolling workers for health-care coverage and planning retirement parties. That has certainly chanted during the past three decades. Federal and state laws have placed man new requirements concerning hiring and employment practices in employees. Jobs have also changed. They have become more technical and require employees with greater skids. Furthermore, job boundaries are becoming blurred. In the past, a worker performed a job in a specific department, working on particular fob risks with others who did similar fobs. Today’s workers are just as likely, however, to find themselves working on project teams with the various people from across the organization. Others may do the majority of their work at home – and rarely see any of their coworkers. And of course, global competition has increased the importance of organization improving the productivity of their work force, and looking globally for the best-qualified workers, this has resulted in the need for HRM specialists trained in psychology, sociology, organization and work design and law.
Federal legislation requiem’s organizations to hire the qualified candidate without regard to race, religion color, sex, disability, or national origin- and someone has to ensure that this is done. Employees need to be trained to function effectively within the organization land again, someone has to oversee this. Furthermore, once hired and trained the organization has to provide for the contriving personal development of each employee. Practices are needed to ensure that these employees maintain their productive affiliation with the organization. The work environment must be structured to induce workers to stay with the organization, while simultaneously attracting new applicants. Of course, the someone’s we refer to those responsible for carting our activities are human resource professionals. Today, professionals in the human resources area important elements in the success of any organization. There require a new level of sophistication. Human resource and employee personal-development courses are founded upon the principles of psychology in the workplace. Some courses are competency-based and provide practitioners with skills to appropriately assess and develop employees at work. Also plays a part in every employee’s development through the provision of courses such as Time Management, Stress Management and Conflict Resolution. Additionally, we are involved in team-building and motivation events, as well as skills development for those who are seeking employment. But it also creates a new difficulty for managers and supervisors – because they need to understand and act on the new model of HR Management and learn the necessary distinctions between the old management and the new empowerment style. This workshop is designed to provide a Manager or Supervisor of any function with some `real life tools` and `tips` to become an empowering leader and establishes their credibility as an effective supervisor. Topics to be Covered  Establishing Your Credibility  Maintaining Human Relationships  Employee Motivation  Effective Delegation  Performance Review  Counseling Employees  Interviewing and Hiring  Rewarding and Disciplining Employees  Succession Management  Training Needs Assessment  Empowering your employees Industrial Revaluation: The process of change from an agrarian handicraft economy to one dominated by industry and machine manufacture. This process began in England and from there spread to other parts of the world. The characteristics of the society before industrial revaluation
lsmall scale production lFamily or group based production at home luse of small hand tools lBarter system ldistribution in limited areas Causes for occurrence in Great Britain lA dense population for its small geographical size lLocal supplies of coal, iron, lead, copper, tin, limestone and water power lIntroduction of steam power (fueled primarily by coal) lThe introduction of power engine at factory lMajor changes in distribution of production due to the introduction of rail engine Major impacts of industrial revaluation lDuring industrial revaluation child labor grew far more abusive than ever before lInhuman housing situation lMany weavers found themselves suddenly unemployed since they could no longer compete with machines lThe abolition of feudalism lImproved transportation system lSupply of products in large quantities at cheap rate. Functions of HRM Human resources are critical for effective organizational functioning. HRM (or personnel, as it is sometimes called) was once relegated to second class status in many organizations but its importance has grown dramatically in the last toe decades. Its new importance stems from increased legal complexities the recognition that human resources are a valuable means for
improving productivity. And the awareness today of the costs associated with poor human resource management. Indeed, managers now realize that the effectiveness of their HR function has a substantial impact on the bottom line performance of the firm. Poor human resource planning can result in spurts of hiring followed but layoffs- costly in terms of unemployment compensation payments, training expenses and morale. Haphazard compensation systems did not attract, keep and motivate good employees reassigns discrimination lawsuits. Consequently, the chief human resource executive of most large business is a vice president directly accountable to the CEO and many firms are developing strategic HR plans and integrating those plans with other strategic planning activities. Guest’s model of HRM David Guest’s (1989, 1997) model of HRM has 6 dimensions of analysis:  HRM strategy  HRM practices  HRM outcomes  Behavior outcomes  Performance outcomes  Financial outcomes The model is prescriptive in the sense that it is based on the assumption that HRM is distinctively different from traditional personnel management (rooted in strategic management, etc.). It is idealistic, implicitly embodying the belief that fundamental elements of the HRM approach (essentially those of the Harvard map) such as commitment have a direct relationship with valued business consequences. However, Guest has acknowledged that the concept of commitment is ‘messy’ and that the relationship between commitment and high performance is (or, perhaps, was – given the age of this material) difficult to establish. It also employs a ‘flow’ approach, seeing strategy underpinning practice, leading to a variety of desired outcomes. Like its American predecessors, this UK model is unitarist (tying employee behavior and commitment into the goals of strategic management) and lukewarm on the value of trade unions. The employee relationship is viewed as one between the individual and the organization. All the above are important to a manager when seeking to achieve optimum productivity levels from available resources by marrying scientific management principles to a human relations approach.
1. Human Resource Policies The OECD has introduced several human resource policies. For example, policies exist in the following areas: equal opportunities, training and development, sexual harassment, non-smoking, part-time work and spouse support and employment. 2. Job Vacancies/Who can apply/How to apply This section covers who can apply for OECD vacancies and how to apply. It is important to read this section before moving on to the list of job vacancies. 3. Salary and Benefits A summary of the conditions of service for established staff members contained in this section is intended for use as a guide only. 4. Staff Categories This section describes the types and grade structure of positions at the OECD. This information will give you an idea of the level or type of job you would be suited for before moving on to look at our list of vacancy notices. 5. Other Programmers  Trainees This section explains how OECD hires trainees and how to apply.  Young Professionals Programmed Please note that the Young Professionals Programmed vacancy for 2006-2008 was published on our Website from November 18 to December 14 and it is now closed. The next opening is scheduled for the last quarter of 2007. Here you will find full information and recruitment procedures for this 2-year Programmed. Every two years, the OECD recruits the highest quality professionals to work in 2 different directorates of the Organization. It is a highly competitive programmed that attracts approximately 2,500 applications for seven posts.  Support Staff The OECD recruits support staff (eg secretaries, administrative assistants and statistical assistants) on a regular basis. Recruitment for this category of staff however is local, i.e. from within France, in most cases. Appointments are for an initial temporary period. There are however opportunities for extension of these appointments and there are many opportunities for permanent positions. Fombrun et al identified four common HR processes performed in every organization:
 Selection: matching people to jobs  Appraisal of performance  Rewards: emphasizing the real importance of pay and other forms of compensation in achieving results  Development of skilled individuals These processes are linked in a human resource cycle. The matching model has attracted criticism. At a conceptual level, it is seen to depend on a rational, mechanical form of organizational decision-making. In reality, strategies are often determined and operational zed on a more intuitive, political and subjective level. Certainly, the decision-making is more complex than the model allows. It is also both prescriptive and normative, implying that the fit to business strategy should determine HR strategy. Randall Schuler and colleagues subsequently presented a more complex version of the matching model that took into account significant wider factors such as technology, organizational structure and size, unionization and industry sector. These accounts were heavily influenced by Michael Porter‘s writing on business strategy. This section gives a contemporary historical perspective on the concept of productivity. Though the word and concept is a fairly recent phenomenon the search for an optimum application of resources, human and other, to complete projects has been around a long time. Attitudes to work will be explored in this introductory section. Key developments during the Industrial Revolution, the rise of scientific management and its counterweight the human relations school of management will be explored from a historical perspective. In addition a view of the challenges faced, in terms of the contemporary role of management is offered. To an alarming degree, the author has found during his career that the biggest factor holding back employee productivity is the attitude of the manager / leader towards his / her followers. The article on the self-fulfilling prophecy explores this concept. A non-technical appreciation of job design and work organization is given to clarify and systemize the process. All samples pro forma are included in the PDF version. The services offered by a modern HR department are explored and clarified, together with a diagnostic check list to help identify critical human resource issues. Job analysis A job analysis is a systematic exploration of the activities within a job. It is a technical procedure used to define the duties, responsibilities, and accountabilities of a job. Their analysis “involves the identification and description of what is happening of the job … accurately and precisely identifying the required tasks the knowledge and the skills necessary for performing the and the condition under which they must be performed.
Job analysis methods: The basic methods that HRM can use to determine job elements and the essential knowledge, skills, and abilities for successful performance include the following: Observation method: A job analysis technique in which data are gathered by watching employees work. Technical conference method: A job analysis technique that involves extensive input from the employees’ supervisor. Diary method: A job analysis method requiring job incumbents to record their daily activities. Individual interview method: Method meeting with an employee to determine what his or her job entails. Group interview method: Meeting with a number of employees to collectively determine what their jobs entail. The Manager’s Human resource Management Jobs: Most writers agree that there are certain basic functions all managers perform. These are planning, organizing, staffing, leading and controlling. In total they represent what managers call the management process. Some of the specific activities involved in each function include:
Planning: Establishing goals and standards developing rules and procedures developing plans and forecasting. Organizing: Giving each subordinate a specific task, establishing departments, delegating authority to subordinates, establishing channels of authority and communication, coordination the work of subordinates. Staffing: Determining what type of people should be hired, recruiting prospective employees, selecting employees, setting performance standard, compensating standard, evaluating performance, training and developing employees. Leading: Getting others to get the job done, maintaining morale, and motivating subordinates. Controlling: Setting standards such as sales quotas, quality standards, or production levels, checking to see how actual performance compares with these standards, taking corrective action as needed. HRM is the process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health and safety, and fairness concerns. The topics we’ll discuss should therefore provide you with the concepts and techniques need to carry people or personnel aspects of your management job. These include: 1. Conducting job analyses (determining the nature of each employees job) 2. Planning labor needs and recruiting hob candidates 3. Selecting job candidates 4. Orienting and training new employees 5. Managing wages and salaries(compensating employees) 6. Providing incentives and benefits 7. Appraising performance 8. Communicating(interviewing, counseling, disciplining) 9. Training and developing managers 10. Building employee commitment 11. And what a manager should know about: 12. Equal opportunity and affirmative action
13. Employee health and safety 14. Handling grievances and labor relations. Human resources planning They need for human resource planning may not be readily apparent .However an organization that does not do planning for human resources may find that it is not meeting either its personal requirements or its overall goals effectively .For example ,a manufacturing company may hope to increase productivity .With new automated equipment ,but if the company does not start to hire and train to people to aspirate the equipment before installation ,the equipment may retain idle for ,weeks or ever months .Similarly an-all male ,all-white organization that does not plan to add women and minority group member to its staff may well have travel maintaining high performance and its also likely to become the in a civil rights lawsuit .Planning for human resources is a challenging task today ,given the increasingly competitive environment ,projected labor shortages ,changing demographics and pressure from government to protect both employees and the environment .The HRM can have a significant effect on an organization in a number of ways ,depending on what goals a company choose to focus. Objectives of Human Resource Planning Human resource planning has some objectives .For the fulfillment of these objectives human resources management undertake some activities and program .If all these activities are properly done and programs are undertake ,that can determined the efficiency of HRM .However the object of HRM can be mentioned in the following paragraphs: 1 .To Use Human Resources: The first objective of HR is to ensure optimum use of human resources .It means proper distribution of functions among the employees. 2 .To Forecast Future Skills: Second objectives of HR planning are to forecast whether required skills may be available or not .If it is seen that HR will not be available in future as per desire necessary steps can be taken just in the planning. 3 .TO Asses HR Requirements: Reasonable number of human resources is required for efficient and timely performance or organization activities .HR planning can help the management to ass’s future HR requirements properly. 4 .To Provide Control Measures: Proper control measure can help in ensuring discipline in the organization .HR planning determines the accurate number of human resources and satisfies its demand.
5 .To Determine Recruitment Level: HR planner must determine an established recruitment level .If not well-conceived and well accepted recruitment level or policy can be determined, he will not be able to recruit right people. Method of recruitment The historical arithmetic relationship between recruitment leads and invitees, invitees and interview, interviews and offers made and offers made and offers accepted. Some employers use a recruiting yield pyramid to calculate the number of applicants they must generate to hire the required number of new employees. The company knows it needs 50 new entry level accountants next year. From experience the firm also knows the ratio of offer made to actual new hires is 2 1 about half the people to whom its make offer accept them. Similarly the firm those that the ratio of candidates interviewed to offer made is 3 to 2 while the ratio of candidates invented for interviews to candidates actually interviewed to be about 4 to 3. Finally the firm knows that of six leads that come in from all its recruiting efforts only one applicant typically get an interviews- a 6 to 1 ratio Goals:  Are the goals clearly communicated so employees can understand them at corporate, departmental and individual level?  Do employees agree and support the goals and believe in their achievability? Structure:  Is the structure appropriate to achieving the goals and are the negatives inherent in the structure minimized, and the strengths maximized? Relationships:  To what extent do relationships contribute to the
achievement of the business goals?  What barriers have to be removed to ensure that the interpersonal, inter-unit and technology relationships operate effectively when people need to work together to deliver the goals? Climate:  Is there sufficient morale and recognition to sustain the motivation of employees?  Are the differences between good average and poor performance levels recognized and dealt with effectively? Leadership:  Do leaders at all levels define goals and empower employees to deliver them?  Do leaders deal with the conflict and barriers that inhibit individual and team performance? Process:  Are there sufficient coordination and integration processes for the delivery of the goals?  Is there sufficient management information for the performance of work and sufficient process innovation to meet changing requirements? Definition of Selection Selection activities typically follow a standard pattern, beginning with an initial screening interview and concluding with the final employment decision. The selection process typically consist of eight process: 1) initial screening interview 2) complication the application from. 3) employment tests. 4) comprehensive interview. 5) background investigation. 6) a conditional job offers 7) medical or physical examination 8) the permanent job offer. Each steps in the process seeks to expand the organizations knowledge about the applicant’s background, abilities, and motivation and it increase the information from which decision maker will make their prediction and final choice. Method of selection: As a culmination of our recruiting efforts, we should be prepare to initiate a primarily review of potentially accepted candidates. This initial increasing is in effect a two step procedure: 1) the screening of inquires and 2) the provision of screening interviews. What assessed?
Technical skills Phase 1- Applicants complete application and watch an interpersonal skills one hour video about the work environment. Technical performance Leadership Problem solving skills Phase 2- Applicants complete Department of employment services situation judgment inventory- measuring one’s ability to work in a team and other interpersonal skills. Phase 3- Applicants participate in a four-hour program designed to assess individual and group problem-solving skills. Screening experts observes applicant. Assemble line applicant also participate in a five hour assembly simulation. Phase 4- one hour interview with a group of interviewers. Phase 5- Conditional employee. Applicant undergoes two and one half hour of physical and substance testing at an area and hospital. Phase 6- employee is closely monitored by seasoned employees who assess job performance for the next six months. The tool provides insight to understand these issues in a business. In principle it is an employee survey but it is unique in its use of a generic theoretical model. Its wide use in the market facilitates an organization to bench mark against other leading employers, including multinational corporations and government agencies. Strategic Human Resource Process Mobilizing and managing human assets has become one of the most critical factors for organizational success. Experience and research indicates clearly that maximizing the contribution of all team members requires a systemic approach that relies on three characteristics:  Alignment of individual and team behavior and goals with organization values and strategies
 Integration of human asset applications into a common set of processes based on common success criteria  Distribution of accountability and learning using enabling tools and technology helps organizations both refine or augment selective parts of their human assets systems and design and implement comprehensive people strategies. Frequently we are asked to:  Create a vision, values and supporting competencies  Generate a goal-setting approach  Create talent identification and pipelining process  Produce a human assets management approach (i.e., ensuring availability, mobilization and development of the right people for the right projects and/or positions  Develop a process, tools and support materials for creating a learning organization  Integrate the core human asset management applications (e.g., hiring/selection, assessment, development, learning and performance management) into a common process These resources will include information on the following themes:  An overview of recruitment and selection,  Preparing to recruit,  Accessing potential applicants,  Selection processes,  Making quality selection decisions, and  Post decision processes. The primary functional areas of the consolidated department are: 1. Regional and Community Planning 2. Planning Applications 3. Subdivisions and Development Approvals 4. Permits and Inspections Salary and Benefits The basic salary is specified in the offer letter and is payable in euros, as are all other allowances (family allowances, expatriation and installation). Emoluments (basic salary and allowances) are payable in arrears, with the exception of the installation allowance which is payable on taking up duty. Family Allowances Family allowances comprise a head of household allowance paid under certain conditions, an allowance for each dependent person other than the spouse, as recognized by the Organization. Annual leave and holidays
Annual leave amounts to two and a half working days for each month of service. Working days (8 hours per day) are Monday to Friday inclusive, and French public holidays are observed. The Medical and Social System The Medical and Social System of the Organization has an excellent and comprehensive medical and social scheme. This includes paid sick leave and paid maternity leave. The healthcare insurance covers staff members and their families. Pension Scheme All staff members are required to subscribe to the Pension Scheme at the rate of 9.2 per cent of their basic salary. The maximum age for retirement is 65, but staff members are entitled from the age of 63, and after at least 10 years of service, to a pension amounting to 2 per cent of the final basic salary per year of service up to a maximum of 70 per cent for 35 years of service. A reduced pension can be paid to retiring staff members from the age of 51.The regulations provide for other benefits in the case of disablement and death. Traveling and removal expenses On the same occasion, and under certain conditions, the cost of removal of furniture and other personal effects is paid by the Organization. Currency transfer Staff members receiving an expatriation allowance may transfer through the Organization up to 50 per cent of their total emoluments to the country of which they are nationals or to country of residence at the time of appointment. Employee Involvement in Practice Employee Relations ‘Employee Relations’ is a relatively new term which broadens the study of industrial relations to include wider aspects of the employment relationship, including non-unionized workplaces, personal contracts and socio-emotional, rather than contractual, arrangements. This is an area with diverse ideological underpinnings and political ramifications. Governments have taken an active part in determining its conduct. In Europe, harmonization is leading to the establishment of works councils across the EU, giving a new role for collective representation.
Human Resource Management in a Business Context provides an international focus on the theory and practice of people management. A thorough and comprehensive overview of all the key aspects of HRM, including case studies, articles from HRM Guide and other sources, key concepts, review questions and problems for discussion and analysis. Employee relations as an activity In many developed countries the industrial relations of the 1950s to the 1970s depended on the existence of company rules and regulations which served the purpose of clarifying what was expected of both employees and employers. Since then, the move towards flexibility and empowerment of staff has resulted in ‘fuzzier’ boundaries between required behavior and that which is regarded as inappropriate. Employees – particularly managers – have been given greater discretion on decision making in free market economies. This has been encouraged by ‘neoliberal’ governments throughout the world. Within the European Union, however, there has been a countervailing emphasis on formal rules because of the predominance of social market economies at the heart of the community. Typically, most large organizations continue to have formal rules on:  Timekeeping  Absence  Health and safety  Gross misconduct  Use of company facilities  Discrimination The enforcement of such rules is a sensitive issue, requiring some form of formal or informal disciplinary system. Discipline is not only negative, in the sense of being punitive or preventative; it also makes a positive contribution to organizational performance. An effective organization cannot survive if its members behave in an anarchic way. Order within an organization depends on an appropriate mixture of each of these forms of discipline. Within the context of HRM, however, the emphasis has moved away from managerial discipline towards self and, especially, team discipline. Nevertheless, most organizations continue to have institutionalized disciplinary procedures, largely determined by management. Implications of Employment Law This 1-day workshop will provide delegates with information on the practical application of employment law and highlight their responsibilities in how to maintain an effective and legal working environment Workshop Contents The workshop will provide delegates with an understanding of the application of Employment Law and will address the ways in which the law impacts on the whole employment process. It enables participants to understand their role – through their behaviors, practices and policies – in upholding employment law. The following areas will be covered:
 Employment Law – The Framework  The Contract of Employment  Equality/Recruitment/ Sexual Harassment/ Bullying  Organization of Working Time  Discipline, Grievance & Unfair Dismissals  Leave Arrangements – statutory and non-statutory Workshop Aims & Learning Objectives The learning aims of the workshop are outlined below. Session One – Employment Law  To understand the background and framework of employment law in Ireland  To know the cornerstones of employment law Session Two – The Contract of Employment  To identify employee and employer rights  To know the impact of legal changes on contracts, including those offered to full-time, part-time and fixed-term or temporary employees  To reinforce the elements of a positive work environment  To know the process for termination of employment Session Three – Equality & Harassment Legislation  To learn about equality legislation  To understand what is defined as discrimination  To be aware of the implications of this legislation regarding recruitment practices  To understand the impact of equality and health & safety legislation on harassment, sexual harassment and bullying  To know how to handle complaints  To recognize the organizations obligations in these areas Session Four – Organization of Working Time  To understand the key points of the Organization of Working Time Act 1997 and Record Keeping Regulations 2001  Understand the practical implications for managers Session Five – Discipline and Grievance Procedures  To understand the purpose and steps of the disciplinary procedure and the grievance procedure  To clarify the link between performance management and discipline
 To know about the Unfair Dismissals Act and cases taken under it  To understand the impact of not dealing with issues Session Six – Leave of Absence  To know the key points of the legislation covering Maternity Leave, Adoptive Leave, Parental Leave, Force Majuro Leave and Career’s Leave  To distinguish between statutory and non-statutory leave This workshop is available on a public and in-house customized basis. It is highly participative and will outline the legislation, and address best practice in the areas covered for managers and supervisors who deal with people issues. Human Resource Policies Equal opportunity Equal opportunity and treatment between men and women is a fundamental principle of HR policy. Actions to give effect to this principle have meant that, over recent years, recruitment and retention patterns have gradually changed to give women a larger presence in the Organization’s staff. The situation could still be improved however because, as elsewhere, women are not equitably represented at all levels: their participation continues to be largely at the lower grades. Training and Development It is the policy of relevant training for its staff to obtain and maintain the mix of skills and knowledge needed to achieve the highest level of performance in accomplishing the mission and objectives. Training, as one element of an integrated personnel management system that includes recruitment, performance management, career management, is one important means of learning. Sexual harassment Any type of harassment at work, or in connection with work performed on behalf of the Organization, will not be tolerated and may give rise to disciplinary action. This includes any action which constitutes sexual harassment. Non-smoking policy The protect non-smokers from the effects of smoking, and to help smokers to give up smoking if they so choose. The Organization’s collective areas are non-smoking (except areas set aside for smokers). Shared officers are considered to be collective areas, and are therefore non-smoking. Part-time work
New officials may be directly recruited to work part-time. The duration of part-time work may be from 50 to 90 per cent of normal working hours and may be scheduled in various ways on a daily, weekly, monthly or annual basis. Spouse support and employment Organizations, when managing the recruitment of expatriate staff, are becoming increasingly sensitized to the needs of the family unit. Many such organizations have therefore introduced a spouse programmed to help the spouse make the adjustments necessary before the move takes place. Specialist Employment Law Training and Services As Ireland’s leading provider of HR information, with 1,500 customers of our foremost publication, Personnel Policies and Procedures: The Law in Perspective Graphite’s research and analysis of new legislation and emerging trends keeps us at the forefront of HR practice in Ireland. Based on our expertise we are the supplier of choice in the following areas: Development of HR Policies and Procedures Due to the complexity of employment legislation, many organizations require support in the development and production of employee contracts, policies and handbooks. We seek to build on policies and practices already in place and take account of an organization’s culture, while achieving legal compliance in policy and practice.  HR Policy review and development  Employee Handbooks  Employee Contracts  HR Audits and compliance analysis Implications of Employment Law for Managers The complex nature of our legislation and working practices requires managers to be at the forefront of implementing HR policies. Managers and supervisors need to fully understand the legal implications of day to day management activities such as refusing annual leave, absence management, dealing with grievances, interviewing and bullying allegations. Graphite provides a series of practical workshops to enable managers carry out these activities in a compliant and effective way:  Implications of Employment Law  Managing Discipline and Grievance  Selection Interviewing Skills Managing Dignity and Diversity
The progressive equality legislation in Ireland dictates that Dignity and Diversity awareness is disseminated, and policies and procedures are put in place to provide all employees with a safe working environment, free of discrimination, harassment or bullying. We use our expertise to support the development and communication of polices and complaints procedures, and provide expert training for employees nominated for Support Contact or Investigator Roles:  How to Manage Dignity and Respect (Policy Briefings)  Managing Dignity and Diversity in the Workplace  Train the Designated Contact Person  Investigator Training Resolution of Issues Whilst we advocate the use of informal methods of complaint resolution whenever feasible, at times objective investigation and analysis has to come from an external source. This is especially true when complex issues have built an internal legacy which is difficult to unravel, and when internal expertise is insufficient to resolve issues. We support resolution through:  Facilitation  Mediation Service  Investigation Support Service Our experts provide up to date input on the impact of current and new employment legislation, the requirements for day to day compliance, the responsibilities of managers and HR, and provide relevant skills practice, case examples and exercises. Chapter – Seven Analytical Part Employees Selection Criteria The selection of the employees as a Partex Group is very complicated and difficult during the visiting time we know about it. The men/women who want to participate as an employee in this organization should have to drop the C.V here. Then the selection committee have choose a very few among them and call them for a written test. After that those who passed the test then they will have to give an interview to the selection members. If he qualified all this then he will be an employee. The process of the HRM department is same. ‘You don’t need to be a graduate associate in order to fast-track. It’s dependent on how well you’re doing and how much potential you have. You could be a very high-performing employee, but that does not mean you can manage very large businesses.
Purpose Partex Group’s main purpose is to manage the internal customer. Their main objective is to make the customer satisfied. Their motive is to solve each problem arises within the customer. Make the life of people easier & more comfortable. They give the full satisfaction to the customer about the any kinds of errors. They help staff to ‘use their strengths in their jobs and for them to be successful because everything we do in HR has to be linked to performance’. ORIENTATION A new class of Partex Group’s Human Resource Management begins each July, the beginning of in the fiscal year. The program kicks off with two days of orientation. During these days an introduction to the program and the Partex Group is provided. The Trainees also learn about their first rotational assignment. These opening days provide the opportunity to meet one another and to meet personally with a number of Partex Group Human Resource Management System officials. MONITORING AND SUPERVISING Meet with supervisors and mentors, both of whom play a major role in Partex Group career development and training. They serve as advisors and aid the throughout their rotations. The mentor is a unique aspect of the Human Resource Management Trainee program. The mentor guides the overall professional career development of the Partex Group. The mentor also acts as teacher, counselor, motivator, and confidante to support and facilitate HRM them skill development. The mentor’s role is to take a long-term view in the Trainee’s career development and encourage doing the same in Partex Group. The mentor assists the HRM in the understanding of the technical, administrative, social and political systems within which Human Resource employees function. The mentor helps enable the HRM to shape realistic and reachable career expectations Partex Group supervise develops the training plan for provides orientation to the sponsoring agency. The supervisor is responsible for planning, coordinating, and conducting them developmental activities and evaluating progress. The supervisor also assigns work to the Trainee that will encourage technical competencies and career growth. The supervisor evaluates the overall performance of provides input on the assignment that the Partex Group will be provided after the initial training year. ROTATIONAL ASSIGNMENTS Typically have four rotations within the Partex Group’s Human Resource System. About every three months, they move to another program area within a different agency. The rotation types are assigned to accommodate the training plan of the needs of the sponsoring agency and Partex Group. The scheduling of the rotations allows the Trainee, supervisor, and mentor to have some
degree of choice in both the variety and agency of the rotations. Depending on the needs of the agency, the Partex Group the personal training plan, and the requirements of the program, each rotation can be specialized to one functional area or may be generalized to encompass several areas. Through the rotational assignments, they are exposed to the many program areas within the Partex Group’s Human Resource Management System. These rotational assignments include comprehensive orientations to the functional responsibilities, organizational structure, and program areas of the agencies. Work-related projects are assigned to further enhance the knowledge and understanding of how the Partex Group functions. Assignments may include experiences in the following areas: 1Job Classification, 2Labor Relations, 3Equal Employment Opportunity, 4Employee Benefits, 5Special Projects, 6Health and Safety, 7Recruitment and Placement, 8Training and Development, 9 HR Research, Project, 10 Design, & Evaluation, 11HR Systems & Computer Applications. JOB CLASSIFICATION Job Classification is a core rotation that all will experience. In this rotation, the Partex Group will gain an understanding of the responsibility of job descriptions, use of class specifications, classification principles, and other key Human Resource of Partex Group topics. The Trainee will develop skills in interviewing and questioning techniques, report writing, use of database for job classification, and application of job classification principles. LABOR RELATIONS Labor Relations is another core rotation of the program that Partex Group will experience. In this rotation they will gain an understanding of investigation procedures, grievance procedures, discipline concepts, arbitrations, and the conduct of labor-management meetings. EQUAL EMPLOYMENT OPPORTUNITY (EEO) In this rotation the HRM of Partex Group will learn about EEO program plans, principles of discrimination, and utilization of workforce and job group analysis. They will develop skills in EEO program plan development, investigation and resolution techniques, design and conduct of EEO training plans, and advising managers and supervisors regarding EEO issues and principles of non-discrimination. EMPLOYEE BENEFITS Employee Benefits will give insight to the benefits available to Partex Group employees; Unemployment and Worker’s Compensation programs; the handling of leave provisions and holidays; and the relationship between benefits and the bargaining process. They will learn skills in processing benefit program actions; monitoring, analyzing, and evaluating benefit program cost; and counseling employees regarding benefits.
SPECIAL PROJECTS Partex Group may have a rotation that includes many disciplines. The special projects will help to develop skills in independent research, team participation, and report writing. EMPLOYEE HEALTH AND SAFETY In an Employee Health and Safety rotation, Partex Group will gain an understanding of the, which offers employees and their families assistance with personal problems; safety programs in agencies; the role of unions in job safety; and Partex Group’s safety codes, regulations, and standards. RECRUITMENT AND PLACEMENT In Recruitment and Placement, the Partex Group will learn the application and testing process for Civil Service positions; the mechanics of hiring and promoting within the Partex Group; and the roles and responsibilities of agency Recruitment and Placement sections. The Trainee also will gain skills in interpreting and applying rules, regulations, procedures, and contract provisions. TRAINING AND DEVELOPMENT Partex Group assignments in Development will offer learning in a variety of areas. These include training needs assessment, performance consulting and improvement, classroom presentation and facilitation skills, supervisory and management training, and technical training methods. Other HRM they development will encompass procedures for contracting for training, conference planning and management techniques, and the providing of outside training seminars to Partex Group staff. HR RESEARCH, PROJECT DESIGN, AND EVALUATION A rotational assignment in this area will provide the Partex Group with an opportunity to be involved in the design and development of a new Human Resource program or the evaluation of existing programs. Assignments may include participation on teams that are installing a new Human Resource Management System program or the evaluation of an agency as part of a Human Resource Management Review. HR SYSTEMS AND COMPUTER APPLICATIONS The Human Resource Systems and Computer Applications rotation promotes an understanding of Partex Group how positions are filled; how time and attendance is reported; alternate work schedules; how Human Resource and payroll transactions are processed; and the procedures for maintaining, accessing, and releasing employee personnel information. TRAINING
The training of the HRM of Partex Group does not rest solely on the supervisor, mentor, and rotational assignments. They reunite regularly for formal training classes from the Governor’s Office of Administration. The formal training consists of lectures by Commonwealth professionals, tours of Partex Group facilities, and group learning activities. The core training focuses on traditional Human Resource areas, including labor relations, job classification, training and development, benefits, EEO, pay, recruitment, HR systems and computer applications, research and evaluation, and safety and health. Partex Group also may participate in formal training that is offered through their rotational agencies. Agency-offered training allows the Trainee to develop specific technical skills that will benefit their work in their rotational agencies. PLACEMENT Upon the successful completion of their rotational assignments, Human Resource Management of Partex Group will be placed within the agency in which they began their rotations or another suitable position. At this time they will attain permanent status at the level of Human Resource Analyst 1 or Equal Opportunity Specialist 1. Chapter – Eight Findings Partex Group put together an experienced staff to design and merchandise, source and buys raw materials, develop product and components, and coordinate multi process embellishment and technical cut and sew operations. They ship finished product to either distribution or retail from their based distribution center. Partex Group does it fast and do it right! Today, supervisors and managers are urged to follow a new model, a more compassionate, collaborative approach to leadership and Human Resources Management based on a philosophy of individual empowerment and team effort – much different than the model of cold authority figures. This modern approach to supervision and HR Management engages more workers’ intelligence, creativity, motivation and loyalty. It tends to reduce absenteeism and turnover, while increasing productivity and problem solving ability. For my point of view the company should keep its young employees. Every potential junior auditor one day because a senior sufficient facilities and careful observation can brings success of these prospective trainee officers. After get appropriate training, they develop the many skill necessary to become good auditor. Conducted by research basic work and investigation my point of view the company should do to keep its young employees. We find out some point which is as below: 1. Lack of experience of junior member which covered by the senior member of the Partex Group. 2. More productivity, Partex Group attention is usually focused on the work being produced. This is helpful to achieve the organization goal.
3. Junior auditors can learn many things about senior auditors working activity and others which is help to build their career as a “the next supervisor” 4. Less careful about junior officer. 5. Always try to measure quantity not quality. 6. Less careful about their further career development. Different type’s organization follow different types of philosophy for my point of view in this case working combination way such as team work or friendly manner as a result it reduce the turnover rate and enhance the satisfactory land which is helpful to organization goal. In addition to Investigator Training, Graphite provides an Investigation Service which has two types of service offering. The investigation support service is designed to ensure that best practice in undertaking investigations is attained. 1. Support for Internal Investigators Partex Group offering is designed to support internal investigators who have been assigned to complete an investigation on behalf of the employer into an employment related matter. In providing support Partex Group will provide a coach and mentor to the investigator/investigation team, who will be an expert with which to discuss, debate, review the course that the investigation is taking. In providing such a sounding board the internal investigator has an independent person with whom the process can be discussed in confidence. In particular, this helps the investigators to effectively manage the boundaries and reporting of the investigation. 1. Carry out Investigations The offering is designed to enable an employer to engage the services of an external investigator to carry out an independent investigation into an employment related matter, particularly harassment or bullying of the Partex Group. The investigatory service includes full administration, management and documentation of the process. In this role, a Partex Group consultant will go on-site to interview complainants, alleged harassers, witnesses, and collate all relevant information. The findings will be compiled into an objectively written investigatory report. All documentation and information acquired throughout the process will be treated sensitively and confidentially. Investigation Support Service provides  Confidentiality  Adherence to best practice  Support to the employer in the carrying out of investigations  Effective management of the stages of the investigatory process  Formulation and communication of central issues and findings Change in power relations and highlights the supremacy of Partex Group’s management. The management prerogative is rediscovered but in place of command and control the emphasis is on commitment and control as quality, flexibility and competence replace quantity, task and dumb obedience. To put it another way: the managerial agenda is increasingly focused on innovation,
quality and cost reduction. Human resource management makes more demands on employees, work is intensified…. there is less room for managerial slack and for indulgency patterns. Chapter – Nine Recommendation A simple strategic model is comprised of four key components via; Mission, Objectives, Strategy, Implementation and Review. The term ‘strategic management’ defines the process by which these long term aims, the strategy and implementation are managed. ‘Strategic HRM’ deals with the longer-term people issues, as part of the strategic management of human resources, in accordance with its Partex Group’s strategy and mission statement. It may please be noted that Partex Group Government regulations do not permit employment of non-Bangladeshis. These however are only allowed on the request of the employer for highly technical nature of work not normally available in Bangladesh, because they follow a bookish selection methods but it is not to a perfect way in the current suction. In addition to Partex Group vast sales and distribution network of dealers, they have 6 sales depots located at strategic points, but it is not possible way of the business. If they increase their distribution network then it is easy to establish the business position. We identified the following six factors as accounting for the increasing interest in and resort to HRM practices of Partex Group: 1. Public sectorand institutional reform. A coherent sector strategy is a prerequisite for sustainable HR strategy and supporting structures. Partex Group need to develop improved in-house training management practices and utilization of training resources especially training centers and, effectively utilize their own resource persons to improve and update the skills of junior staff and new entrants thus, preventing knowledge erosion. 2. Strategic groups.
The formation of a high-level strategic HRM policy group, and a lower level working group, to support the change process. The strategy group would be led by the Partex Group contain highly influential in HR management. In addition, there would be private sector representation to expand the knowledge base of HRM and share good practice. 3. Institutional Analysis. Linking the Local Consultative Groups (LCG) to the Partex Group is an opportunity to develop an institutional analysis study funded by the set in motion a programmed to address HRM/D and could develop better performing Departments working in accordance with the reformation process. This provides donors with an opportunity to support skill development once again but this time as part of a public sector reform initiative. 4. Support for in-country HRM development. If the Partex Group were well developed, it could become the professional body for HRM in the country. Support could include a small scoping study to examine how the Society could be developed, where and how the public sector would fit, timescale for any support and long-term sustainability. 5. Co-coordinated support for MIS Development. There is currently duplication of Partex Group’s development for HRM systems. This could be established as a standardized system to meet all HRM needs. Support could include an initial review of current systems and an agreed plan on an integrated approach to MIS development. 6. Developing a Code of Conduct. The purpose of a code of conduct is to provide a framework for Partex Group’s accountability; maintaining safeguards and outlining clear statements of expected behavior. All interested parties can use it as a point of reference. They should not be static but reflect the changing organization and engender a sense of integrity offering assurance to the public (customers etc). It is a proven effective human resource management tool creating a sense of discipline and responsibility.
They always says they are the leading of manufacturer, seller and distributor in Bangladesh achieving their business vision through growth in market reach, increasing operation size, international distribution, total service and consistent branding activities by the being most customer focused & Innovative, cost effective & efficient, environmentally responsible & quality concerned company in the business. It is not easy process, but they are trying to make a successful business. Chapter – Ten Conclusion Partex Group focuses on building high quality human resources with expertise and professional skills adopting the human resources re-engineering and development plant was a view to creating and excellent clientele service environment for ultimate achieving of sustain profit growth making no comprising with the quality assets creation . The company human resources development strategy is too built up quality manpower with conceptual managerial knowledge skills through designing of continuous in house and outside training program. The arrange in house, customized special training at for fresh entrained to build up quality manpower and suitable placing them in productive channel. It also arrange training program, workshop etc. Under executive development program for increasing quantum of quality manpower at higher management level. Partex Group offer challenging professional opportunities to young persons who can give sustained and focused hands on performance in the field of marketing, accounts, finance, production, MIS / IT and engineering. Vacancies arise from time to time to fulfill requirements of the Group. Partex Group offer attractive salaries and benefits in line with top industrial employers in Bangladesh. Scope of advancement is strictly performance based. They have mobilized adequate distributors to serve all parts of the regions; they are one of the largest distribution organizations in Bangladesh. This network makes possible the flow of goods from the producer through intermediaries to the buyer
The region’s proximity to the market, favorable duty and quota treatment, low cost environment and strong work ethic make it the ideal place for apparel production. Partex Group opened their state of the art manufacturing facility. One of the most modern facilities in their 57,000 square foot facility contains a one shop of capabilities for the most efficient means of apparel manufacturing available. Danish Condensed Milk Bd. ltd. is the one of the largest distribution network in Bangladesh of Partex Group. Hundreds of eager energetic and effective sales representatives are working supported by our dedicated sales and marketing division. We are marketing many products namely Ovaltine, RC cola, MUM-natural drinking water in PET bottles, Danish Condensed Milk, Danish Milk Powder, Danish Fruit Juice and Distributor of Aktel Scratch Card & E-fill. All the process is achieved only use the proper method of Human Resource Management. Bibliography 1. Dr. Rahman, Human Resource Management, 1st edition, 2006 2. DesslerGary, Human Resource Management, 10th edition, 2005 3. Newstrom & Davis, Organizational Behavior, 10th edition, 2004 4. David E. Guest “Human Resource Management and Industrial Relations”, op.cit. at 503. 5. Karen Legge “Human Resource Management: A Critical Analysis” in New Perspectives on Human Resource Management. Op.cit. at 35-36. 6. David E. Guest “Human Resource Management and Industrial Relations” in (1987) Vol.24 Journal of Management Studies 503 at 504-505. 7. 7. Websites: v www.patexgroup.com v www.bized.ac v www.hrm.iejobs.cfm v www.hrmworld.com v www.hrmaster.com v www.hrmguide.com
APPENDIX Human Resource Management Practices of Partex Group of Bangladesh. 1. Have you HRM Department in your company? 2. What is your employee selections process? 3. How can you maintain your employer & employees relationship? 4. Employers & employees are satisfied their salary. 5. Have you any training & development course for your employers & employees? 6. There is a greater stress on the differences between HRM and personnel management of Partex Group? 7. Is Human Resource Management a systematic approach to people Management in Partex Group? 8. Is the fundamental concepts of HRM are generally agreed and easy to implement in your company?
9. Basically, HRM is just Human Relations, do you agree? 10. How can you develop the job analysis process in your organization? 11. The rise of HRM has something to do with female and male power Issues in Bangladesh Executive Summary Human Resource Management is an important strategic tool which adds value to the organization and is a necessary part of organization’s function. So, this report is an assigned job as a partial fulfillment of course requirement which is given by honorable Course Teacher Ms. Nafiza Islam, Lecturer, Department of Business Administration, Stamford University Bangladesh. In this report the overall work of the Human Resource Department of Local Company – Shahjalal Islam Bank is focused and described. The goal of this report is to find out the Human Resource Management Practices of Bangladesh, in case of Shahjalal Islam Bank. To know the details of the company we interviewed some HR personnel of Shahjalal Islam Bank and other information were collected and gathered with the help of the internet. Shahjalal Islam Bank is the organization where actually the HRM activities are applied with a huge effort, and the outcome is also very satisfying. This report is focused on the HRM activities that Shahjalal Islam Bank practices to develop their organization. The key factor of this Bank’s sustainable growth is Human Resource Management. They have always been committed to good employment practices and have set out the framework of Employment Principles on workplace practices, employee relations and employee human rights. That’s why they select the most talented and dynamic professionals from the available candidates, trusts in team work and respect each other. The report also includes the theoretical framework of various concepts of Human Resource Management and also contains the practices of Human Resource Management in Shahjalal Islam Bank for the purpose of relating the theoretical concepts with the relevant areas of an established organization. Objectives of the Study As a business student we always want to reach the top level depending on our knowledge of business in this competitive world. That’s why should always have to gather experience beside our survey. If we learn our lessons with the example of our practical life, that will help us a lot to gain ours success. A clear objective of this report also helps to take the right decisions in future. We feel that identifying objectives of this report is very much important and we do it. Our purposes of preparing the report are:
To enhance the knowledge about the Human Resource Management activities practiced in Shahjalal Islam Bank and to relate them with the concepts of the texts of the course ‘Human Resource Management’ To identify the potential contribution of HRM to the achievement of organizational objectives of Shahjalal Islam Bank To identify various avenues for improving the HRM policies of Shahjalal Islam Bank To know about the management ability of Shahjalal Islam Bank Suggesting strategies to improve the HRM policies of Shahjalal Islam Bank Methodology of the Study This report is based on both primary and secondary data. . Initially, the primary data are collected by face to face interview by using a detailed questionnaire, company’s annual report, company’s news letter and other informal ways. Then, the secondary data are collected from web sites and group instruction manual & business instruction manual. Then we analyze the data from many angles, in different aspect and present the information in different segment according to company’s category, in compact way. We highlight different important things, which we found during our survey. After doing all of those we submit the report to the proper authority. Scope of the Study This study covers the HRM policies of Shajalal Islami Bank along with some recommendations to improve the HRM policies of Shajalal Islami Bank. By preparing this case study we can compare the knowledge with theoretical knowledge which will be more helpful for us in our practical life. Limitations of the Study As a student of Business Faculty of Business Administration of 4th semester, this is our 1st initiative for making a report on “Human Resource Management Practice in Bangladesh”. As it is the 1st step of us, we are really unable to collect enough information from due to Shahjalal Islam Bank’s official restrictions. Many things were so much confidential that we don’t want to access here. Beside this we have faced the following limitations during preparing this report: Due to inexperience and lack of proper planning & feedback in time it was really difficult to understand what to do, how to do & when to do Cost and time constraints did not allow for a more extensive data collection Omission of some important information due to response biases and time constraints Lack of computer facilities and communication facilities Without these limitations, a lot of things are also faced by us. But these limitations help us a lot by giving the stamina and making this as a challenge. With the help of this stamina we make our report.
Introduction Human Resource Management is the most important component of modern organizations. The accomplishment of organizational missions and objectives depends, to a large extent, on having right persons in right positions as well as the commitment and contributions of those involved. This is why Human Resource Management has acquired a growing significance in current organization theory and practice. As a matter of fact, a sound and effective human resource management is seen as the most significant variable that determines the performance of an enterprise. Company Profile Shahjalal Islami Bank Limited is a shariah based commercial bank in Bangladesh which was incorporated as a public limited company on 1st April, 2001 under Companies Act, 1994 and commenced their commercial operation on 10th May, 2001 by opening its 1st branch. Its corporate head office is situated at 10, Dilkusha Commercial Area, Jiban Bima Bhaban, Dhaka – 1000. At present, there are 53 branches, 5 SME centers and 8 branches of brokerage house of this bank. Human Resource Development of Shahjalal Islami Bank Their policy on Human Resource Management is proactive. They believe that investment in Human Resource development is the key to maintaining sound health of Bank. So, the dedication, skills and professionalism of their employees are main factors that contributed to this success of their Bank. In recognition to the employees’ contribution, the Board has formulated a number of policies for their welfare. As, the people who are working in their bank are their real assets, they want to attract train and retain talented people in the service of the Bank. The training centre of the bank arranged various courses, workshops and seminars on important aspects of Banking through out the year on regular interval. They also invite experts of banking sector for imparting training to their employees to meet the above challenges and the employees of the Bank attended training program/seminar, workshop both at home and abroad. To keep the employees motivated, incentives, performance reward, promotion and accelerated promotion etc. are given on regular basis. The board has also introduced superannuation fund, gratuity, social security, house building finance, car investment facility and other benefits for executives/officers/staff of their Bank. Human Resource Management The term human resource refers to the people in an organization. Human Resource Management is concerned with people dimensions in management. Basically, Human Resource Management involves all management decisions and practices that directly affect or influence the people or human resources who work for the organization.
It ensures that competent employees are identified and selected, provides employees with up-to- date knowledge, skills to their job and finally the organization retains competent and high- performing employees who are capable of high performance. Human Resource Management Policies of Shahjalal Islami Bank Human Resource Management Department of Shahjalal Islami Bank follows the following steps for managing the human resource: 1. 1. Human Resource Planning of Shahjalal Islami Bank Human Resource Planning is the process of estimating human resource needs for achieving human resource and organizational goals. It is the process through which organizational goals are translated into objective. At, Shahjalal Islami Bank, they believe that their Human Resources give the company a significant competitive edge in terms of knowledge and experiences. Just like every organization, Shahjalal Islami Bank has also its employment planning. They usually forecast their personnel needs based on their mission, strategic goals & objectives & technological and other changes resulting in increased productivity. Although there are several methods to predict personnel needs, but they use managerial judgment because it gives the more real world scenario for personnel needs. They think that the other methods can not give the accurate situation of the personnel needs. These are basically graphical methods, which can not measure the actual personnel needs. But managerial judgment method depends upon the change in productivity, market conditions etc. HR relationship in Shahjalal Islami Bank is excellent and to maintain this HR has certain policies. As the inter-link of management and graded staffs happens in the plant and factory locations, the policy and strategies should be implemented in the areas keenly. There are certain issues that should be known before handling the staff at the office. These are as follows: The effective working days of this organization is 5 days per week and each employee will work 9 a.m. – 5 p.m. per day. For The festival leave, usually it is 10 days but in BCCP it is 17 days. It is required not required for overtime duties but they can involve in share business. Shahjalal Islami Bank usually paid their salaries to employees within 05 days of the next month. Without this, they always try maintaining to continuous development of the human resource through appropriate training and motivation. 1. 2. Recruiting and Selection Policies of Shahjalal Islami Bank
Recruiting is the process of searching the potential job candidates in order to fill up the vacant position of the organization and selection is the process of choosing the best candidate among the available candidates. The candidates who are successfully perform the job. Generally, they focus on e- based advertisement for more visibility and transparency along with the conventional print media. All recruitment related notices are posted on their website also. Candidates have to send their CV to the office along with the name of post. Basically, a well- structured and systematic selection procedure is followed to get the most suitable candidate. They entertain application from recognized universities from home. Applicant must be a citizen of Bangladesh. They encourage students with good academic track record to apply. For the sound health of Bank, Shahjalal Islami Bank doesn’t consider the following factors to gauge the qualifications of a candidate: Political belief Religious belief Race Sex / Gender Color Marital Status Impairment Positions will be offered to the candidate on the basis of his/her ability and the requirement of the company. Generally, the recruitment and selection process of Shahjalal Islami Bank is done in four ways depending on the job category of the vacant position. Therefore, the recruitment process of this organization is classified into four types, which are done based on the job grade/ group. These are as follows: a) Entry – Level Management b) MT (Manager Trainee) c) Mid and Senior Level Management d) Graded Staff / Non- Management Staff These types are described below:
a) Entry – Level Management The following procedures take place for the recruitment and selection of the entry- level managers. The stages involved in the recruitment process are as follows: Need Assessment The need for a new recruitment is assessed when the following occurs: Probable vacancy in an existing post in the near future Market expansion Increase in production capacity Launching of a new product Introducing to a new system that requires new hands The line manager of a particular function identifies the need for an additional employee and informs the HR Department about the recruitment. The position is defined, justified and authorized. He / She have to present a job specification for that certain position along with the range of period within which the recruitment has to be done. Before considering the recruitment probability, the line manager has to evaluate the following points: What are the consequences of not filling the position? Is there an alternative to putting on more staff? Are these alternatives cost effective? Is the position an ongoing requirement? Will this position add value? Then the line manager has to bring all the previously discovered information together into a position description. A position description should include the following: A description of the main purpose of the role The reporting relationship The skills, knowledge, qualifications and competencies required. Level of authority
The management then checks out whether the new recruitment conforms to the regulations regarding the human resource requirement of the company. Defining the Position Description Prior to checking the recruiting options, the skills, qualifications, experience and competencies the ideal candidate needs to have, should be identified. Asking the following questions can help in building a profile of the ideal candidate: Describe a typical day in the role or what the person would do on a typical day? Is the position one of other similar position? Think about the best performers. What are the attributes common to the people who succeed in those positions? What is it that they bring to the role makes them superior performers? Think about an average / less-than-average performer. What is it that they lack that makes them average / less-than-average? If there is / was somebody in the role: What is / was that person’s strengths in that role? What is / was that person’s weaknesses? If there were something that would have made that person perform at a higher level, what would it have been? Why did the previous incumbent leave? What will be their biggest challenges? What type of people will the person deal with and on what leave? That is,what interpersonal skills are required? Does the person require any particular educational / professional standard?e.g. tertiary qualification, certified practicing accountant, registered engineer,trade certificate. What are the technical and behavioral competencies required? Are there any special requirements for the role? Such as: Location Licenses
Equipment Hours: shift work or overtime Physical aspects Travel Having reviewed the position description and the above questions being asked the key selection criteria for the role could be identified. This will be a useful source of information when writing the advertisement as well as determining appropriate questions to ask in an interview. It is useful to separate the essential from the desirable skills, qualifications, experience and competencies in a structured format. Checking the Recruitment Options The management prepares a detailed job description for the person to be recruited, mentioning criteria for the selection. The required personnel are then searched based on that description. This procedure involves five stages. They are – Internal Search: There could be a person competent for the required job working within the organization. If there is, the existing manpower is then shuffled to place the selected person in the new post. If there is no such person inside the company, then the management goes for the second step. Consulting the CV Bank: The unsolicited applications stored in the data bank are consulted. If the quality of a person matches with the requirements mentioned in the position description, then he / she is called for interview. If not, then the third step is followed. Employment Agency: An agency finds and prescreens applicants, referring those who seem qualified to the organization for further assessment and final selection. An agency can screen effectively only it has a clear understanding of the position it is trying to fill. Thus it is very important that an employer be as specific and accurate as possible when describing a position and its recruitment to an employment agency. Executive Search: This one is a unique case when people with special expertise are searched (such as work experience in a special field). In this case, candidate(s) already employed in other organization(s) is attracted to switch the organization. This has a relatively low rate of success, because the targeted candidate may not consider the change in job. If unsuccessful in this stage, too, then management decides to go for public advertisement. External Recruiting: All the above options being considered, the company goes for external recruiting if needed. Those who best meet the skills, qualifications, experience and competencies required for the position should fill vacancies. Therefore, if there is no candidate within Shahjalal Islami Bank who is suitable for the role, external advertisement should be placed to attract the potential candidates followed by the selection procedures. Advertisement
The Company gives advertisement in national dailies (both Bangla and English) to attract the talents from the market. Shahjalal Islami Bank puts two types of advertisements in the newspapers. It sometimes keeps the identity concealed in the ads, mentioning a GPO BOX number only. The purpose of the concealed identity is to avoid the unwanted pressure from the stakeholders for the employment of their desired candidates. But this way the company may lose the talents out there in the market who would have applied for the same post had they known the name of the organization. This is why the company kept the identity open in their recent job advertisement when the quality of the candidate was a very important factor to consider. By revealing Shahjalal Islami Bank identify, the company attempts to attract the best potentials among all the others. Screening and Short-listing Applications The responses to the advertisements are sorted and screened. The CVs as well as the Covering letters are judged. In the covering letter, the style and language of writing, the emphasis put on the areas asked for tin the advertisements and the quality of the letter (whether it is specifically tailored to the advertisement or just a standard response) are the aspects that are judged. Different weights are assigned to the selection criteria mentioned in the man specification depending on their relative importance (for example, educational institutions like IBA, NSU, EWS, BRACK, SUB are given the highest weight among the local ones). Based on the presence of these factors to the desired extent (experience, educational degree, computer literacy, etc) the cumulative weights for all the applicants are counted and the short list of a sizable number of the top most candidates is generated. However, the HR officials also study the CVs with the respective line manager to check whether any valuable deciding parameter is missed in that are mentioned in the CVs. Then the candidates selected in the short list are called for the written test. Written Test Written test is not a regular part of the normal recruitment process. It is conducted as and when required. Previously no written test was taken for the management employee; the applicants had to go directly through the interview process. After the introduction of the manager trainee program, the written test before the interview process has proved to be effective and a useful tool to select the desirable candidates. The written test includes psychometric test, test on behavioral competency, and written test on communication skills. The candidates are called for the preliminary (first) interview based on their performance in the written test. Selection Interview The interview process is a three-tier one. A preliminary interview is conducted which follows the “elimination method”. After that, the second interview takes place with a very few number of candidates. Then the finally selected person is called for the final interview. The interview time is kept convenient for the candidate especially if she/he is working elsewhere at the time of interview. In that case the chosen time is after the business hour.
Interview 1 The board for the first interview consists of the following people: A representative from the concerned department on behalf of the associated line manger A subject specialist to assess the depth of knowledge of the interviewee on the specific field HR representative (s) The interviewers sit together before the interview and discuss, plan the strategy to be followed for the interview. The discussion includes the following factors: Maneuver the interview process Expectation (potentiality) from the candidates Assessment sheet Behavioral competencies (10 competencies) Awareness of all the eligibility factors to be judged Familiarity with the CVs of the candidates Duration of the interview All the interviewers have to bring consensus among them regarding the interview. Usually the interview process in Shahjalal Islami Bank is semi-structured. The duration of each interview varies within 15-45 minutes and more depending on the approach of the candidates. The aim of the first interview is to further shorten the list of candidates for the second interview by eliminating the apparently ineligible candidates. The subject specialist judges the in depth knowledge of the candidate in the concerned area as well as her/his essential educational knowledge. Again weights are assigned to some deciding factors (that are desirable in the position description) by the interviewers. The objective of the interview is to do more listening than speaking, that is, allowing the interviewees do most of the talking. The questions asked are therefore open-ended. So the personality of the candidate will be revealed that helps to assign relevant weights. The target of the board is making the interview a discussion rather than a question and answer session. Cross-checking is preferable, if necessary than any argument. The eagerness, inquisitiveness of the candidate about the job as well as the company is measured by asking questions related to the job, organization, the time s/he has applied, etc. after 5-7 minutes of informal chat, the board switches to the main interview where the nine competency factors are judged; which are:
Functional Capability: The decision-making expertise and job-related skill of the candidate is measured in this category. It is seen that whether she/he has updated her/his competency with changing need of the business world. Customer Orientation: It is seen whether the candidate has the willingness to be proactive towards customer, deliver the best quality, maintaining good relationship with the customers. The deciding factor here is ‘how she/he considers the customers’. Change orientation: The ability of the candidate to adjust with the changing business environment is judged in this part. Performance Orientation: The eagerness of the candidate to deliver the best performance out of him is considered at this level. Strategic Capability: The candidate’s tendency to reflect the vision/mission of the company into practice is measured. Leadership: It is seen whether the candidate possesses the quality of being accepted and getting things done by others. Negotiation and Influencing: The candidate has to have the ability to lead the transactions smoothly and persuade others to get the better edge in the bargain. Teamwork: The interviewers judge how skillful the candidate is in teamwork, in which the interpersonal communication skill of that person is a very important deciding factor. Organizational Commitment: The loyalty of the candidates towards the organization and sincerity to the work is necessary. After the completion of the first interview, another shortlist is prepared for the second interview. Usually, the number of candidates at this stage is kept within the approximate ratio of 1:4 to the number of people to be recruited. The assessors send a recommendation letter to the second board along with the CVs of the candidates. In this recommendation paper, the interviewees are rated in 4-point scale. The rating manner is specified below: A rate of 4 means excellent A rate of 3 means good A rate of 2 means average A rate of 1 means below average In addition, the subject specialist gives some additional comments (individually) about the technical and education skills of the candidate. The recommendation paper contains the assessor’s signature, rating, date and comments.
Interview 2 In the second interview, the Head of HR and the respective line manager will be present in the board, who again test the interviewee’s knowledge, skills, experience, competencies, attitude and aptitude and also about their employer organization, the range of salary they expect, the possible day of joining provided s/he is selected etc. This interview is a comprehensive one. The observation of the interviewer is the deciding factor for the selection. Interview 3 The selected candidate (s) from the second interview has to go through the final interview that facilitates the employment decision. Here the candidate is informed about the facts regarding the responsibilities of the job, location of posting, challenges she/he has to face. In addition, her/his personal problems related to the family, locations etc. are consulted in this interview. This is a notable fact that the selected person by the second board is not selected finally. In the third interview, the emphasis is mostly given on the choice and preference of the selected person. If these do not match with requirement of the organization, s/he has the liberty to reject the job offer. Reference Check Reference checks allow obtaining information and opinions regarding the person’s character, quality of the work and suitability for the position. It is an opportunity to validate the information received from the candidate via their resume and the interview. Speaking to the candidate’s manager or other people whom they have worked with should also check internal candidates. The opinion of a referee who has worked can for an extended period is likely to be more accurate than the assessment from one to two hours of interviewing. The candidate’s immediate supervisors are needed to be contacted. Permission should be obtained to contact the candidate’s referee especially if their current employer is contacted. It is not unusual for a candidate to be uncomfortable with the organization’s speaking to a current employer. If they are uncomfortable, an alternative person other than the current employer has to be chosen by the candidate (for example, work colleague). Unless the candidate is a graduate or school leaver with no prior work experience, only contact work related referees should be contacted. At least two reference cheeks should be done, however the more the better. There is a sample reference-checking guide that is more or less followed. It is important to prepare a reference check guide that asks the referee about the key skills, competencies and experience required for the position. Reference checks need to be done by line manager or personnel of the HR department. During the interviews, the candidates would have given some examples of incidents, tasks or projects that can be asked about. The referee should be asked what the candidate did in those examples, which ascertain whether the information received from the candidate is consistent with that of the referee.
Subjective questions may not always be a reliable guide; however it can be useful to get the referee’s opinion on areas such as quality and quantity of work, strengths and weaknesses etc. Employment Decision If the candidate has no problem with the stated terms and conditions of the job and the organization mentioned and discussed in the final interview, she/he is offered an application blank. The application blank is a standard format of employee-information that includes all the information the organization needs regarding the personnel. The candidate has to fill this blank and submit this to the company along with a CV. Pre-employment Medical Check-up After submission of the application and the CV, the selected person has to go through full medical check-up that guarantees her/his physical fitness to perform the job successfully. A medical practitioner who uses a physical capability analysis that assesses the candidate against the physical capabilities documented for each role conducts the medical. A medical is also appropriate for internal candidates if they are applying for positions that require different physical capabilities. Offer Letter After submission of the application and the CV, the selected person has to go through full medical check-up that guarantees her/his physical fitness to perform the job successfully. A medical practitioner who uses a physical capability analysis that assesses the candidate against the physical capabilities documented for each role conducts the medical. A medical is also appropriate for internal candidates if they are applying for positions that require different physical capabilities. Once the health check-up is done, the candidate is given an offer letter specifying the salary package, job responsibilities, utilities that will be provided by the organization. Even at this stage the selected candidate has the chance to withdraw her/himself from the job offer. She/he is always free to discuss whatever difficulty may arise regarding pay-structure/facilities etc. The door of HR is kept open for any sort of relevant discussion. The verbal offer of the role to the candidate is given once the medical and reference checks have been successfully completed. The discussion should cover the following: Tell the candidate that you would like to offer them the role Congratulate them Tell them the remuneration package that is being offered, including superannuating Ask them if they are happy with it
Ask them if they verbally accept the position Tell them that we will be sending them a written letter of offer and introductory package A written letter of offer must be forwarded to the candidate. Once the candidate has verbally accepted the position, the appropriate letter of offer is organized. This letter should be sent to the candidate within two days of making the verbal offer. An introductory package will be sent to the successful candidate, along with the letter of offer. At least one week before the person commencing in their new position, an appointment notice will be placed on notice boards or the internet. Orientation/Induction The newly selected employee has to pass through the induction period that is usually of 10 days to 2 weeks. After that she/he has to write a report on her/his learning experience during this period. An induction process should achieve the following objectives: To give the person an understanding of the Vision and Values of the BCCP, Bangladesh, encourage a belief in them To provide the person with the critical information and resources they need to perform their role To make the person independently productive as soon as possible To communicate quality and safety requirements and expectations To welcome the person To make the person feel that they are an essential part of the organization To start the person in the organization with a positive attitude and facilitating a commitment to Shahjalal Islami Bank Induction does not only apply to new people. An induction program should also be planned for internally transferred people, as they need to be inducted into their new roles. The planning of the Induction Program should include the following steps: Once the candidate has accepted the offer, the new person’s induction should be prepared. There is an Induction Plan template (“pre-induction”, “Induction day” and “Post-Induction” checklist) in the Appendix-2 as guides to structure the person’s induction. The tools are not prescriptive, but prompt on activities which could occur in the person’s first 1-2 months.
The tasks listed under “one week prior to commencement” of the manager’s induction checklist have to be completed. This also includes completing the Induction Plan template. On the first day meet and greet the new person. Go through the remainder of the Manager’s Induction Checklist, which includes outlining the activities that will be occurring over the first one to two months. The person then participates in activities, which they have pre-arranged. Completed checklists are placed on the person’s Performance Management file. Placement After the candidate is given proper orientation and induction, they are placed in the concerned department under the supervision of the line manager. Follow-up The HR department continuously interacts with the new entrants regarding his job satisfaction/work environment and problems. In this stage the management tries to help the employee to get settled her/his problems in the job, work environment and workplace-culture. b) MT (Manager Trainee) The MT program is a new scheme in Shahajalal Islami Bank; followed at par with the global practice. This practice does not fall into the OMR procedure. The MTs are trained as future potential senior managers of the Company. The Purposes of Recruiting MT are as follows: To increase BCCP’s succession strength via the development of employees who have the potential to move to senior positions within the Company at an appropriate time To add value to the organization within each development block The experience the MTs gather whilst employed in development blocks directly impacts on their motivation and commitment to stay with the organization To bring in fair competition and challenge among the workforce To develop creativity and maximize the return on the investment The Recruitment of MT The MTs are always recruited externally. The recruitment tool so far followed by Shahjalal Islami Bank is advertisement. Advertisements in important national dailies are given seeking
applications for the position of Manager Trainee (MT). The ads are placed both in Bangla and English newspapers. Screening and Short-listing The selection of the MT includes the steps almost similar to those of the entry-level managers. Weights are put on all the applications as per previously set criteria and standard following the guidelines of Shahjalal Islami Bank (Education background, Experience, Computer Literacy, Organization of previous employment). A shortlist is prepared after analyzing the applications based on the set criteria for the Aptitude test, screening the top applicants. Aptitude Test The 3-hour aptitude test (written) includes the followings: Psychometric test, with the help of a professional psychologist who is a professor of the psychology Department of Dhaka University Intelligence questions test Test on mechanical aptitude Test on skill in English as a language Assessment Center A number of candidates among those in the top are then selected to go through the assessment center. To set up Assessment Center, the assessors are from the outside sources with sufficient experience to run Assessment Center. The assessors from within the organization are trained by the organization to lead the assessment center effectively. MTs are subject to rigorous selection process using the assessment center approach. This approach combines the competitive ability testing, interviewing and competency-based behavior exercises. The following procedures are followed in the Assessment Center: Case Study Role-Play Group Discussion
Individual Interaction Interview Employment The selected candidates from the Assessment Center are called for the final interview that is rather a discussion regarding the job and requirements between the employer and the employee. Then the final employment decision is made and the candidate is offered the application blank. A pre-employment medical check-up is inducted to ensure the physical fitness of the candidate. Finally, the selected candidate is given an offer letter specifying the salary-package, job responsibilities, utilities that will be provided by the organization. Even at this stage the selected candidate has the chance to withdraw her/himself form the job offer. She/he is always free to discuss whatever difficulty may arise regarding pay-structure /facilities etc. The door of HR is kept open for any sort of relevant discussion. Allocation Blocks After a 15-day standard orientation program of the company, the MTs are put into their block assignments. During their 2-year of probationary period, they have to work in each and every business areas and enabling functions that includes, Operations Sales and marketing IT HR Commercial Finance The blocks must have a development benefit for the MT and must not be submitted to fill ongoing resource requirement within the business function. Along with the respective line managers, each MT will be guided, advised, inspired and coached by a mentor who is one form the senior management cadre. The mentor will keep constant liaison with the MT to keep track of the progress. Administration of MT Program The MT scheme is paid for and administered by the HR function. Salaries and movement logistics and expenses are cost to HR centrally. The MT’s training team is responsible for the overall direction, management and success of the scheme.
For the development of each MT, a senior executive the Bank is made available to provide general advice and career counseling based on a thorough knowledge and unbiased view of the organization. The Mentor of each MT acts as an experienced and trusted advisor, an overseer of development who guides and advises the MT in their professional development and understanding the Bank culture. The mentor has to be available for the manager trainee by scheduling regular sessions to assist transition from other environment into the Bank environment. They educate the MTs about the informal organizational channels; facilitate key contacts within business as a source of information and knowledge about the Bank. They are to facilitate the MT’s block selection, promote the individual’s strengths, counsel, advice and coach by presenting themselves as role models. Induction of MT’s Program Normally they go through the company’s standard orientation / induction program to two week’s duration covering visiting all important business function and locations. After completion of this standard orientation program of the company, the MTs are expected to submit a report giving feedback of their experience and highlighting the learning elements. Again, all MTs moving into a new area need the standard induction into the specifics of the business units, the people and the physical environment. Communicating into the rest of the team, about the MTs role and team members’ relationship with the MTs is important to avoid resentments and smooth way for a successful transition into the new department / function. c) Mid and Senior Level Management When a vacancy occurs at the mid or senior level, there are some steps followed to recruit appropriate person for the vacant post. They are: Circulars within the Group Ant vacancy at this level in any of the regional companies of the Bank is made known to the other entire Bank. If any person feels him / himself fit for that post, she/he may apply for that. Selection tests /interview are arranged if she/he is though to have the potential to meet the requirements. External Recruiting The mid level managers are recruited through head hunting, with reference of the head hunting agencies. The acquaintances of the Bank also act as the referee for some potential candidates. Recruitment and selection process at this level is much informal. The persons with the experience in other multinational companies are preferred. The reputation of the candidate in her/his field is also checked. She/he must be familiar with the ongoing corporate culture. For the selection of the candidate, she/he will be assessed through informal supper where she/he will be assessed through informal chart (semi-structured interview), though both the parties will be aware of the probable job offer. The CV of the person to be recruited is assessed. Questions regarding the working condition in the current company she/he is working in may be asked. The
HR director, members of the Executive Management Committee and the concerning line manager of the company are usually present in the conversation. However, if the candidate is found suitable for the vacant post, she/he is offered the job. The expectations form both the candidate and the company are discussed and both the parties attempt to come to an agreement regarding the job offer. This could be a repetitive selection process for different likely candidates, unless the right person is found. e) Graded Staff / Non- Management Staff Preference is given first to employees working for the company, while recruiting non- management staff. Promotion form within is usually preferred. External recruitment would therefore be made only for positions where it is deemed necessary due to the nature of the job, and the prevalent practices and in conformity with the company requirements. The children of the existing and /or ex-employees of the company are given priority in recruiting graded staff, provided they meet the requirements for the vacant post. The contracts of the contractual workers are often renewed. The existing contractual labors are sometimes called to meet the vacancy within the organization if they have gained considerable experience and competence. The recruitment notice is advertised on notice boards at all company locations as per attached format to provide an opportunity to the vacant positions if their qualifications conform to the set recruitment standards. If no suitable candidates are available form amongst the employees and their children, the recruitment will be advertised in newspapers. The graded staffs are selected based on the minimum educational requirement and through a standard written test that assesses their general knowledge, IQ and some basic educational understanding. After passing the written test, the applicants are selected through viva test. The selection interview is followed by the preliminary recruitment interview to list the potential candidates. The finally selected person goes through the pre-employment medical check-up and other essential formal procedures before she/he is given the offer letter. 3. Training Policies of Shahjalal Islami Bank Training is a learning process that involves the acquisition of skills, concepts, rules, and attitudes to increases the performances of the employees in the organizations. On the other hand development is more future oriented, and more concerned with education, than is employees training or assisting a person to become a better performer. Shahjalal Islami Bank gives emphasis both for internal and external training. Any new operations or service is marketed, they gives training to the employees attached to the operations. Development helps the individuals handle future responsibilities, with little concern for current job duties.
In order to excel in a competitive marketing environment there is no alternative to development knowledge and skilled level of people through training. Training and development program of Shahjalal Islami Bank include orientation activities that: Inform employees of policies and procedure of Shahjalal Islami Bank Educate them in job skills Develop them for future advancement 4. Transfer Policies of Shahjalal Islami Bank There is no hard and first rule or policies for transfer of employees in Shahjalal Islami Bank. However and whenever it is required, Bank goes for transfer. Some facilities are given during transfer time such as – Free Transportation Free schooling for the employees’ children etc. 5. Job Analysis and Job Evaluation Process of Shahjalal Islami Bank Job Analysis Job evaluation is the process of appraising the different positions of employees in the organization with a view to establish a well conceived for pay-structure. For job analysis Shahjalal Islami Bank consider several common uses such as – Job definition Job re-designs Orientation Socialization, carrier counseling Employee safety Performance appraisal and Compensation This Bank also follows the observational method for job analysis. In this process they observe the individual or individuals performing the job and pertinent notes describing the jobs or describing the work.
This information includes such things as what was done, how it was done , how long it do, what the job environment was like, and what equipment was used. In this process information about jobs is systematically collected, evaluated, and organized. This action are usually done by human resource specialized about each job and every person in the organization. In the time of job analysis following matters are need to be considered: Identify the job to be analyzed Develop a job analysis questionnaire Collect appropriate job analysis information Job Evaluation Shahjalal Islami Bank follows the Ranking and the Classification Method for evaluating the job. In case of ranking method a committee typically compared of both management and employee to representative to arrange the job in a simple rank order, from highest to the lowest rank. In case of classification method this classification are created by identified some common denominators like – Skills Knowledge Responsibilities with the desired goals being the creations of a number of distinct classes on grades of jobs 6. Performance Appraisal System of Shahjalal Islami Bank Performance appraisal information can provided needed input for determining both individual and organizational training and development needs. Another important use of performance appraisal is to encourage performance improvement. In this regard Performance appraisals are used as means of communicating to employees how they are doing and suggesting needed changes in behavior, attitude, skill or knowledge. For apprising the performance Orion Infusion Limited (OIL) consider the different criteria of the employee, such as attendance, attitude, cooperation, initiative, dependability, quality of work, overall output, honesty, personality, ready to take challenge etc. The process of evaluating the performance of the employee of Orion Infusion Limited are shown in the following chart- Employee’s name : _________________________________________ Department : _________________________________________ Rater’s name : _________________________________________
Date : _________________________________________ Excellent Good Acceptable Fair Poor 1. Attendance 2. Attitude 3. Cooperation 4. Initiative 5. Dependability 6. Quality of work, 7. Ready to take challenge 8. Overall output 9. Honesty 10. Personality Total Based on the above mentioned criteria the rater provides score to the employee and according to the total score their performance is appraised. The human resource department (HRD) of OIL usually designed and administers the above performance appraisal systems. For evaluating the performance appraisal OIL mostly follows the rating scale method. But, Generally, They consider three main factors: Performance rating Company performance Inflation of the country Without this, based on the performance of each individual, there exists three groups of employees who are listed and the list is maintained secretly by HR Department. Merit Rating Shahjalal Islami Bank does its merit ratings by the following way: Key Personnel: Who are the most required personnel for the business operation? Watch List: Who are doing well and have the ability to take further responsibility? High Valued Employee: Who are doing very well at his present job but not capable to take higher responsibility? Successors List: Among the key personnel and watch list personnel there are a successors list, which describes the replacement of each key personnel if they leave the job. The successors are developed in such a
way that they are able to take the responsibilities easily. The list of successors is changed due to their yearly performance factors. 7. Promotion Policies of Shahjalal Islami Bank The movement of personnel within an organization- their promotion, transfer, demotion, and separation is a major aspect of human resource management. The actual decision about whom to promote, and who to fire can also be among the mot difficult, and important, a manager has to make. For every organization promotion is extremely important, when the process based on merits and skills of the employee. Through the process, potential successors are identified and developed to meet the requirements of the future vacancy. The candidate is groomed to fill the probable vacancy that may arise in the future. 8. Disciplinary Programs of Shahjalal Islami Bank Shahjalal Islami Bank is very conscious about the disciplinary programs and actions. After verbal and written warning a staff will be liable for dismissal without notice or payment in lieu thereof for any of the following reasons: Dishonesty with company’s business or properties Conduct unbecoming of a gentleman Financial insolvency or being adjudged as insolvent by competent court of law Willful disobedience to any lawful order or instruction issued by any superior Conviction for an offence involving moral turpitude Trying to influence company’s decisions through external means 9. Public Relations Systems of Shahjalal Islami Bank All the public relations required for the business operation of the company (with government; Non-government; public body) are maintained by HRM Department. 10. Trade Marks of Shahjalal Islami Bank All the issues related to the trademarks, HRM Department maintains patent rules and registrations. 11. Internal Communication of Shahjalal Islami Bank HRM Department also performs the internal communication activities among the employees.
12. Administrative Activities of Shahjalal Islami Bank Administration Department which is belongs to the HR Department is responsible to provide all the necessary support to all the employees. All the logistic supports are also provided from here. All the work facilities like telephone, transportation, security, furniture, and premise, etc are provided and arranged by admin wing. Managers in case of complex situation counsel with the central administration for taking the best decision. After recruitment of an employee the admin division gives him support regarding: Understanding his job Limits of authority Traveling facilities and supports Other facilities and benefits that he is eligible to enjoy Limits of authority of the other related persons, etc Actually HR recruits a person in company, helps him to be familiar with the work & culture of the company and then lodge him to different departments. HR does not admin the directly, line supervisor will do that, but follows up the whole system and give the employee necessary support. HR also performs the increment & other related procedures based on the appraisal system. 13. New Projects / New Concepts Through the innovation of the new concept the department takes some new projects to make the business operation most smooth and cost effective and modern. 14. Payment Policies of Shahjalal Islami Bank Once the job evaluation is complete, the data generated become the nuclease for the development of the organization’s pay structure. This means pay rates or range will be established that are compactable with the ranges, classifications, or point arrived at through job evaluation. Pay Scale: Generally Pay scale means salary, benefits and compensation Information Company. It was developed to help people obtain accurate real-time information on job market compensation. Provident Fund (PF): In Shahjalal Islami Bank, 10% of the basic salary goes to the provident fund and the employee pays 10% of their basic salary Health, Safety and Medical Facilities: Doctors are arranged to visit each location of numbers of times a week to provide necessary medical support to the employees. Moreover, the non- management staffs enjoy medical treatment at Holy Family Hospital at company arrangement.
Health Insurance Policy: Management staffs enjoy health insurance for self, spouse and two children up to 21 years for hospitalization only. ALICO Insurance provides the insurance and the company pays the premium. Benefits and Rewards Package: Benefits and rewards packages are different for management and graded staffs. Benefits and Rewards for Management Staffs: All management staffs get 6 bonuses in a year (6 basic), 5% PF (Provident Fund) whose basic salary is less than Tk. 9,000, an annual bonus (pro- rata basis), Leave Fare Assistance (the amount depends upon the job grade of the employee). Each year the salary increases on an average 10%- 12% of the total salary depending upon money inflammations and job market. An interest free loan facility is also there for different grades like car loan, home loan, household loans etc. In each three years after all most all management staffs are upgraded. Management staffs also get provident fund, gratuity and pension. Some other insurance policy is also here. Benefits and Rewards for Graded Staffs: All graded staffs get 4 bonuses in a year (4 basic), 5% WPPF (Worker Profit Participation Fund) whose basic salary is less than Tk. 6,000, an annual bonus (pro – rata basis), Leave Fare assistance (2 basic) . After two years the salary increases on an average 20% -24% of the total salary depending upon money inflammations and job market and agreement between CBA and management. They also get increments, double increments etc. Graded staffs also get provident fund and gratuity. Present Situation of Human Resource Management in Bangladesh HR practice in Bangladesh is better than the past. In the past, HR role was concentrated to hiring firing and letter issuance-dispatching-filing stage. Now it has started to perform more than that. Such as – Employee motivation, Employee development, employee retention, facilitating organizational development initiatives etc. and thus contributes to the achievement of organizational goals. These value added job has just begun in Bangladesh. For a good tomorrow, this is a starting point. Employers have started to understand that the more they invest in human resources they more output is likely which lead them to emphasize on employee capability development. As such in many organizations, employee development is viewed as part of business plan. In these organizations, training budget is calculated as a percentage of total budgets of the organization. Employer-Employee relationships are better than the past. Employers now recognize the importance of employees’ participation in business planning, major decision making and organizational change process. Many organizations now conduct employee opinion surveys for collecting employee feedback and improve employer-employee relationships. Some HR actions have legal implications. But in the country context legal explanation does not seem to be adequate. There is lack of uniformity of the interpretation of law that lead to practice
by organizations in different way. There is also ambiguity of existing legal policy or detailed policy framework on HR actions seems to be incomplete. In future the overall HR practice is expected to be brighter in Bangladesh because more are feeling the necessity of an established HR department in the organizational structure employer- employee relationship is expected to improve. It will be part of HR practices which will make HR actions, decision making process faster and accurate. Findings and Analysis 1. Shahjalal Islami Bank beliefs their Human Resource Department are the most valuable department than the others competitive and dynamic environment at present. 2. They consider their skilled people as assets for their organization. 3. Shahjalal Islami Bank committed to draw the most talented and dynamic professionals from the available candidates. 4. Shahjalal Islami Bank follows both the internal and external sources of recruitment. 5. Training and development programs of Shahjalal Islami Bank include orientations, and socializations activities to inform employees about policies and procedures. 6. Shahjalal Islami Bank try to develop their employee with future advancement and educate them in jobs kills. 7. 7. For job analysis Shahjalal Islami Bank consider several common uses such as – job definition, job re-design, orientation, socialization, carrier counseling, employee safety, performance appraisal and compensation. 8. Shahjalal Islami Bank designs their job in such way, which is the right person at the right place at the right time to achieve their objectives and goals. 9. Taking constructive steps they are trying to develop the skills of the human resource pool. 10. Their Human Resource Mangement Department (HRM) trusts in team work and respect each other. Recommendations  Shahjalal Islami Bank beliefs their human resource department are the most valuable department than the others. But still, The Company should be prepared the standard human resource planning because the success and failure of organizations is highly dependent on the proper human resource planning.  The process practiced in the organization is a very effective tool to fill probable vacancy. The in – house circulars within the group also act as a useful device to find the right person of the right job.  The manager training program of the company is a good way to groom to be manager for the probable vacancy in the future. The organization should regularly follow this procedure to build a productive and valuable workforce. The selection tools and procedures used in this program have also provided to be very effective. To cope with the ever-changing, competitive corporate world, the organization should welcome new ideas as well as fresh starters to trigger innovative ways to nature overall workforce competence. The assessment center approach is designed to identify the essential
expertise of the candidates that enable to locate and select the right person for a managerial. This method is formally followed only in the manager trainee selection system. But this should also be followed in selecting the entry-level managers too.  The HR Department should look into the matter of consuming more time in the process of calling the applicants after their responses very seriously. The organization could control the size of applicants’ pool by using more clear and specific statements in the ad in terms of the minimum educational degree, preferred institutions and other necessary criteria based on which the initial screening of the applications were conducted.  Shahjalal Islami Bank could participate in the job fairs for their recruitment. A considerable volume of applications is dropped in the organizations as a result of the exposure created in the job fairs. The organization can promote its image as a potential recruiter through its successful participation in the job fairs.  The company can also for campus recruiting that could bring a yield of highly educated fresh-starters for the entry-level the organization. They can arrange seminars in the top business schools country. Also the company should facilitate online CV-posting system that is a very popular and effective practice used by the top business organizations.  The company should follow both on-the-job and off-the –job method training when they are training their employees.  The HRD manager of the company should be analyzed the organizational jobs properly because job analysis serves as the cornerstone of all human resource functions in an organization. Side by side the HRD manager should evaluate the different positions of employees in the organization in order to establish the well conceived for pay-structure.  Before appraising the performance of employees in the organization properly, the HRD manager should be established the standard. Here it is noticeable that the HRD manager should appraise the performance of all employees in the organization without showing any discrimination.  The HRD manager should prepare the standard promotion policy for the employees of the organization. Here it is very much important that the employees should get the promotion based on the performance not the nepotism, political influence and whatsoever.  The HRD manager should established the standard pay structure for the employees of the organization in order to reduce the high turnover of employees. Conclusion In this report the Overall work of the human resource department will be focused and described. After analyzing the report, we can say, In present competitive and dynamic environment, human resource are now being viewed as the most valuable mean for gaining advantages over other. Competitive advantages can only be achieved by building up highly motivated and skilled employees. To fulfill the vision, mission, and core objectives of a company the management has needed to established an effective and efficient human resource department and hired the confident and most promising professionals. Bibliography
1. Shaw, Schoenfeldt, Fisher; “Human Resource Management”, Biztantra Publications, India, 15th Edittion, p.p. 01 – 44. 1. Porter, Simmonds, Bingham; “Exploring Human Resource Management”, Mc Graw Hill Book Company, Boston, USA-1981, p.p. 01 – 39. 1. Aurther, William, and Davis, Keith, “Human Resource Management”, (9th edition), McGraw-Hill Book Company, New York, 2005. p.p. 35-60. 1. “Annual Report,” Shahjalal Islami Bank, Financial year 2008-2009, p.p. All. 1. Human Resource Management Practices in Bangladesh: http// www. hrmpb.com/ Retrieved date March 23, 2010. 1. Human Resource Management Practices in the 21st Century: http// www. hrmp21.com/ Retrieved date May10, 20010. 1. Stoner James A.F. and Freeman R. Edward and Jr. Daniel Gilbert., “Management,” Prentice-Hall of India Private Limited (2003), Sixth Edition, p.p. 374 – 402. 1. Werther William B. and Davis Keith., “Human Resource and Personal Management,” Mc Graw Hill Book Company, Boston, USA-1981, p.p. 181- 241. References Mr. Md. Ziaullah Khan, Senior Manager Human Resource Department, Shahjalal Islami Bank, Dhaka. Mr. Md. Abdul Latif Senior Officer & Incharge Human Resource Management Department Shahjalal Islami Bank, Sylhet. Mr. Md. Muntasir Hossain Assistant Manager Human Resource Department
Shahjalal Islami Bank, Dhaka Mrs. Sultana Parvin Recruitment Manager Human Resource Department Shahjalal Islami Bank, Dhaka Human resources planning They need for human resource planning may not be readily apparent .However an organization that does not do planning for human resources may find that it is not meeting either its personal requirements or its overall goals effectively .For example ,a manufacturing company may hope to increase productivity .With new automated equipment ,but if the company does not start to hire and train to people to aspirate the equipment before installation ,the equipment may retain idle for ,weeks or ever months .Similarly an-all male ,all-white organization that does not plan to add women and minority group member to its staff may well have travel maintaining high performance and its also likely to become the in a civil rights lawsuit .Planning for human resources is a challenging task today ,given the increasingly competitive environment ,projected labor shortages ,changing demographics and pressure from government to protect both employees and the environment .The HRM can have a significant effect on an organization in a number of ways ,depending on what goals a company choose to focus. Objectives of Human Resource Planning Human resource planning has some objectives .For the fulfillment of these objectives human resources management undertake some activities and program .If all these activities are properly done and programs are undertake ,that can determined the efficiency of HRM .However the object of HRM can be mentioned in the following paragraphs: 1 .To Use Human Resources: The first objective of HR is to ensure optimum use of human resources .It means proper distribution of functions among the employees. 2 .To Forecast Future Skills: Second objectives of HR planning are to forecast whether required skills may be available or not .If it is seen that HR will not be available in future as per desire necessary steps can be taken just in the planning. 3 .TO Asses HR Requirements: Reasonable number of human resources is required for efficient and timely performance or organization activities .HR planning can help the management to ass’s future HR requirements properly. 4 .To Provide Control Measures: Proper control measure can help in ensuring discipline in the organization .HR planning determines the accurate number of human resources and satisfies its demand.
5 .To Determine Recruitment Level: HR planner must determine an established recruitment level .If not well-conceived and well accepted recruitment level or policy can be determined, he will not be able to recruit right people. Method of recruitment The historical arithmetic relationship between recruitment leads and invitees, invitees and interview, interviews and offers made and offers made and offers accepted. Some employers use a recruiting yield pyramid to calculate the number of applicants they must generate to hire the required number of new employees. The company knows it needs 50 new entry level accountants next year. From experience the firm also knows the ratio of offer made to actual new hires is 2 1 about half the people to whom its make offer accept them. Similarly the firm those that the ratio of candidates interviewed to offer made is 3 to 2 while the ratio of candidates invented for interviews to candidates actually interviewed to be about 4 to 3. Finally the firm knows that of six leads that come in from all its recruiting efforts only one applicant typically get an interviews- a 6 to 1 ratio Recruiting may bring to classified ads, and mine employment agencies but current employees are often the best sources of candidates. The Survey Methodology Goals:  Are the goals clearly communicated so employees can understand them at corporate, departmental and individual level?  Do employees agree and support the goals and believe in their achievability? Structure:  Is the structure appropriate to achieving the goals and are the negatives inherent in the structure minimized, and the strengths maximized? Relationships:  To what extent do relationships contribute to the achievement of the business goals?  What barriers have to be removed to ensure that the
interpersonal, inter-unit and technology relationships operate effectively when people need to work together to deliver the goals? Climate:  Is there sufficient morale and recognition to sustain the motivation of employees?  Are the differences between good average and poor performance levels recognized and dealt with effectively? Leadership:  Do leaders at all levels define goals and empower employees to deliver them?  Do leaders deal with the conflict and barriers that inhibit individual and team performance? Process:  Are there sufficient coordination and integration processes for the delivery of the goals?  Is there sufficient management information for the performance of work and sufficient process innovation to meet changing requirements? Definition of Selection Selection activities typically follow a standard pattern, beginning with an initial screening interview and concluding with the final employment decision. The selection process typically consist of eight process: 1) initial screening interview 2) complication the application from. 3) employment tests. 4) comprehensive interview. 5) background investigation. 6) a conditional job offers 7) medical or physical examination 8) the permanent job offer. Each steps in the process seeks to expand the organizations knowledge about the applicant’s background, abilities, and motivation and it increase the information from which decision maker will make their prediction and final choice. Method of selection: As a culmination of our recruiting efforts, we should be prepare to initiate a primarily review of potentially accepted candidates. This initial increasing is in effect a two step procedure: 1) the screening of inquires and 2) the provision of screening interviews. What assessed? And how? Technical skills Phase 1- Applicants complete application and watch an interpersonal skills one hour video about the work environment. Technical performance Leadership Problem solving skills
Phase 2- Applicants complete Department of employment services situation judgment inventory- measuring one’s ability to work in a team and other interpersonal skills. Phase 3- Applicants participate in a four-hour program designed to assess individual and group problem-solving skills. Screening experts observes applicant. Assemble line applicant also participate in a five hour assembly simulation. Phase 4- one hour interview with a group of interviewers. Phase 5- Conditional employee. Applicant undergoes two and one half hour of physical and substance testing at an area and hospital. Phase 6- employee is closely monitored by seasoned employees who assess job performance for the next six months. The tool provides insight to understand these issues in a business. In principle it is an employee survey but it is unique in its use of a generic theoretical model. Its wide use in the market facilitates an organization to bench mark against other leading employers, including multinational corporations and government agencies. Strategic Human Resource Process Mobilizing and managing human assets has become one of the most critical factors for organizational success. Experience and research indicates clearly that maximizing the contribution of all team members requires a systemic approach that relies on three characteristics:  Alignment of individual and team behavior and goals with organization values and strategies  Integration of human asset applications into a common set of processes based on common success criteria  Distribution of accountability and learning using enabling tools and technology helps organizations both refine or augment selective parts of their human assets systems and design and implement comprehensive people strategies. Frequently we are asked to:  Create a vision, values and supporting competencies  Generate a goal-setting approach  Create talent identification and pipelining process  Produce a human assets management approach (i.e., ensuring availability, mobilization and development of the right people for the right projects and/or positions  Develop a process, tools and support materials for creating a learning organization  Integrate the core human asset management applications (e.g., hiring/selection, assessment, development, learning and performance management) into a common process These resources will include information on the following themes:
 An overview of recruitment and selection,  Preparing to recruit,  Accessing potential applicants,  Selection processes,  Making quality selection decisions, and  Post decision processes. The primary functional areas of the consolidated department are: 1. Regional and Community Planning 2. Planning Applications 3. Subdivisions and Development Approvals 4. Permits and Inspections Salary and Benefits The basic salary is specified in the offer letter and is payable in euros, as are all other allowances (family allowances, expatriation and installation). Emoluments (basic salary and allowances) are payable in arrears, with the exception of the installation allowance which is payable on taking up duty. Family Allowances Family allowances comprise a head of household allowance paid under certain conditions, an allowance for each dependent person other than the spouse, as recognized by the Organization. Annual leave and holidays Annual leave amounts to two and a half working days for each month of service. Working days (8 hours per day) are Monday to Friday inclusive, and French public holidays are observed. The Medical and Social System The Medical and Social System of the Organization has an excellent and comprehensive medical and social scheme. This includes paid sick leave and paid maternity leave. The healthcare insurance covers staff members and their families. Pension Scheme All staff members are required to subscribe to the Pension Scheme at the rate of 9.2 per cent of their basic salary. The maximum age for retirement is 65, but staff members are entitled from the age of 63, and after at least 10 years of service, to a pension amounting to 2 per cent of the final basic salary per year of service up to a maximum of 70 per cent for 35 years of service. A reduced pension can be paid to retiring staff members from the age of 51.The regulations provide for other benefits in the case of disablement and death.
Traveling and removal expenses On the same occasion, and under certain conditions, the cost of removal of furniture and other personal effects is paid by the Organization. Currency transfer Staff members receiving an expatriation allowance may transfer through the Organization up to 50 per cent of their total emoluments to the country of which they are nationals or to country of residence at the time of appointment. Employee Involvement in Practice Employee Relations ‘Employee Relations’ is a relatively new term which broadens the study of industrial relations to include wider aspects of the employment relationship, including non-unionized workplaces, personal contracts and socio-emotional, rather than contractual, arrangements. This is an area with diverse ideological underpinnings and political ramifications. Governments have taken an active part in determining its conduct. In Europe, harmonization is leading to the establishment of works councils across the EU, giving a new role for collective representation. Human Resource Management in a Business Context provides an international focus on the theory and practice of people management. A thorough and comprehensive overview of all the key aspects of HRM, including case studies, articles from HRM Guide and other sources, key concepts, review questions and problems for discussion and analysis. Employee relations as an activity In many developed countries the industrial relations of the 1950s to the 1970s depended on the existence of company rules and regulations which served the purpose of clarifying what was expected of both employees and employers. Since then, the move towards flexibility and empowerment of staff has resulted in ‘fuzzier’ boundaries between required behavior and that which is regarded as inappropriate. Employees – particularly managers – have been given greater discretion on decision making in free market economies. This has been encouraged by ‘neoliberal’ governments throughout the world. Within the European Union, however, there has been a countervailing emphasis on formal rules because of the predominance of social market economies at the heart of the community. Typically, most large organizations continue to have formal rules on:  Timekeeping  Absence  Health and safety  Gross misconduct  Use of company facilities  Discrimination
The enforcement of such rules is a sensitive issue, requiring some form of formal or informal disciplinary system. Discipline is not only negative, in the sense of being punitive or preventative; it also makes a positive contribution to organizational performance. An effective organization cannot survive if its members behave in an anarchic way. Order within an organization depends on an appropriate mixture of each of these forms of discipline. Within the context of HRM, however, the emphasis has moved away from managerial discipline towards self and, especially, team discipline. Nevertheless, most organizations continue to have institutionalized disciplinary procedures, largely determined by management. Implications of Employment Law This 1-day workshop will provide delegates with information on the practical application of employment law and highlight their responsibilities in how to maintain an effective and legal working environment Workshop Contents The workshop will provide delegates with an understanding of the application of Employment Law and will address the ways in which the law impacts on the whole employment process. It enables participants to understand their role – through their behaviors, practices and policies – in upholding employment law. The following areas will be covered:  Employment Law – The Framework  The Contract of Employment  Equality/Recruitment/ Sexual Harassment/ Bullying  Organization of Working Time  Discipline, Grievance & Unfair Dismissals  Leave Arrangements – statutory and non-statutory Workshop Aims & Learning Objectives The learning aims of the workshop are outlined below. Session One – Employment Law  To understand the background and framework of employment law in Ireland  To know the cornerstones of employment law Session Two – The Contract of Employment  To identify employee and employer rights  To know the impact of legal changes on contracts, including those offered to full-time, part-time and fixed-term or temporary employees  To reinforce the elements of a positive work environment  To know the process for termination of employment Session Three – Equality & Harassment Legislation
 To learn about equality legislation  To understand what is defined as discrimination  To be aware of the implications of this legislation regarding recruitment practices  To understand the impact of equality and health & safety legislation on harassment, sexual harassment and bullying  To know how to handle complaints  To recognize the organizations obligations in these areas Session Four – Organization of Working Time  To understand the key points of the Organization of Working Time Act 1997 and Record Keeping Regulations 2001  Understand the practical implications for managers Session Five – Discipline and Grievance Procedures  To understand the purpose and steps of the disciplinary procedure and the grievance procedure  To clarify the link between performance management and discipline  To know about the Unfair Dismissals Act and cases taken under it  To understand the impact of not dealing with issues Session Six – Leave of Absence  To know the key points of the legislation covering Maternity Leave, Adoptive Leave, Parental Leave, Force Majuro Leave and Career’s Leave  To distinguish between statutory and non-statutory leave This workshop is available on a public and in-house customized basis. It is highly participative and will outline the legislation, and address best practice in the areas covered for managers and supervisors who deal with people issues. Human Resource Policies Equal opportunity Equal opportunity and treatment between men and women is a fundamental principle of HR policy. Actions to give effect to this principle have meant that, over recent years, recruitment and retention patterns have gradually changed to give women a larger presence in the Organization’s staff. The situation could still be improved however because, as elsewhere, women are not equitably represented at all levels: their participation continues to be largely at the lower grades. Training and Development
It is the policy of relevant training for its staff to obtain and maintain the mix of skills and knowledge needed to achieve the highest level of performance in accomplishing the mission and objectives. Training, as one element of an integrated personnel management system that includes recruitment, performance management, career management, is one important means of learning. Sexual harassment Any type of harassment at work, or in connection with work performed on behalf of the Organization, will not be tolerated and may give rise to disciplinary action. This includes any action which constitutes sexual harassment. Non-smoking policy The protect non-smokers from the effects of smoking, and to help smokers to give up smoking if they so choose. The Organization’s collective areas are non-smoking (except areas set aside for smokers). Shared officers are considered to be collective areas, and are therefore non-smoking. Part-time work New officials may be directly recruited to work part-time. The duration of part-time work may be from 50 to 90 per cent of normal working hours and may be scheduled in various ways on a daily, weekly, monthly or annual basis. Spouse support and employment Organizations, when managing the recruitment of expatriate staff, are becoming increasingly sensitized to the needs of the family unit. Many such organizations have therefore introduced a spouse programmed to help the spouse make the adjustments necessary before the move takes place. Specialist Employment Law Training and Services As Ireland’s leading provider of HR information, with 1,500 customers of our foremost publication, Personnel Policies and Procedures: The Law in Perspective Graphite’s research and analysis of new legislation and emerging trends keeps us at the forefront of HR practice in Ireland. Based on our expertise we are the supplier of choice in the following areas: Development of HR Policies and Procedures Due to the complexity of employment legislation, many organizations require support in the development and production of employee contracts, policies and handbooks. We seek to build on policies and practices already in place and take account of an organization’s culture, while achieving legal compliance in policy and practice.
 HR Policy review and development  Employee Handbooks  Employee Contracts  HR Audits and compliance analysis Implications of Employment Law for Managers The complex nature of our legislation and working practices requires managers to be at the forefront of implementing HR policies. Managers and supervisors need to fully understand the legal implications of day to day management activities such as refusing annual leave, absence management, dealing with grievances, interviewing and bullying allegations. Graphite provides a series of practical workshops to enable managers carry out these activities in a compliant and effective way:  Implications of Employment Law  Managing Discipline and Grievance  Selection Interviewing Skills Managing Dignity and Diversity The progressive equality legislation in Ireland dictates that Dignity and Diversity awareness is disseminated, and policies and procedures are put in place to provide all employees with a safe working environment, free of discrimination, harassment or bullying. We use our expertise to support the development and communication of polices and complaints procedures, and provide expert training for employees nominated for Support Contact or Investigator Roles:  How to Manage Dignity and Respect (Policy Briefings)  Managing Dignity and Diversity in the Workplace  Train the Designated Contact Person  Investigator Training Resolution of Issues Whilst we advocate the use of informal methods of complaint resolution whenever feasible, at times objective investigation and analysis has to come from an external source. This is especially true when complex issues have built an internal legacy which is difficult to unravel, and when internal expertise is insufficient to resolve issues. We support resolution through:  Facilitation  Mediation Service  Investigation Support Service Our experts provide up to date input on the impact of current and new employment legislation, the requirements for day to day compliance, the responsibilities of managers and HR, and provide relevant skills practice, case examples and exercises.
Analytical Part Employees Selection Criteria The selection of the employees as a Partex Group is very complicated and difficult during the visiting time we know about it. The men/women who want to participate as an employee in this organization should have to drop the C.V here. Then the selection committee have choose a very few among them and call them for a written test. After that those who passed the test then they will have to give an interview to the selection members. If he qualified all this then he will be an employee. The process of the HRM department is same. ‘You don’t need to be a graduate associate in order to fast-track. It’s dependent on how well you’re doing and how much potential you have. You could be a very high-performing employee, but that does not mean you can manage very large businesses. Purpose Partex Group’s main purpose is to manage the internal customer. Their main objective is to make the customer satisfied. Their motive is to solve each problem arises within the customer. Make the life of people easier & more comfortable. They give the full satisfaction to the customer about the any kinds of errors. They help staff to ‘use their strengths in their jobs and for them to be successful because everything we do in HR has to be linked to performance’. ORIENTATION A new class of Partex Group’s Human Resource Management begins each July, the beginning of in the fiscal year. The program kicks off with two days of orientation. During these days an introduction to the program and the Partex Group is provided. The Trainees also learn about their first rotational assignment. These opening days provide the opportunity to meet one another and to meet personally with a number of Partex Group Human Resource Management System officials. MONITORING AND SUPERVISING Meet with supervisors and mentors, both of whom play a major role in Partex Group career development and training. They serve as advisors and aid the throughout their rotations. The mentor is a unique aspect of the Human Resource Management Trainee program. The mentor guides the overall professional career development of the Partex Group. The mentor also acts as teacher, counselor, motivator, and confidante to support and facilitate HRM them skill development. The mentor’s role is to take a long-term view in the Trainee’s career development and encourage doing the same in Partex Group. The mentor assists the HRM in the understanding of the technical, administrative, social and political systems within which Human Resource employees function. The mentor helps enable the HRM to shape realistic and reachable career expectations
Partex Group supervise develops the training plan for provides orientation to the sponsoring agency. The supervisor is responsible for planning, coordinating, and conducting them developmental activities and evaluating progress. The supervisor also assigns work to the Trainee that will encourage technical competencies and career growth. The supervisor evaluates the overall performance of provides input on the assignment that the Partex Group will be provided after the initial training year. ROTATIONAL ASSIGNMENTS Typically have four rotations within the Partex Group’s Human Resource System. About every three months, they move to another program area within a different agency. The rotation types are assigned to accommodate the training plan of the needs of the sponsoring agency and Partex Group. The scheduling of the rotations allows the Trainee, supervisor, and mentor to have some degree of choice in both the variety and agency of the rotations. Depending on the needs of the agency, the Partex Group the personal training plan, and the requirements of the program, each rotation can be specialized to one functional area or may be generalized to encompass several areas. Through the rotational assignments, they are exposed to the many program areas within the Partex Group’s Human Resource Management System. These rotational assignments include comprehensive orientations to the functional responsibilities, organizational structure, and program areas of the agencies. Work-related projects are assigned to further enhance the knowledge and understanding of how the Partex Group functions. Assignments may include experiences in the following areas: 1Job Classification, 2Labor Relations, 3Equal Employment Opportunity, 4Employee Benefits, 5Special Projects, 6Health and Safety, 7Recruitment and Placement, 8Training and Development, 9 HR Research, Project, 10 Design, & Evaluation, 10HR Systems & Computer Applications. JOB CLASSIFICATION
Job Classification is a core rotation that all will experience. In this rotation, the Partex Group will gain an understanding of the responsibility of job descriptions, use of class specifications, classification principles, and other key Human Resource of Partex Group topics. The Trainee will develop skills in interviewing and questioning techniques, report writing, use of database for job classification, and application of job classification principles. LABOR RELATIONS Labor Relations is another core rotation of the program that Partex Group will experience. In this rotation they will gain an understanding of investigation procedures, grievance procedures, discipline concepts, arbitrations, and the conduct of labor-management meetings. EQUAL EMPLOYMENT OPPORTUNITY (EEO) In this rotation the HRM of Partex Group will learn about EEO program plans, principles of discrimination, and utilization of workforce and job group analysis. They will develop skills in EEO program plan development, investigation and resolution techniques, design and conduct of EEO training plans, and advising managers and supervisors regarding EEO issues and principles of non-discrimination. EMPLOYEE BENEFITS Employee Benefits will give insight to the benefits available to Partex Group employees; Unemployment and Worker’s Compensation programs; the handling of leave provisions and holidays; and the relationship between benefits and the bargaining process. They will learn skills in processing benefit program actions; monitoring, analyzing, and evaluating benefit program cost; and counseling employees regarding benefits. SPECIAL PROJECTS Partex Group may have a rotation that includes many disciplines. The special projects will help to develop skills in independent research, team participation, and report writing. EMPLOYEE HEALTH AND SAFETY In an Employee Health and Safety rotation, Partex Group will gain an understanding of the, which offers employees and their families assistance with personal problems; safety programs in agencies; the role of unions in job safety; and Partex Group’s safety codes, regulations, and standards. RECRUITMENT AND PLACEMENT In Recruitment and Placement, the Partex Group will learn the application and testing process for Civil Service positions; the mechanics of hiring and promoting within the Partex Group; and the roles and responsibilities of agency Recruitment and Placement sections. The Trainee also will gain skills in interpreting and applying rules, regulations, procedures, and contract provisions.
TRAINING AND DEVELOPMENT Partex Group assignments in Development will offer learning in a variety of areas. These include training needs assessment, performance consulting and improvement, classroom presentation and facilitation skills, supervisory and management training, and technical training methods. Other HRM they development will encompass procedures for contracting for training, conference planning and management techniques, and the providing of outside training seminars to Partex Group staff. HR RESEARCH, PROJECT DESIGN, AND EVALUATION A rotational assignment in this area will provide the Partex Group with an opportunity to be involved in the design and development of a new Human Resource program or the evaluation of existing programs. Assignments may include participation on teams that are installing a new Human Resource Management System program or the evaluation of an agency as part of a Human Resource Management Review. HR SYSTEMS AND COMPUTER APPLICATIONS The Human Resource Systems and Computer Applications rotation promotes an understanding of Partex Group how positions are filled; how time and attendance is reported; alternate work schedules; how Human Resource and payroll transactions are processed; and the procedures for maintaining, accessing, and releasing employee personnel information. TRAINING The training of the HRM of Partex Group does not rest solely on the supervisor, mentor, and rotational assignments. They reunite regularly for formal training classes from the Governor’s Office of Administration. The formal training consists of lectures by Commonwealth professionals, tours of Partex Group facilities, and group learning activities. The core training focuses on traditional Human Resource areas, including labor relations, job classification, training and development, benefits, EEO, pay, recruitment, HR systems and computer applications, research and evaluation, and safety and health. Partex Group also may participate in formal training that is offered through their rotational agencies. Agency-offered training allows the Trainee to develop specific technical skills that will benefit their work in their rotational agencies. PLACEMENT Upon the successful completion of their rotational assignments, Human Resource Management of Partex Group will be placed within the agency in which they began their rotations or another suitable position. At this time they will attain permanent status at the level of Human Resource Analyst 1 or Equal Opportunity Specialist 1. Chapter – Eight
Findings Partex Group put together an experienced staff to design and merchandise, source and buys raw materials, develop product and components, and coordinate multi process embellishment and technical cut and sew operations. They ship finished product to either distribution or retail from their based distribution center. Partex Group does it fast and do it right! Today, supervisors and managers are urged to follow a new model, a more compassionate, collaborative approach to leadership and Human Resources Management based on a philosophy of individual empowerment and team effort – much different than the model of cold authority figures. This modern approach to supervision and HR Management engages more workers’ intelligence, creativity, motivation and loyalty. It tends to reduce absenteeism and turnover, while increasing productivity and problem solving ability. For my point of view the company should keep its young employees. Every potential junior auditor one day because a senior sufficient facilities and careful observation can brings success of these prospective trainee officers. After get appropriate training, they develop the many skill necessary to become good auditor. Conducted by research basic work and investigation my point of view the company should do to keep its young employees. We find out some point which is as below: 1. Lack of experience of junior member which covered by the senior member of the Partex Group. 2. More productivity, Partex Group attention is usually focused on the work being produced. This is helpful to achieve the organization goal. 3. Junior auditors can learn many things about senior auditors working activity and others which is help to build their career as a “the next supervisor” 4. Less careful about junior officer. 5. Always try to measure quantity not quality. 6. Less careful about their further career development. Different type’s organization follow different types of philosophy for my point of view in this case working combination way such as team work or friendly manner as a result it reduce the turnover rate and enhance the satisfactory land which is helpful to organization goal. In addition to Investigator Training, Graphite provides an Investigation Service which has two types of service offering. The investigation support service is designed to ensure that best practice in undertaking investigations is attained. Support for Internal Investigators Partex Group offering is designed to support internal investigators who have been assigned to complete an investigation on behalf of the employer into an employment related matter. In providing support Partex Group will provide a coach and mentor to the investigator/investigation team, who will be an expert with which to discuss, debate, review the course that the investigation is taking. In providing such a sounding board the internal investigator has an independent person with whom the process can be discussed in confidence. In particular, this helps the investigators to effectively manage the boundaries and reporting of the investigation.
Carry out Investigations The offering is designed to enable an employer to engage the services of an external investigator to carry out an independent investigation into an employment related matter, particularly harassment or bullying of the Partex Group. The investigatory service includes full administration, management and documentation of the process. In this role, a Partex Group consultant will go on-site to interview complainants, alleged harassers, witnesses, and collate all relevant information. The findings will be compiled into an objectively written investigatory report. All documentation and information acquired throughout the process will be treated sensitively and confidentially. Investigation Support Service provides  Confidentiality  Adherence to best practice  Support to the employer in the carrying out of investigations  Effective management of the stages of the investigatory process  Formulation and communication of central issues and findings Change in power relations and highlights the supremacy of Partex Group’s management. The management prerogative is rediscovered but in place of command and control the emphasis is on commitment and control as quality, flexibility and competence replace quantity, task and dumb obedience. To put it another way: the managerial agenda is increasingly focused on innovation, quality and cost reduction. Human resource management makes more demands on employees, work is intensified…. there is less room for managerial slack and for indulgency patterns. Recommendation A simple strategic model is comprised of four key components via; Mission, Objectives, Strategy, Implementation and Review. The term ‘strategic management’ defines the process by which these long term aims, the strategy and implementation are managed. ‘Strategic HRM’ deals with the longer-term people issues, as part of the strategic management of human resources, in accordance with its Partex Group’s strategy and mission statement. It may please be noted that Partex Group Government regulations do not permit employment of non-Bangladeshis. These however are only allowed on the request of the employer for highly technical nature of work not normally available in Bangladesh, because they follow a bookish selection methods but it is not to a perfect way in the current suction. In addition to Partex Group vast sales and distribution network of dealers, they have 6 sales depots located at strategic points, but it is not possible way of the business. If they increase their distribution network then it is easy to establish the business position. We identified the following six factors as accounting for the increasing interest in and resort to HRM practices of Partex Group:
1. Public sector and institutional reform. A coherent sector strategy is a prerequisite for sustainable HR strategy and supporting structures. Partex Group need to develop improved in-house training management practices and utilization of training resources especially training centers and, effectively utilize their own resource persons to improve and update the skills of junior staff and new entrants thus, preventing knowledge erosion. 2. Strategic groups. The formation of a high-level strategic HRM policy group, and a lower level working group, to support the change process. The strategy group would be led by the Partex Group contain highly influential in HR management. In addition, there would be private sector representation to expand the knowledge base of HRM and share good practice. 3. Institutional Analysis. Linking the Local Consultative Groups (LCG) to the Partex Group is an opportunity to develop an institutional analysis study funded by the set in motion a programmed to address HRM/D and could develop better performing Departments working in accordance with the reformation process. This provides donors with an opportunity to support skill development once again but this time as part of a public sector reform initiative. 4. Support for in-country HRM development. If the Partex Group were well developed, it could become the professional body for HRM in the country. Support could include a small scoping study to examine how the Society could be developed, where and how the public sector would fit, timescale for any support and long-term sustainability. 5. Co-coordinated support for MIS Development. There is currently duplication of Partex Group’s development for HRM systems. This could be established as a standardized system to meet all HRM needs. Support could include an initial review of current systems and an agreed plan on an integrated approach to MIS development. 6. Developing a Code of Conduct. The purpose of a code of conduct is to provide a framework for Partex Group’s accountability; maintaining safeguards and outlining clear statements of expected behavior. All interested parties can use it as a point of reference. They should not be static but reflect the changing organization and engender a sense of integrity offering assurance to the public (customers etc). It is a proven effective human resource management tool creating a sense of discipline and responsibility.
They always says they are the leading of manufacturer, seller and distributor in Bangladesh achieving their business vision through growth in market reach, increasing operation size, international distribution, total service and consistent branding activities by the being most customer focused & Innovative, cost effective & efficient, environmentally responsible & quality concerned company in the business. It is not easy process, but they are trying to make a successful business. Conclusion Partex Group focuses on building high quality human resources with expertise and professional skills adopting the human resources re-engineering and development plant was a view to creating and excellent clientele service environment for ultimate achieving of sustain profit growth making no comprising with the quality assets creation . The company human resources development strategy is too built up quality manpower with conceptual managerial knowledge skills through designing of continuous in house and outside training program. The arrange in house, customized special training at for fresh entrained to build up quality manpower and suitable placing them in productive channel. It also arrange training program, workshop etc. Under executive development program for increasing quantum of quality manpower at higher management level. Partex Group offer challenging professional opportunities to young persons who can give sustained and focused hands on performance in the field of marketing, accounts, finance, production, MIS / IT and engineering. Vacancies arise from time to time to fulfill requirements of the Group. Partex Group offer attractive salaries and benefits in line with top industrial employers in Bangladesh. Scope of advancement is strictly performance based. They have mobilized adequate distributors to serve all parts of the regions; they are one of the largest distribution organizations in Bangladesh. This network makes possible the flow of goods from the producer through intermediaries to the buyer The region’s proximity to the market, favorable duty and quota treatment, low cost environment and strong work ethic make it the ideal place for apparel production. Partex Group opened their state of the art manufacturing facility. One of the most modern facilities in their 57,000 square foot facility contains a one shop of capabilities for the most efficient means of apparel manufacturing available. Danish Condensed Milk Bd. ltd. is the one of the largest distribution network in Bangladesh of Partex Group. Hundreds of eager energetic and effective sales representatives are working supported by our dedicated sales and marketing division. We are marketing many products namely Ovaltine, RC cola, MUM-natural drinking water in PET bottles, Danish Condensed Milk, Danish Milk Powder, Danish Fruit Juice and Distributor of Aktel Scratch Card & E-fill. All the process is achieved only use the proper method of Human Resource Management.
Human Resource Management Practices of Bangladesh: A Case Study on Orion Infusion Limited (OIL) Ratings: (1)|Views: 16,810|Likes: 183 Published by Zafour See more Recommendations OIL is a highly professionally managed organization in where safety leadsimpro ved productivit y, so O rion Infusio n Limited need to provide the employee more quality work life as well as more attractive environmentfor working. They should keep the work environment sound and healthyf o r t h e e m p l o y e e t o w o r k i n t h e i r o w n e n v i r o n m e n t . E m p l o y e e ’ s sa t is fact io n needs to be increased by mainta ini ng the company policyefficiently to get maximum productivity through employees’ satisfaction.Though the company has loss in different sector, above all it makes profitin the current year but it need to prevention of loss by adopting effectivetechnology and continuous development of human resource management.OIL is a pharmaceutical company so for the responsibility of the society itneeds to completely obey the national law and order of the Government. Bibliography DeCenzo David A. and Robbins Stephen P., “ Personnel/Human ResourceManagement ,” Prentice- Hall of India Private Limited, 5 August (2005), p.p. 148- 227“Annual Report,” Orion Infusion Ltd ., Financial year 2005-2006, p.p. Al.Karim Md. Ebadul, Chief Human Resource Officer, Orion Infusion Ltd. Werther Willia m B. and Davis K eith., “Human Resource and PersonalManagement,” Mc Graw Hill Book Company, Boston, USA-1981,p.p.181- 241.S t o ne r J a me s A . F . a nd F r e e ma n R. Ed w a r d a nd J r . D a nie l G ilb e r t . , “Management,” P r e nt ic e - H a l l o f I nd ia P r iva t e Limi t e d ( 2 0 0 3 ) , S ixt h Edition,p.p.374- 402H uma n Re s o ur c e M a na ge me nt P r a c t ic e s in Ba ngla d e s h : ht t p / / w w w . hrmpb.com/ Retrieved date June 20, 2007.Human Resource Management Practices in the 21 st Century: http// www.hrmp21.com/ Retrieved date May10, 2007. Human Resource Management and Expatriate : http// www. hrmexp.com/Retrieved date June 25, 2007. Human Resource Management of BCCP , Bangladesh : http// www. hrm. bccpba. com/ Retrieved date May 31,-2007.
QuestionnaireonHuman Resource Management (HRM) Practices of Bangladesh 1.In your organization which department is mainly practice?HRM (Human Resource Management) PM (Personnel Management) 2 . W h o i s t h e r e s p o n s i b l e p e r s o n f o r p l a n n i n g t h e H R M / P M i n y o u r organization?…………………………………..……………………………………………… ……………………….………………….……………………............………………………………… …………………………………………..3 . I n t h e r e c r u i t m e n t p r o c e s s w h a t k i n d o f s o u r c e s i s u s e d b y y o u r organization?External Internal4 . F o r r e c r u i t m e n t t h e e m p l o y e e w h i c h t h i n g s i s f o l l o w e d b y y o u r organization?Advertisement Campus RecruitingOrganization :……………………………………….Designation :………………………………………..Address :………………………………………..………………………………………..Age :………………………………………..Sex :……………………………………….Educational qualification:……………………………………….Contract no. :………………………………………

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Hrp practices

  • 1. Hrp practices: I. INTRODUCTION Organizations utilize four basic kinds of outputs, or resources, from their environments: human, monetary, physical, and information. Human resources include managerial talent, labor, and so forth.1 The people perform the work (through utilizing the other inputs) and provide the creativity that sustains operations. They have a significant impact on organisational effectiveness. They are most important resource in all business and government leavors.2 In earlier and more agricultural economics, human ounces took care of themselves. In transitional stages toward industrialization and in modern industrialized nations, with rapid technological change and persistent demands for higher levels of skill, human resource planning has achieved a high priority.3 Human Resource planning (HRP) is “the process of getting the right number of qualified people into the right job at the right time.”4 or in another way HRP is “the system of matching the supply of people-internally (existing employees) and externally (those to be hired or searched for-with the openings the organization expects to have over a given time frame’.5 Modern economics require very limited quantities of “raw” manpower. Their requirements specify every higher levels of knowledge and skill. But qualified people have become scarce, and human resource planning has become a necessity for the long-term survival.6 The objective of HRP is to have always at hand the necessary people to fill the open positions. the success of the process is, therefore, measured not by the sophistication of the procedures employed, but rather by whether the firm has the inventory of personnel that it requires when they are needed.7 The literature on HRP clearly evidences an explosion of interest and concern since the 1960s. The most important reasons can be briefly outlined as follows:8 (i) Jobs and job-requirements are changing faster than in earlier periods. The pace of technological change-change in the way goods and services are prepared and made available to customers-has accelerated. And the direction of technological change has decreased jobs for unskilled workers. Alert managements have developed special programs to forecast and meet the needs created by future technological changes. (ii) Meanwhile, within existing occupations, rising job requirements make retraining a must for many current jobholders. More time must be spent in preparation for work, continued retraining makes alternate periods of work and refresher education a frequent pattern. Hence lead time-getting people redy for job-becomes longer. (iii) LDCs, like Bangladesh, are finding that skill shortages are a major barrier to their progress toward industrialization. They recognize the necessity for preparing citizens for the new jobs that progress will create, and they seek to import the skills they do not have. These and older industrialized nations compete with each other for existing supplies of skilled workers. The “brain drain” is a matter of national concern not unlike the balance of payments in international trade. (iv) Rising interest and activity in the total process of management planning has stimulated attention to the need for HRP. Bangladesh is a developing country. More than 870% of the people live in rural area and 80″% of them are farmer; among them 30% are in disguised unemployment.9 The main purpose of CARE is to assist the poorest people of Bangladesh to rehabilitate themselves through primary health care, agriculture and natural resource and small enterprise development. There are 600010 NGOs operating in Bangladesh. It is heard that the reason behind the excellent performance and the existence of these large number of NGOs are for their better HRP. Considering the vital
  • 2. importance of HRP this study was done to identify the HRP of the NGO, CARE (Cooperation for American Relief Everywhere). CARE has been operating in Bangladesh since 1955. It is the world’s largest private, not-for-profit development agency. It works closely with the government to design projects which are separately funded and operates under a separate agreement with counterpart ministry, CARE’s program in Bangladesh comprises several projects e. g. Integrated Food for Work (IFFW), Women’s Development Project (WDP). Rural Maintenance program (RMP), Training Immunizers in the Community Approach (TICA) etc. To carryout its services, CARE functions through a central office in Dhaka and 15 sub-offices around the country, employing 1400 national and international staff members (Appendix-1) II. OBJECTIVES & METHODOLOGY OF THE STUDY The main objective of this study is to identify the HRP being practised in the NGOs in Bangladesh and to identify what HRP systems are adopted by them. We have purposively selected the world’s largest NGO, CARE, for this purpose. Data have been collected from files, records, documents, etc. and by interviewing the personnel of the personnel department. III. LITERATURE REVIEW MEANING AND DEFINITION In simple words, HRP is understood as the process of forecasting and organisation’s future demand for, and supply of, the right type of people in the right number. It is only after this that the HRM is a sub-system in the total organisational planning. Organisational planning includes managerial activities that set the company’s objectives for the future and determiner the appropriate means for achieving those objectives1. HRP facilitates the realisation of the company’s objectives by the type and quantity of the materials and supplies needed to facilitate the manufacturing activities of the organisation. HRP is variously called manpower planning, personnel planning or employment planning. A few definitions of HRP are worth quoting here: ………. includes the estimation of how many qualified people are necessary to carry out the assigned activities, how many people will be available, and what, if anything, must be done to ensure that personnel supply equals personnel demand at the appropriate point in the future2. ……… Specifically, human resources planning is the process by which an organisation ensures that it has the right number and kind of people, at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organisation achieve its overall objectives. Human resource planning translates the organisation’s objectives and plans into the number of workers needed to meet those objectives. Without a clear-cut planning, estimation of an organisation’s human resource need is reduced to mere guesswork3.
  • 3. IMPORTANCE OF HRP 1. Future Personnel Needs Planning is significant as it helps determine future personnel needs. Surplus or deficiency in staff strength is the result of the absence of or defective planning. All public sector enterprise find themselves overstaffed now as they never had any planning of their personnel requirements. 2. Coping with Change HRP enables an enterprise to cope with changes in competitive forces, markets, technology, products and government regulations. Such changes generate changes in job content, skill demands, and number snd type of personnel. Shortage of people may be noticed in some areas while surplus in other areas may occur. 3. Creating-Highly Talented Personnel Jobs are becoming highly intellectual and incumbents are getting vastly professionalised. The HR manager must use his/her ingenuity to attract and retain qualified and skilled personnel. These people are known for job hopping, thereby creating frequent shortages in the organisation. Manpower planning helps prevent such shortages. Further more. technology changes will often upgrade some jobs and degrade others. Another facet of the high-talent personnel is management succession planning. Who will replace the retiring chief executive? From what pool of people will top executives be selected and how will these individuals be groomed for their increased responsibilities? HRP is an answer to these and other related questions. 4. Protection of Weaker Sections In matters of employment and promotions, sufficient representation needs to be given to SC/ST candidates, physically handicapped, children of the socially and politically oppressed, and backward-call citizens. These groups enjoy a given percentage of jobs, notwithstanding the constitutional provision which guarantees equal opportunities for all. A well-conceived personnel planning programme would protect the interests of such groups. 5. International Strategies International expansion strategies depend upon HRP more closely into the organisation’s strategic plans. HRP will grow increasingly important as the process of meeting staffing needs from foreign countries and the attendant cultural, language, and developmental considerations grow complex. Without effective HRP and subsequent attention to employee recruitment, selection, placement, development and career planning, the growing competition for foreign executives may lead to expensive and strategically-disruptive turnover among key decision makers. 6. Foundation for Personnel Functions Manpower planning provides essential information for designing and implementing personnel functions such as recruitment, selection, personnel movement (transfers, promotions, layoffs) and training and development.
  • 4. 7. Increasing Investments in Human resources Another compelling reason for HRP is the investment an organisation makes in its human resources. Human assets, as opposed to physical assets, can increase in value. An employee who gradually develops his/her skills and abilities becomes a more valuable resource. Because an organisation makes investments in its personnel either through direct training or job assignments, it is important that employees are used effectively throughout their careers. The monetary of a trained, flexible, motivated and productive workforce is difficult to determine, although attempts are being made to do so, as in HR accounting (HRA). An increasing number of executives are acknowledging that the quality of the workforce can be responsible for significant differences in short-run and long-rum performances. 8. Resistance to Change and Move There is a growing resistance among employee to change and move. There is also a growing emphasis on self-evaluation and on evaluation of loyalty and dedication to the organization. All these change are making it more difficult for the organization to assume that it can move its employees around anywhere and anytime it wants, thus increasing the importance and necessity of planning ahead. 9. Other benefits Following are other potential benefits of HRP: 1. 耄 ᠀ 萏 Upper management has a better view of the HR dimensions of business decision. 2. 耄 ᠀ 萏 Personnel costs may be less because the management can anticipate imbalances before they become unmanageable and expensive. 3. 耄 ᠀ 萏 More time is provided to locate talent. 4. 耄 ᠀ 萏 Better planning of assignments to develop managers can be done. 5. 耄 ᠀ 萏 Better opportunities exist to include women and minority groups in future growth plans. 6. 耄 ᠀ 萏 Major and successful demands on local labour markets can be made. FACTORS AFFECTING HRP HRP is influenced by several considerations. The more important of them are: (i) type and strategy of organization (ii) organizational growth cycles and planning (iii) environmental uncertainties (iv) time horizons (v) type and quality of forecasting information (vi) nature of jobs being filled, and (vii) off loading the work. Type and strategy of Organization The type of organization is an important consideration because it determines the production process involved, number and type of staff needed, and the supervisory and managerial personnel required. Manufacturing organizations are more complex in this respect than those that render services. The strategic plan of the organization defines the organization’s HR needs. For example, a strategy of internal growth means that additional employees must be hired. Acquisitions or mergers, on the other hand, probably mean that the organization will need to plan for layoffs,
  • 5. since mergers tend to create, duplicate or overlapping positions that can be handled more efficiently with fewer employees. Organizational Growth Cycles and Planning The stage of an organization’s growth can have considerable influence on HRP small organizations in the embryonic stage may not have personal planning. Need for planning is felt when the organization enters the stage. HR forecasting becomes essential internal development of people also begins to receive attention in order to keep up with the growth. A mature organization experiences less flexibility and variability. Growth slows down. The workforce becomes old as few younger people are hired. Planning becomes more formalized and less flexible and innovative. Issues like retirement and possible retrenchment dominate planning. Finally, in the declining stage, HRP takes a different focus. Planning is done for layoff, retrenchment and retirement. Since decisions are often made after serious financial and sales shocks are experienced by the organization, planning is often reactive in nature. Environmental Uncertainties: HR managers rarely have the privilege of operating in a stable and predictable environment. Political, social and economic changes affect all organizations. Personnel planners deal with environmental uncertainties by carefully formulating recruitment, selection and training and development policies and programmes. Balancing mechanisms are built into the HRM programme through succession planning, promotion channels, layoffs, flexible, job sharing, retirement, VRS and other personal related arrangements. Time Horizons Yet another major factor affecting personnel planning is the time horizon. On one hand, there are short-term plans spanning six months to one year. On the other hand, there are long-term plans which spread over three to twenty years. The exact time span, however, depends on the degree of uncertainty prevailing in an organization’s environment. Degree of uncertainty and length of planning period Short planning Period-Uncertainty /Instability Long planning Period-Certainty /Stability Many new competitors Strong competitive position Rapid changes in social and economic conditions Evolutionary, rather than rapid social, political change Unstable product/service demand patterns Stable demand patterns Small organizational size, poor management practices (crisis management) Strong management practices. Type and Quality of Information The information used to forecast personnel needs originates from a multitude of sources. A major issues in personnel planning is the type of information which should be used in making forecasts. Table illustrates the type and levels of forecasting information useful to personnel planners.
  • 6. Strategic information General organizational information Specific information necessary for HRP Product mix Organizational structure Job analysis Customer mix Information flows Skills inventories Competitive emphasis Operating and capital budgets Management inventories Geographic limits of market Functional area objectives Available training and development programmes Production schedules Recruitment sources Distribution channels Labour market analysis Sales territories Compensation programmes Production processes Constitutional provisions and labour laws Level of technology Retirement plans Planning horizons Turnover data. Closely related to the type of information is the quality of data used. The quality and accuracy of information listed in table depend upon the clarity with which the organizational decision makers have defined their strategy, organizational structure, budgets, production schedules and so forth. Nature of Jobs being Filled Personnel planners must consider the nature of jobs being filled in the organization. Job vacancies arise because of separations, promotions and expansion strategies. It is easy to employ shop-floor workers, but a lot of sourcing is necessary for hiring managerial personnel. It is, therefore, necessary for the personnel department to anticipate vacancies, as far in advance as possible, to provide sufficient lead time to ensure that suitable candidates are recruited. Off-loading the Work Several organizations off-load part of their work to outside parties either in the form of sub- contracting or ancillarisation. Off-loading is a regular feature both in the public sector as well as in the private sector. Most organizations have surplus labour and they do not want to worsen the problem by hiring more people. Hence, the need for off-loading. THE PLANNING PROCESS HRP essentially involves forecasting personnel needs, assessing personnel supply and matching demand-supply factors through personnel-related programmes. The planning process is influenced by overall organizational objectives and the environment of business. Figure illustrates the planning process. Organizational Objectives and Policies HR plans need to be based on organizational objectives. In practice, this implies that the objectives of the HR plan must be derived from organizational objectives. Specific requirements in terms of number and characteristics of employees should be derived from the organizational objectives. Organizational objectives are defined by the top managements and the role of HRP is to sub serve the overall objectives by ensuring availability and utilization of human resources.
  • 7. Once the organizational objectives are specified, communicated and understood by all concerned, the HR department must specify its objectives with regard to HR utilization in the organization. In developing these objectives, specific policies need to be formulated to address the following questions: Are vacancies to be filled by promotions from within or hiring from outside? How do the training and development objectives interface with the HRP objectives? What union constraints are encountered in HRP and what policies are needed to handle these constraints? How to enrich employee’s job? Should the routine and boring jobs continue or be eliminated? How to downsize the organization to make it more competitive? To what extent production and operation be automated and what can be done about those displaced? How to ensure continuous availability of adaptive and flexible workforce? HR Demand Forecast Demand forecasting is the process of estimating the future quantity and quality of people required. The basis of the forecast must be the annual budget and long-term corporate plan, translated into activity levels for each function and department. In a manufacturing company, the sales budget would be translated into a production plan giving the number and type of products to be produced in each period would be translated into a production plan giving the number and type of products to be produced in each period. From this information, the number of hours to be worked by each skilled category to make the quota for each period would be computed. Once the hours are available, determining the quality and quantity of personnel-supply forecasting. There are several good reasons to conduct demand forecasting. It can help: i) quantify the jobs necessary for producing a given number of goods, or offering a given amount of service; (ii) determine what staff-mix is desirable in the future; (iii) assess appropriate staffing levels in different parts of the organization so as to avoid unnecessary costs; (iv) prevent shortages of people where and when they are needed most; and v) monitor compliance with legal requirements with regard to reservation of jobs. Forecasting Techniques Forecasting techniques vary from simple to sophisticated ones. Before describing each technique, if may be stated that organizations generally follow more than one technique. The technique are: Managerial judgement Ratio-trend analysis Work study techniques Delphi technique Flow models Others Managerial Judgement This technique is very simple. In this, managers sit together, discuss and arrive at a figure, which would be the future demand for labour. The technique may involve a ‘bottom-up’ or a ‘top down’ approach. In the first, line managers submit their departmental proposals to top mangers
  • 8. who arrive at the company forecasts. In the ‘top down’ approach, top managers prepare company and departmental forecasts. These forecasts are reviewed with departmental heads and agreed upon. Neither of these approaches is accurate-a combination of the two could yield positive results. Ratio-trend Analysis This is the quickest forecasting technique. The technique involves studying past ratios, say, between the number of workers and sales in an organization and forecasting future ratios, making some allowance for changes in the organization or its methods. Work-study Techniques Work-study techniques can be used when it is possible to apply work measurement to calculate the length of operations and the amount of labour required. The starting point in a manufacturing company is the production budget, prepared in terms of volumes of saleable products for the company as a whole, or volumes of output for individual departments. The budgets of productive hours are then compiled using standard hours for direct labour. Delphi Technique Named after the ancient Greek oracle at the city of Delphi, the Delphi technique is a method of forecasting personnel needs. It solicits estimates of personnel needs from a group of experts, usually managers. The HRP experts act as intermediaries, summarize the various responses and report the findings back to the experts. The experts are surveyed again after they receive this feedback. Summaries and surveys are repeated until the experts’ opinions begin to agree. The agreement reached is the forecast of the personnel needs. The distinguishing feature of the Delphi technique is the absence of interaction among experts. Flow Models Flow models are very frequently associated with forecasting personnel needs. The simplest one is called the Markov model. In this technique, the forecasters will: Determine the time that should be covered. Shorter lengths of time are generally more accurate than longer ones. However, the it time horizon depends on the length of the HR plan which, in turn is determined by the strategic plan of the organization. Establish categories also called states, to which employees can be assigned. These categories must not overlap and must take into account every possible category to which an individual can be assigned. The number of states can neither be too large nor too small. Count annual movements (also called ‘flows’) among states for several time periods. These states are defined as absorbing (gains or losses to the company) or non absorbing (change in position levels or employment status). Losses include death or disability, absences, resignations and retirements. Gains include hiring, rehiring, transfer and movement by position level. Estimate the probability of transitions from one state to another based on past trends. Demand is a function of replacing those who make a transition. HR Supply Forecast Personal demand analysis provides the manager with the means of estimating the number and kind of employees that will be required. The logical step for the management is to determine whether it will be able to procure the required number of personnel and the sources for such
  • 9. procurement. This information is provided by supply forecasting. Supply forecasting measures the number of people likely to be available from within and outside an organization, after making allowance for absenteeism, internal movements and promotions, wastage and changes in hours and other conditions of work. Just as there are valid reasons why companies make demand forecast, there are enough arguments for supply forecast. In fact, fewer organizations estimate HR supplies than demand. Reasons for supply forecast are that it (i) helps quantify number of people and positions expected to be available in future to help the organization realize its plans and met its objectives: (ii) helps clarify likely staff mixes that will exist in the future: (iii) assess existing staffing levels in different parts of the organization: (iv) prevents shortage of people where and when they are most needed, and (v) monitors expected future compliance with legal requirements of job reservations. The supply analysis covers: 1. Existing human resources 2. Internal sources of supply, and 3. External sources of supply. Present Employees Analysis of present employees is greatly facilitated by HR audits. HR audits summarize each employee’s skills and abilities. The audits of non-managers are called skills inventories and those of the management are called management inventories. Whatever name is used, an inventory catalogues each employee’s skills and abilities. This summary gives planners a comprehensive understanding of the capabilities found in the organization’s workforce. Skills Inventories Skills inventories consolidate information about non-managers in the organization. Because the information from skills inventories is used as input into transfer and promotion decisions, they should contain information about each employee’s current job. Seven broad categories of information are included in each skills inventory. They are: Personal data-age, sex, marital status. Skills-education, job experience, training. Special qualifications-membership in professional bodies, special achievements. Salary and job history-present and past salary, dates of pay raises. Various jobs held. Company data-benefit plan data, retirement information, seniority. Capacity of individual –scores on psychological and other tests, health information. Special preference of individual-geographic location, type of job. Management Inventories These includes such data as : Work history Strengths Weaknesses-identification of specific training programmes needed to remove the weakness. Promotion potential Career goals Personal data
  • 10. Number and types of employees supervised Total budget managed Previous management duties. Internal Supply Armed with HR audits, planners can proceed with the analysis of internal supply. The techniques generally used for the purpose are: (i) inflows and outflows, (ii) turnover rate, (iii) conditions of work and absenteeism, (iv) productivity level, and (v) movement among jobs. Inflows and Outflows This simplest way to forecast internal supply is the inflows and outflows method. The method is illustrated in Table. Estimation of internal supply for a word processing job Sources of inflows No. of People Sources of Outflows No.of People Transfers in 12 Current Personnel Level 250 operators Resignations 13 Promotions in 10 Discharges 2 Demotions 4 Retirements 10 Promotions 13 Total inflows 22 Total outflows 42 Current personnel level-outflows + inflows = internal supply of word processors 250 – 42 + 22 = 230 processors Turnover Rate Turnover rate is the traditional and simple method of forecasting internal supply. Stated algebraically, the turnover rate is: 100 Conditions of Work and Absenteeism Changes in conditions of work such as normal weekly working hours, overtime policies, the length and timing of holidays, retirement policy, the policy for employing part-times and shift systems need to be assessed. Absenteeism is understood as unauthorized absence from work. Stated differently, it amounts to absenteeism when an employee is scheduled to work but fails to report for duty. Productivity Level Any change in productivity would affect the number of persons required per unit of output. Increase in productivity will reduce the requirement, and decrease in it would have the opposite effect. Movement among jobs Some jobs are sources of personnel for other jobs. For example, secretaries may be obtained by the promotion of typists, and branch managers are obtained from a pool of section managers. If,
  • 11. for example, we anticipate a need for five new branch mangers seven years from now, more than five potential branch managers should have entered the company this year, assuming that seven years is the average development time. Obviously, some will quit before the seven years are up and others may not qualify for promotion. External Supply In addition to internal supply, the organization needs to look out for prospective employees from external sources. External sources are important for specific reasons: 9i) new blood and new experience will be available, (ii) organization needs to replenish lost personnel, and (iii) organizational growth and diversification create the needs to use external sources to obtain additional number and type of employees. Sources of external supply vary from industry to industry, organization to organization, and also from one geographical location to another. Some organizations have found that their best source of further employees are colleges and universities, while others achieve excellent results from consultants, competitors or unsolicited applications. HR Programming: Once an organization’s personnel demand and supply are forecast, the two must be reconciled or balanced in order that vacancies can be filled by the right employees at the right time. HR programming, the third step in the planning process, therefore, assumes greater importance. HR Plan Implementation Recruitment, Selection and Placement After the job vacancies are known, efforts must be made to identify sources, and search for suitable candidates. The selection programme should be professionally designed and among other considerations, special care must he taken to ensure compliance with the reservation policies of the government. Usually, companies hire for specific job openings. However, some companies hire a group of qualified individuals (management trainees, for example) not for specific jobs. Employees are hired when there are job vacancies. However, employers should consider other alternatives to hiring additional full-time employees. Business Process Reengineering (BPR) helps firms eliminate unnecessary activities and steps, thus eliminating employee requirement. Fig: Program planning options Training and Development The training and development programme should cover the number of trainees required; training and development programmes necessary for the existing staff’ identification of resource personnel for conducting development programmes, frequency of training and development programmes; and budget allocation for such programmes.
  • 12. Retraining and Redeployment New skills are to be imparted to existing staff when technology changes. When a product line is discontinued, its employees are to be retrained and redeployed to other departments where they could be gainfully employed. Retention Plan Retention plan covers actions which would help reduce avoidable separations of employees. Important actions under this head are: Compensation plan: Increasing pay levels to meet competition, improving pay structures to remove inequities, altering payment system to reduce excess fluctuations, introducing incentives which would match performances. Performance appraisal: To assess employee performance at least once in a year. Employees leaving in search of green pastures: Providing better career opportunities and ensuring that employees are aware of such schemes. Employees quitting because of conflict: To encourage conflict but maintain it at a reasonable level, when conflict exceeds safe limits, to take steps to resolve conflict. The induction crisis: Improving recruitment and selection procedures to ensure that job requirements are specified accurately and that the people who are selected if the specifications; ensuring that candidates are given a realistic picture of the job, pay and working conditions, developing better induction and initial training programmes. Shortages: Improving recruitment, selection and training for the people required; introducing better methods of planning and scheduling work to lessen peak loads. Unstable recruits: Taking more care o avoid recruiting unstable individuals by analyzing the characteristics of applicants who are likely to cause instability, and using this analysis to select the right candidates. Downsizing Plan: Where there is surplus workforce, trimming of labour force will be necessary. The trimming or downsizing plan shall indicate: Who is to be made redundant and where and when; Plans for re-development or re-training, where this has not been covered in the –re-development plan. Steps to be taken to help redundant employees find new jobs; Policy for declaring redundancies and making redundancy payments; and Programme for consulting with unions or staff associations and informing those affected. Managerial Succession Planning Notwithstanding the expansion or contraction of the total workforce in an organization, the need for good managers is critical and perpetual. More and more organization are planning for managerial succession and development because they have found that it takes year of systematic grooming to produce effective managers. Methods of succession planning vary. Most successful programmes, however, seem to include the top management’s involvement and commitment, high level review of the succession plans, formal assessment of the performance and potential of the candidates, and written development
  • 13. plans for the individual candidates. Succession plan should centre on important jobs and should identify correctly the skills requirement of those jobs. Most managerial succession planning systems rely on committees of higher level mangers to identify high potential candidates, and plan developmental activities for them. Development plans include formal training programmers and a series of job assignments leading to top positions. The plans are formally presented to higher level mangers for review. A typical succession planning involves the following activities: Analysis of the demand for managers and professionals by company level, function and skill. Audit of existing executives and projection of likely future supply form internal and external sources. Planning of individual career paths based on objective estimates of future needs, and drawing on reliable performance appraisals and assessments of potential. Career counselling undertaken in the context of a realistic understanding of the future needs of the firm, as well as those of the individual. Accelerated promotions, with development targeted against the future needs of the business. Performance-related training and development, to prepare individuals for future roles as well as current responsibilities. Planned strategic recruitment, not only to fill short-term needs but also to provide people for development of met future needs. The actual activities by which openings are filled. Control and Evaluation Control and evaluation represents the fifth and the final phase in the HRP process. The HR plan should include budgets, targets and standards. It should also clarify responsibilities for implementation and control, and establish reporting procedures, which will enable achievements to be monitored against the plan. These may simply report on the numbers employed against establishment (identifying both those who are in post and those who are in pipe line) and on the numbers recruited against the recruitment targets. But they should also report employment costs against budget, and trends in wastage and employment ratios. REQUISITES FOR SUCCESSFUL HRP There are at lest eight pre-requisites for successful HRP: 1. People question the importance of making HR practices future oriented and the role assigned to HR practitioners in formulation of organizational strategies. Their argument is simple there are people when needed. Offer attractive packages of benefits to them to quit when you find them in surplus. When the task is so simple, why an elaborate and time-consuming planning for human resources? Thus goes the argument. Surprisingly, this perception about HRP is also held by the top management. 2. HR practitioners are perceived as experts in handling personnel matters, but are not experts in managing business. The personnel plan conceived and formulated by the HR practitioners when enmeshed with organisational plan might make the overall strategic plan itself defective. 3. HR information often is incompatible with the information used in strategy formulation. Strategic planning efforts have long been oriented towards financial forecasting often to the exclusion of other types of information. Financial forecasting takes precedence over HRP.
  • 14. 4. Conflicts may exist between short-term and long-term HR needs. For example, there arises a conflict between the pressure to get the work done on time and long-term needs, such as preparing people for assuming greater responsibilities. Many managers are of the belief that HR needs can be met immediately because skills are available on the market as long as wages and salaries are competitive. These managers fail to recognise that by resorting to hiring or promoting depending on short term needs alone, long term issues are neglected. 5. There is conflict between quantitative and qualitative approaches to HRP. Some people view HRP as a numbers game designed to track the flow of people across the departments. These people take a strictly quantitative approach to planning. Others take a qualitative approach and focus on individual employee concerns such as promotability and career development. Best results would accrue if there is a balance between the quantitative and qualitative approaches. 6. Non-involvement of operating managers renders HRP is not strictly an HR department function. Successful planning needs a co-ordinated effort on the part of operating managers and HR personnel. III. HRP PRACTISED AT CARE The HRP Process The is no universally accepted HRP process. Each firm has its own formula and each author has his own recommended set of activities.” (one of such basic models is shown in figure-1 as an example). But from these formulas and recommendations, it is clear that the HRP process is mainly a three-phased process: (i) Determination of demand for HR; (ii) supply of HR; and (iii) action plan for correcting any imbalance between the demand & supply. For our discussion of HRP of the CARE we shall follow these three steps. Figure 1: A Basic Model for HRP System Source : R. Kreitner, Management (4th ed). Houghton Mifflin Company (Boston), 1989, p. 349. (i) Determination of Demand for HR: Generally in most profit-oriented organisations the top management examine factors in the external and internal environment, analyse the strategic advantages of the organisation, and set its objectives for the planning period. Human resource planning translates the business decisions of top management into human resource implications. CARE Bangladesh, being a non-profit service oriented organisation, has its own unique way of HRP. It does not produce any tangible goods; and for that it is not possible to do demand forecasting on the basis of output per employee. CARE handles demand forecasting differently for its Head Office as opposed to its projects. (a) Demand forecasting of the HR in the Head Office: For its Head Office personnel, CARE uses the system of ‘Managerial Judgement’ to determine its HR requirements. The parent organisation in New York initially sets a budget which specifies the number of staff required in the country Head Office. Not much formal forecasting is involved in this area. When positions become vacant due to promotions, resignations etc. the personnel department carries out on internal human audit to find out whether any one is qualified to fill the vacancy.
  • 15. (b) Demand forecasting of the HR in the projects: CARE works on a project basis to forecast its HR demand. Recruitment is done when a project is being launched. The required HR for a given project is determined systematically starting from the perception of a problem (i.e. a project) to find out how to tackle it and then deciding the number & quality of people needed to implement it. One unique chareacteristic of CARE is that once it starts to phase out a project, another one is developed. Their farsightedness in this way makes it possible to transfer their existing employees from one project to another after giving them the necessary training. Recruiting is done only when posts remain unfulfilled through the inter-project transfers. The specific steps followed in forecasting the HR demand are as follows: Setp 1: The top level managers at CARE decide on a particular problem which is thought to be detrimental for the country. For example, they have launched a project called TICA which goes toward solving the problem of child mortality and maternal health in the rural areas. Setp 2 : After the project launching decision, the causal factors behind the problem (or project) are sought. The causal analysis reveals areas which need to be addressed and project goals are set. These goals are called “Intermediate Goals” and to meet these goals certain activities are planned. The activities are arranged in order of importance and the type of people needed to carry out such activities are determined. Step 3: Job specifications are now drawn out stating the skills required to perform the job and the physical demands that the job places upon the employee performing it. Skills relevant to a job includes education or experience, specialized training, personal traits or abilities and manual dexterities (where required). The physical demands of the job refers to being posted in districts one’s own home town, the amount of time which needs to be spent in the fields, etc. These job specifications are then incorporated into job descriptions which gives a more explicit diagram of what position the employee will hold. The job descriptions include items such as job title, reporting hierarchy and be performed. CARE includes the statement, “Do/perform other assignments reasonably associated with but not listed in your present job descriptions” to make sure that in an emergency situation employees will be flexible enough to perform other related but necessary tasks. Depending on the size of the project and the area which needs to be covered, the required number of staff and project workers are determined. “The Project Activity Targets” are used as guidelines to allocate the right kind of HR at the right time. Each fiscal year is divided up into three trimesters, each containing four months of work scheduled. The planned work schedule is compared to the actual work done and deviations are recorded which are evaluated and adjusted for in the next trimester. The amount of time needed to perform certain tasks are calculated in either man-days or person months. For example: if 1 man works 1 day then it is called 1 man-day. Therefore, when 50 men work in 1 day, it is calculated as 50×1 = 50 man-days.
  • 16. Example: Project TICA To make the system of forecasting demand for manpower even more clearer we will now look at project TICA and see how the demand forecasting for HR is done. The TICA project was undertaken to assist the Government of Bangladesh with its Outreach Immunization Program. The programming strategy of the project was to work with and strengthen the capability of the Ministry of Health and Family Planning (MOHFP) at every level. The ultimate objective of the project is to ensure a sustained delivery of total Primary health Care (PHC) services to almost all rural people of the project areas, (namely, Barisal, & Jessore) specifically to the mothers and children, by MOHFP staff. The intermediate goals set by CARE includes such thing as : (a) reduction of current rates of post vaccination complications by 50%; (b) strengthening the management skills of national, district, and upazilla level MOHFP-EPI workers; (c) increasing immunization coverage; and (d) increasing community mobilization for outreach immunization in the project areas. To achieve these intermediate goals, project activity targets are set. Step 1 : training curriculums have to be developed and refresher training guidelines are determined. Step 2 : to train the trainers on the methodology to be used. The trainers come from within the organisation and the methodology is developed in the Training and Staff Development Unit at CARE. During this training phase, Project Officers and Community Organizers and even the Head Quarter Personnel involved with the TICA project are all brought up to date with the goals of the project and how to go about achieving them. Step 3: to train the Union Level MOHFP Field Workers/ Supervisors. The supervisors/field workers are trained to deliver Maternal Child Health (MCH) care and Family Planning services and the mid-level MOHFP managers are taught how to manage projects and monitor them. Step 4 : to allow the MOHFP workers to implement their training knowledge in the rural communities. The TICA project staff along with the MOHFA supervisors continue to monitor their activities. To implement such an important project it is essential that social mobilization take place in the rural areas-the school teachers are oriented to the immunisation strategy, womens group meeting are organised to disseminate information one MCH family planning, etc. The Upazilla MOHFP managers are taught how to manage their projects independently and they have to prepare monthly reports and distribute them amongst the Project Managers, Counterparts, Donors, and Head Quarters. Based on there monthly reports, trimesterly reports are prepared. An evaluation system is also developed. During each of these phases, HR is allocated on the basis of person-months. If a full time co- ordinator is needed, the amount of time he/she works will equal to 12 person-months (1 person x
  • 17. 12 months.). Each trimester will be allotted 4 person-months. Similarly, the rest of the project staff will have their time divided up according to the phases of the project (appertdix-2). Deviations in person-months are shown as a negative deviation and steps will be taken to fill that post. To make the HRP process even more simplier a chart has been developed at CARE to determine the number of overhead staff required to manage the activities of the project workers. Guidelines are given to show which categories of staff are necessary, given the number of project workers. For example, a sub-office has less than 30 Project workers, 1 Administrative Officer, 2 Secretarial Staff, 3 Guards, 1 Office Helper, Drivers (as per project need) and 1 Mechanical Helper (appendix-3). To sum up the demand forecasting method that CARE uses, we see that the number of Project Staff needed is determined by the area of coverage of the respective project. Based on this the number and type of Overhead Staff is calculated. (ii) Supply of HR: Supply side involves two sources of HR a) internal (existing/available in the organisation); and (b) external (available in labor market). (a) internal source (or existing HR) : The need for supply forecasting arises in CARE when a new project is to be launched. As previously stated, job descriptions prepared for the different categories of employees are first matched with the in-house supply of workers already on files. These files contain information regarding age, level of education and any other special skills that an employee might have. The files are updated once a year when a comprehensive evaluation is done to determine employees’ training needs, promotions, and transferes that need to be looked into. “HR Inventories” are necessary in developing a new project because unless it is known what categories of skilled employees are available and in what numbers, recruitment connot take place. The computerized system at CARE enables them to keep these records efficiently in their human resource inventoies. The information contained in the HR inventories indicates the number of people approaching the retirement age and identifies any blockage in promotion prospects. In CARE, a five-year projection to determine the number of employees approaching retirement age is being considered. CARE has systematically compiled information regarding the number of project workers and overhead or administrative staff to calculate ratios between the two categories of workers and overhead or administrative staff to calculate ratios between the two categories of workers. -The average ratio of overhead staff to project workers comes to 41:100. In other words, for each overhead staff, there is almost 2.5 Project Workers. These ratios fluctuate between projects in various districts. Table I gives a more detailed picture of these ratios. Based on these ratios we can forecast the supply of qualified people available in CARE to take up relevant positions.
  • 18. In calculating supply of HR, the vacancies created by the employees who leave the ‘company, should be taken into account. HRP techniques must statistically estimate how many are likely to leave during a given period. This can be accomplished by using labor turnover calculations. The formula of calculating “Labor Turnover Index” or “Manpower Wastages” is : Number of leavers in 1 year Labor Turnover Index = Average employees in that year x 100 The Personnel Department at CARE calculates turnover rates of the employees every year to see the trend. These are shown in the Table 2 and 3. These rate are shown on a district basis as well as their aggregates. CARE Bangladesh has determined the total rate of turnover be 13.54%. The total turnover rate was 13.68% for the year ’88 and ’89 consecutively. The rates do not seem to fluctuate enough to be any significance. According to the Personnel Manager the highest turnover in the last 10 years was 21%. Along with external departures, HR supply forecast also be aware of internal organizational moves12. Internal moves involve promotions, transfers, and absenteeism. CARE practices the system of hiring some staff as Management trainees. These people are given training in the fields of Management, Finance and Budgeting, Personnel, Project Management while they perform their regular duties. This enables the Personnel Department to promote these highly skilled people to the higher levels of the organisation without causing any disturbances. Transfers can take place between projects in the lower levels of the organisation where specialized skills are not necessary. The reaction caused by these transfers are not significant. Project staff can get transferred every 2-3 years where as Overhead Staff may remain in the same project (s) for 5-6 years. Replacement is sought within the organisation. When a position becomes vacant, applications are sent by qualified employees to secure the post. If a lot of applications are already available then a choice can be made internally. It is the discretion of the management team to hire additional staff. Absenteeism is minimum at CARE. Employees enjoy a two day wec-kend after every 5 days of work completed. They also have 16 days of annual leave, 15 days sick leave and 15 other government approved holidays, and all with pay. Any one who goes beyond this amount of time will have to take pay cuts in their salary. The working environment in CARE is most congenial and employees look forward to working there. (b) external sources of HR : The density of population in all over Bangladesh is fairly even. If CARE wishes to set up another project, it will have to face no problem in selecting a site and choosing its employees locally.
  • 19. There has been a demand in the market place for computer programmers, female secretaries, and business administration graduates. The supply of such trained professionals have not increased to the point of matching the demand. Most of the departments at CARE are equipped with computers which are operated by that department’s employees. This may indicate that CARE makes the effort to train its employees in the necessary skills to perform their jobs efficiently. CARE in most cases, tries to recruit its employees in various positions from with-in the organisation. By filling vacancies through internal promotions and transfers, CARE has managed to capitalize on the cost it has invested in recruiting, selecting, and training its current employees. (iii) Action Plan to Overcome the Imbalance between Supply and Demand of HR: Once the net HR requirements have been determined (through the demand & supply), action plans must be-developed for achieving the desired results. If the net requirements indicate a need for additions, plans must be made to recruit, select, orient & train the specific numbers and types of personnel needed. If a reduction is necessary, plans must be made to realize the necessary adjustments13. (a) The Recruitment Plan : For an organisation such as CARE, it not necessary to forecast HR requirement for several years in the future. The absence of rapid changes in terms of expansion plans make it ideal for them to carry out the forecast on a year to year basis. The Annual Implementation Plan (AIP) sets out when and where they are needed. When a project is developed, first an in¬house search is done to find out if qualified people exist in the organisation who can fill certain positions. CARE does not hire anyone under the age of 18. Certain projects need specialised professionals such as doctors, engineers, and other technical personnel. These people are usually required from outside for the duration of the projects. Table 4 summarizes the requirement needs for various categories of employees at CARE for the year 1994. The employees are categorized into four classes: management, midlevel, secretarial, and support staff level. Since it is expected that the management level would remain intact, for the year 1994, there is no requirement for additional personnel in this category. Three in the mid-level and five in the support staff level is expected to retire by the next year. Six others from the mid-level, ten from the secretarial level and twenty seven from the support¬staff level have either a possibility of being transferred or promoted out to other projects or may leave the organisation for better prospects. Although there is to be no additional need for personnel at the management level, five at the mid level, twelve at the secretarial level and twenty at the support staff level would be required for the next year. Finally, the table suggests that for the next year and addition of 13 at the mid level, 20 at the secretarial level and 29 at the support staff level would be sufficient. (b) The Redundancy Plan: When a position no longer exists, and employee is made redundant or is retrenched. CARE has a plan of rehiring these employees if a situation becomes vacant or if the employees services are once again needed. But no retrenched employee can be hired more than twice. The retrenchment has to be approved by the Country Director. CARE maintains a policy of making redundant the last man hired in a particular category. The employees are
  • 20. compensated adequately for the loss of their jobs and are given a full months notice in advance. Redundancies usually occur when a project is phased out and if another one is not started immediately. The relieved employees are given training to cope with new responsibilities in a new project. (iv) CONCLUSIONS & RECOMMENDATIONS The success of any organisation depends on having the right people in the right job at the right time. HRP is necessary because it is not possible to go out and find an appropriate person overnight. CARE has developed a systematic planning for HR and this systematic planning for HRP helped CARE to have the right people in the right job at the right time which ultimately leaded in to the long-run success. To further increase the efficiency of HRP of CARE the following recommendations are made: (i) Turnover rates are presently being done at various district levels, which dilutes part of the relevant information. It would be meaningful to calculate the turnover at various levels of CARE as well. From this it can be seen at what level what rate of turnover is taking place and from this management would be able to focus on areas of concern. Such calculation can be carried out within the framework of existing personnel force and with very little extra effort. (ii) Succession planning identifies specific people to fill key positions throughout the organisation. Succession planning almost always involves the use of a replacement chart. A basic replacement chart show both incumbents and potential replacements for given positions. Sophisticated succession planning helps ensure that qualified internal candidates are not overlooked14. The mid-level employees of CARE would be better motivated if they can foresee their future roles along the organisational hierarchy. CARE can take up succession planning for employee, through preparing an “Organisation Replacement Chart”, to encourage them in identifying themselves in future positions in the long-run. (iii) In forecasting demand & supply of HR, CARE can further quantify it’s techniques – which will be more cost-saving, more accurate, and quicker. In forecasting demand it can use “Work- Study Techniques”, Economertic Model etc. and in forecsting supply, specially in transfers & promotions, it can use Markov-Chain technique15 etc. (iv) CARE can use a relatively new approach to human resource planning, Commitment Manpower Planning (CMP), designed to get manager and their subordinates thinking about and involved in HRP. In addition to encouraging managers and subordinates to think about HRP, the strength of CMP is that it provides a systematic approach to HRP16. Human Resource Management Practice in Partex Group of Bangladesh
  • 21. The paper entitled “A Common Currency for Bank: Is it feasible or a pipe dream.” an endeavor is made to examine the suitability of Human Resource Management Practice in Partex Group of Bangladesh for a suitable currency on the basis of three criteria viz., intensity of trade, shock symmetry and homogeneity of economies. In planning for international marketing organizations need a clear picture of the steps involved. “Strategy” gives such a picture. Their vision, unfortunately, remains unfulfilled. Despite lofty declarations and an ever inflating agenda for multi-dimensional cooperation among the seven member-states of company of Partex Group, Operators should manage their Banks’ portfolio on the basis of target customers’ needs and expectations. The outlook for change on the regional horizon woefully remains illusive. The meaning and prevalence of HRM are topics that continue to attract debate and disagreement. As a consequence, practitioners and textbook authors use a diverse and sometimes contradictory range of interpretations. We found that HRM has a variety of definitions but there is general agreement that it has a closer fit with business strategy than previous models, specifically personnel management. The early models of HRM take either a ‘soft’ or a ‘hard’ approach, but economic circumstances are more likely to drive the choice than any question of humanitarianism. The extent of adoption of HRM is also problematic, with many commentators disputing its prevalence and the evidence for adoption still slow in coming. Partex Group provides workplace psychometric assessment, personal-development courses, human resource training and consultancy and organizational research. Using highly qualified and experienced consultants (organizational psychologists and human resource professionals); our solutions are World-Class, whilst our focus is Asia. Partex Group applies Psychological methodology to the Asian workplace with local sensitivity. Our Organizational Psychologists provide consultancy in a number of areas, including design and maintenance of performance appraisal systems and assessment centers, ability and personality testing for employee selection and development, design and evaluation of employee training courses. For Partex Group, talented candidates are not just a key resource; they are the lifeblood of our business and our unique ability to reach them. Through a wide network of personal and professional referrals, one of the largest annual print advertising spends in the country, a substantial on-line advertising commitment and continuous support of professional events and associations they work with thousands of highly energetic executives seeking the next stage in their careers. Chapter – One Introduction
  • 22. Human Resources Management (HRM) is a new concept. It is a combination of HR, Accounting, Management, Financial Management and Economics. Globalization to would economy has exposed the corporate business organization to worldwide competition, mobilization of professional manpower and modern quantitative management practice. So, there are growing realization cannot achieve its goal effectively and efficiently. To face this complex management challenge, effective objectively measurable database system to measure and apply HRM information. Now-a-days, in Bangladesh, every year, and huge amount of money and talented HRM are being engaged by corporate to improve the productivity or skills o f their workforce across the country. Such huge expenditures are made with the expectation of future returns in terms of improved services to be rendered by skilled employees. In other words, organizations by investing human resources development definitely increase the service potentials embodied in human resources and these investments thus create economic assets for the organizations. Human resource (or personnel) management, in the sense of getting things done through people, is an essential part of every manager’s responsibilities, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently. “People are our most valuable asset” is a cliché which no member of any senior management team would disagree with. Yet, the reality for many organizations are that their people remain under valued, under trained and under utilized. The rate of change facing organizations has never been greater and organizations must absorb and manage change at a much faster rate than in the past. In order to implement a successful business strategy to face this challenge, organizations, large or small, must ensure that they have the right people capable of delivering the strategy. There is a long-standing argument about where HR-related functions should be organized into large organizations, e.g., “should HR be in the Organization Development department or the other way around?” The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the “Personnel Department,” mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the “HR Department” as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner. Chapter – Two
  • 23. Company Profile History of Partex Group Partex Group is among the large Bangladesh private sector manufacturing and service based enterprises, owning and operating over twenty units giving value for money to all customers. The group started modestly in 1959 in tobacco trading and with prudent entrepreneurship of our Founder Chairman Mr. M.A. Hashem today we have a stake in tobacco, food, water, soft drinks, steel container, edible oil, wooden board, furniture, cotton yarn and the IT sector. After Bangladesh was established our Chairman set up M/S Hashem Corporation (Pvt) Ltd. in Chittagong city meeting the large demand of food and materials needed for sustaining the needs of a new nation through imports. From importing to import substitution was the next logical step and the stepping stone into the manufacturing sector, which has matured to the multi million dollar diverse investment of the Partex Group today. A dedicated work force and committed board members led by our Chairman and backed by a market oriented corporate strategy has been the cornerstone of our success. Today the group has over twenty family owned private limited companies with a sizable turnover. Ours is a dynamic organization always exploring new ideas and avenues to expand and grow further. Long before environment came to dominate the development agenda. Star Particle Board Mills in the sixties pioneered an eco-friendly industry to reduce pressure on our scarce forest recourses. It is a unique combination of environmental protection and commerce; belaying most doomsayers who claim the two to be at odds. The one score and ten year successful perpetuation of our timber substitute products not only speak volumes of the foresight of Partex’s founders but also their vision of the future. They make particle board from agro-waste, mostly jute stalks, and ensure greater value to the jute growers of Bangladesh. Products are processed using modern technology to produce homogenous and strong particle board that can withstand seasonal change and are free from termite and fungal attack. These particle boards go on to produce veneered boards of various design and texture. Also door panels both plains and decorative in various finishes and sizes. In addition their produce special furniture boards, stylish furniture and even various plywood on our range of products. Beside, in house and outside training, recruits business graduates from reputed universities as management training for mainstream banking to enrich quality of human resources contributing towards operations effective and long-term sustainable results. Vision Statement
  • 24. The Sky is not the limit for us, but their expectation is within limits. Therefore, their imagination soars beyond conventional barriers. Partex Group share or destiny with their beloved motherland. They want to serve her in the greater quest for national uplift. Missionstatement To sincere traveler, the way is never too long. Partex Group believes in “progress in diversity and service through entrepreneur”. They are merchants and missionaries, doers and dreamers, entrepreneurs and professionals. They are futuristic with emphasis on creating thinking and dynamic action. v High quality financial services with the help the latest technology. v Fast and accurate customer services v Balance growth strategy v High standard business ethics v Steady return on shareholders equity. v Innovative banking at a competitive price. v Attract and retain quality human resource. v Firm commitment to the society and the growth of national economy. THE SPIRIT Enterprise is Partex Group’s spirit. Partex Group manufactures superior import-substitute consumer and industrial products. Their cutting edge precision leads to greater public utility and hygiene, with a great care for the environment and human inhabitation. It is the very ingredient that gives their organization the integrity upon which their reputation is built and we zealously guard it everyday. Many a thousand minds of their group contributed to their gathered knowledge to keep the wheels rolling that in turn leads them to goal. This cumulative strength of knowledge is required, today, to find new solutions for the manifold problems of fast- changing economic cultural and ecological milieu. Objectives:
  • 25. Partex Group is a customer focused modern banking institution thriving fast in both earning and ability to stand out as a leading banking institution in Bangladesh. They deliver unparalleled financial services with the touch of heart to Retail, Small and Medium Scale Enterprises (SMEs), corporate, institutional and governmental clients through the outlets of branches across the country. Their business initiatives center on the emerging need of the clients. Partex Groups’ client commitments are the following:  Provided services with high degree of professionalism and use of most modern technology.  Create life-long relationship based on mutual trust and respect.  Respond to customer needs with speed and accuracy.  Share their values and beliefs  Grow as their customer grows.  Offer first rated solutions of client’s problems and issues.  Provide products and services at competitive pricing.  Ensure safety and security of customer’s valuables in trust with them. Future program: The program and strategy and Partex Group have undertaken with their strengthened positioned and design to create a based from which growing and sustainable profit can be generated. They are now well positioned to exploit opportunities that arise from their own progressive activities and then the market offered. They intend to pursue strategy that will built value for their shareholders. They main focuses in 2005 will be on:  Doubling the profit  Sound financial management  Pursue innovation in our product offering.  Expand and diversified customer base.  New product introduction leading to competitive advantage.  Improved efficiency.  Up – gradation of on-line banking  Establishing new profit center
  • 26.  High level of customer services  Stronger and diversified relationship with customer  Expansion of network  To be employers and choices  Stable dividend for shareholders  Contribution to the national exchequer and for social works and many others. Company Profile: At a Glance Name of the Company: #Partex Group Date of Establishment: #1962 Name of the Chairman: #Mr. M. A. Hashem Industries & Trade Concerned: #17 Number of Group Business: #20 Target Turnover: #US $160 million (2000-2001) Estimated Growth Rate: #15% per annum Net Worth at Current Market Price: #US $150 million Distributor around the Nation: #Over 350 Products are Available Outlets: #Over 45,000 Number of Employees: #Over 7,000. GROUP MANAGEMENT Mr. M. A. Hashem Chairman Mr. Aziz Al-Kaiser Vice Chairman Mrs. Sultana Hashem Director Mr. Aziz Al-Mahmood Director Mr. Aziz Al-Masud Director
  • 27. Mr. Showkat Aziz Russell Director Mr. Rubel Aziz Director Corporate Office: Sena Kalyan Bhaban (16 fl) 195 Motijheel C/A, Dhaka 1000, BANGLADESH Phone: 880.2.955.0555 Fax: 880.2.955.6515 E-mail: mail@partex.net GROUP ENTERPRISES Star Particle Board Mills Ltd. Danish Condensed Milk Bangladesh Ltd. Danish Food Products Danish Milk Bangladesh Ltd. Amber Cotton Mills Ltd. Amber Pulp and Paper Mills Ltd. Partex Beverage Ltd. Parterx Furniture Industries Ltd. Danish Distribution Network Ltd. Partex Plastics Limited. Rubel Steel Mills Ltd. Partex Real Estate Ltd. Star Vegetable Oil Mills Limited Star Coconut Mills Limited Dhakacom Ltd. (ISP) Corvee Maritime Co. Ltd. Fotoroma Ltd. Ferrotechnic Limited Hashem Corporation (Pvt.) Ltd. Partex Limited
  • 28. Products: Boards Doors Plain Board Plain Door Veneered Board Classic Design Viniyl Board Band Design Plywood Flexible Band Melamine Faced Chip Board Panel Design HDF Moulded Wooden Door Frame CUSTOMER FOCUSED & INNOVATIVE Partex Group believes their success depends on customers. Thus, their primary value is fulfillment of customer’s needs. Their manner of achieving this success is to include value for money, INTEGRITY Partex Group is committed to conduct their business in such a way that demonstrates highest ethical standards. They believe integrity is our imperative utility to succeed in what they do. QUALITY POLICY 1. To produce goods as per customers satisfaction. 2. To select employees on the basis of qualification. 3. To keep hygienic conditions in the factory. 4. To ensure the health of the workers. 5. Continuous improvement in the quality management system Chapter – Three Objective of the study In view of the above discussion we find following objectives: 1) HR practice is in Human Resources Management.
  • 29. 2) Various steps taken by the management to develop personnel policy on the basis realistic cost-benefit analysis, to made better management decisions in HR, to adjust costs incurred in acquisition of HRM to optimize effectiveness of investment decisions. Teams or work groups exist in all organizations, ranging in nature from ad hoc to formal. However many teams have not clearly articulated their common purpose for all team members and have not invested in agreeing the team’s common way of working. Company has facilitated many teams to identify the barriers to team performance, define its core aims and deliverables, agree a team contract on how the team members will work together, and to develop team working skills. We have developed expert tools and processes to support team development and provide ongoing measures of team effectiveness, for example TDP Survey and Senior Team Development. We also said facilitation support between individuals when relationships have broken down and a new way of working needs to be contracted between individuals, groups, departments. Functional overview and strategy for HRM These issues motivate a well thought out human resource management strategy, with the precision and detail of say a marketing strategy. Failure in not having a carefully crafted human resources management strategy, can and probably will lead to failures in the business process itself. This set of resources is offered to promote thought, stimulate discussion, diagnose the organizational environment and develop a sound human resource management strategy for your organization. We begin by looking at the seven distinguishable functions human resource management provide to secure the achievement of the objective defined above. Following on from this overview we look at defining a human resource strategy. Finally, some questions are posed in the form of a diagnostic checklist for you to consider, which may prove helpful for you to think about when planning your development programs for the human resources in your organization, if they are truly “most valuable asset.” Chapter – Four Methodology We were informed in our class and providing written instruction by our teacher Maksudul Karim yet an individual assignment has to be prepared and would be submitted by the class of the semester. On the light of the assignment in HRM practice in Bangladesh.
  • 30. Developing of Data Collection We developed the research plan for collecting data and information on research problems and adjusted it in the light of the research objective. We determined what types of data, facts, figures, and information are needed for the research. Then we design our research plan considering the following issues. Primary Data Collection through Questionnaire Survey: We have used the observational approach and interview approach for collecting our required data. A questionnaire is prepared to find out the Human Resource Management Practices of Partex Group of Bangladesh. We collected the information from different sources. We had to face a lot of hardship to find this information. We visited the Partex Group at Farmgate. We also visited their offices in to different places. Secondary Data Collection: Secondary data is collected to the review of existing data from Internet, Teacher’s Notes news paper, Internet, TV news & magazine. Another source of our information was the internet. We visited the official website of the banks to collect information. For the secondary data analysis there was a limitation in data gathering. Methodology of Data Analysis: At each stage of survey, data is checked, edited & coded. By using Statistical techniques, data is summarized to find out expected result and presented that by graphical presentation. Data from various sources is coded entered into database system using Microsoft Excel Software. Preliminary data sheets are compared with original coding sheets to ensure the accuracy of data entered. Implementing the Research Plan Then we have processed the collected information. We have analyzed the information in light of our course with our objectives.
  • 31. Reporting the Finding Then we have tried to find our report findings from our research problem. Then we have drawn a conclusion and made a recommendation. Scope of the report We mainly focused on the main Human Resource Management Practices of Partex Group of Bangladesh. Chapter – Five Limitation Although we tried our best to make this report based on facts and complete information available, but we had to pass through some limitations that we believe are inevitable. We had to do a lot of hard work in order to gather all the information, carrying out the calculation and complete the assignment. We could not get much information from websites. So, we had to get appointment from the persons working there and collected as much information they allowed us to take from them, bus it is no easy to sit with them. There was lot of limitation also. First limitation was about gathering the information. Avoid some direct questions to answer. We had to visit couple of office; we also had to visit the share market. After managing information from here it wasn’t sufficient to carry out the comparison between two banks. We also took information from the internet. Our second limitation was about comparing the results. We did the calculation and then based upon the result we compared the two banks. But we had no source of justifying the comparison by any other way. That was the limitation about perfection. Another limitation was the time management. Lack of coordination from the particular management personnel. We had to do our scheduled classes, we had to study and at the same time we had manage time to go to different offices, share market and searching the internet to find information. SEU library service and other required were not available Our limitations include:
  • 32. Limitation of time: We had a little opportunity to spend enough time to prepare this type of big report within a short period of time. For this reason we have to hurry for complete this report within the time. Incomplete information: In collecting many data, we got incomplete answer from the source. That also hampers our work done correctly and in time. We also found some misleading responses. Short experience: We are in learning stage and have little experience for reporting on such a big project. We tried heart and soul to prepare the report professionally. Lack of Current Data: While preparing this report we faced a problem of lacking current and most updated data. That really made obstacles for preparing this report. Chapter – Six Literature Review Definition and Concept of HRM HRM is the set is organizational activities directed at attracting, developing, and maintaining an effective workforce. Human resource management takes place within a complex and ever- changing environmental context. Three particularly vital components of this context are HRM strategic importance and the legal and social environment of HRM.
  • 33. The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. The Concept of HRM The objectives of this section are to:  Outline the variety of ways in which HRM is defined.  Offer a working definition for the purposes of this book.  Discuss the most influential early models of HRM.  Review some of the evidence for the adoption of HRM Defining human resource management Many people find HRM to be a vague and elusive concept… Maps and models of HRM This section begins with a discussion of various approaches to HRM… The Harvard map of human resource management This is probably the most seminal model of HRM and has had a major influence on academic debate on the subject. Hard HRM The Michigan model is also known as the ‘matching model’ or ‘best-fit’ approach to human resource management. Guest’s Model of HRM David Guest’s British model of HRM has 6 dimensions of analysis Alternative HRM Models The terminology used in academic human resource literature is problematic because some authors distinguish between ‘the HRM models’ as distinct from ‘the Personnel model’. The Discourse of HRM HRM has been addressed by a number of writers from a ‘discourse’ perspective. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can’t yet afford part- or full-time help. However, they should always ensure that employees have — and are aware of — personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. The objectives of this section are to:
  • 34. Evaluate whether or not HRM has been meaningfully implemented and, if so, to what extent. * Investigate the form it may take. * Determine the principal driving forces for the implementation of HRM. * Summarize evidence for its effectiveness. * Consider trends and future developments for the human resource function. Note that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, eg, career development, training, organization development, etc. In Managing Human Resources: Personnel Management in Transition, Stephen Bach (2005:3) argues that, compared to a decade ago, much of the controversy about the definition of HRM has dissipated. He considers that, in part, this may be due to the use of a broader and more encompassing definition of HRM. However, Bach (p.4) shows that the debate has not vanished by disagreeing with Boxall and Purcell’s (2003:1) statement that HRM refers to: “… all those activities associated with the management of the employment relationship in the firm. The term ’employee relations’ will be used as an equivalent terms as will the term ‘labor management’.” Bach argues that this definition is ‘a little too broad’, stating that such a broad definition makes it difficult to:  Highlight any distinctive features or values that underpin HRM  Chart changes in the practice of HRM  Understand the controversy surrounding HRM In Bach’s opinion, HRM differs from employee relations in its focus on management practices and tendency to ignore the interests of employees. In fact, he holds quite ‘hard’ views on the nature of HRM:  HRM is unitary (employer and employee interests should coincide) with an emphasis on organizational effectiveness  The interests of other stakeholders such as employees are marginalized  There is a predominant interest on the individual firm – specifically, within the firm – focused on individual employee motivation and aspiration  There is a consequent playing down of external and collective (unionization) issues. Human Resource Management in a Business Context 2/e discuss the use and meaning of the term ‘human resource management’, present a number of textbook definitions and provide a working definition for the book:
  • 35. ‘A philosophy of people management based on the belief that human resources are uniquely important in sustained business success. An organization gains competitive advantage by using its people effectively, drawing on their expertise and ingenuity to meet clearly defined objectives. HRM is aimed at recruiting capable, flexible and committed people, managing and rewarding their performance and developing key competencies.’ Adopting HRM. Human resource management has been presented as a radical alternative to personnel management (…) consisting of exciting, modern ideas which would replace the stale and ineffective prescriptions of personnel management. In fact, the process of transition has been slow. The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disruptive to existing employees. Also, it takes time to develop ‘cultural awareness’, product/ process/ organization knowledge and experience for new staff members. The Impact of HRM After all, this is the justification implicit in HRM models for valuing the human resource above all others. The following were given as possible explanations:  Insufficient research. Not because of lack of effort but due to the absence of clear, agreed frameworks within which to conduct comparative research. The root cause of this was perceived as HRM’s own ambiguity. How were we to look for evidence of HRM and its effects if we had no agreement on what HRM was?  Intangibility. If people are an ‘intangible resource’ we have an insurmountable problem – by definition intangibles are immeasurable! Since then, progress has been made in conceptualizing the problem and measuring results (…). For example, that ‘low-road’ practices – including short-term contracts, lack of employer commitment to job security, low levels of training and unsophisticated human resource practices – were negatively correlated with corporate performance. In contrast, they established a positive correlation between good corporate performances and ‘high-road’ work practices – ‘high commitment’ organizations or ‘transformed’ workplaces. They also found that HR practices are more likely to make a contribution to competitive success when introduced as a comprehensive package, or ‘bundle’ of practices. 1. Use of technology to communicate with employees. 2. Rising health care costs.
  • 36. 3. Increased vulnerability of intellectual property. 4. Managing talent. 5. Greater demand for high-skilled workers than for low-skilled workers. 6. Labor shortage. 7. Change from manufacturing to information/service economy. 8. Increase in employment-related government regulations. 9. Focus on domestic safety and security. 10. Ability to use technology to more closely monitor employees. These views represent an American perspective, but practitioners in other countries would probably identify with a number of these trends. (…) HR function is clearly shifting from being a “service provider” to a “business partner” but the requirements and needs of this new role can also be met by line managers or external providers. Hence the change of roles is both an immense opportunity and a threat for human resource managers. Considers that the HR function of the future will be significantly from that in the past and that organizations need to recognize this in order to make the most of knowledge workers and knowledge professionals. According to and strategic literature is increasingly emphasizing intellectual capital, learning processes and organizational adaptability. They argue that HRM specialists could play a central role because questions of how to attract motivate and develop workers with scarce but critical abilities, and developing effective processes of work organization are fundamental to knowledge-based competition. Importance of HRM Prior to the mid- 1960s personnel departments in organizations were often perceives as the “health and happiness” crews. Their primary job activities involved planning company picnics, scheduling vacations, enrolling workers for health-care coverage and planning retirement parties. That has certainly chanted during the past three decades. Federal and state laws have placed man new requirements concerning hiring and employment practices in employees. Jobs have also changed. They have become more technical and require employees with greater skids. Furthermore, job boundaries are becoming blurred. In the past, a worker performed a job in a specific department, working on particular fob risks with others who did similar fobs. Today’s workers are just as likely, however, to find themselves working on project teams with the various people from across the organization. Others may do the majority of their work at home – and rarely see any of their coworkers. And of course, global competition has increased the importance of organization improving the productivity of their work force, and looking globally for the best-qualified workers, this has resulted in the need for HRM specialists trained in psychology, sociology, organization and work design and law.
  • 37. Federal legislation requiem’s organizations to hire the qualified candidate without regard to race, religion color, sex, disability, or national origin- and someone has to ensure that this is done. Employees need to be trained to function effectively within the organization land again, someone has to oversee this. Furthermore, once hired and trained the organization has to provide for the contriving personal development of each employee. Practices are needed to ensure that these employees maintain their productive affiliation with the organization. The work environment must be structured to induce workers to stay with the organization, while simultaneously attracting new applicants. Of course, the someone’s we refer to those responsible for carting our activities are human resource professionals. Today, professionals in the human resources area important elements in the success of any organization. There require a new level of sophistication. Human resource and employee personal-development courses are founded upon the principles of psychology in the workplace. Some courses are competency-based and provide practitioners with skills to appropriately assess and develop employees at work. Also plays a part in every employee’s development through the provision of courses such as Time Management, Stress Management and Conflict Resolution. Additionally, we are involved in team-building and motivation events, as well as skills development for those who are seeking employment. But it also creates a new difficulty for managers and supervisors – because they need to understand and act on the new model of HR Management and learn the necessary distinctions between the old management and the new empowerment style. This workshop is designed to provide a Manager or Supervisor of any function with some `real life tools` and `tips` to become an empowering leader and establishes their credibility as an effective supervisor. Topics to be Covered  Establishing Your Credibility  Maintaining Human Relationships  Employee Motivation  Effective Delegation  Performance Review  Counseling Employees  Interviewing and Hiring  Rewarding and Disciplining Employees  Succession Management  Training Needs Assessment  Empowering your employees Industrial Revaluation: The process of change from an agrarian handicraft economy to one dominated by industry and machine manufacture. This process began in England and from there spread to other parts of the world. The characteristics of the society before industrial revaluation
  • 38. lsmall scale production lFamily or group based production at home luse of small hand tools lBarter system ldistribution in limited areas Causes for occurrence in Great Britain lA dense population for its small geographical size lLocal supplies of coal, iron, lead, copper, tin, limestone and water power lIntroduction of steam power (fueled primarily by coal) lThe introduction of power engine at factory lMajor changes in distribution of production due to the introduction of rail engine Major impacts of industrial revaluation lDuring industrial revaluation child labor grew far more abusive than ever before lInhuman housing situation lMany weavers found themselves suddenly unemployed since they could no longer compete with machines lThe abolition of feudalism lImproved transportation system lSupply of products in large quantities at cheap rate. Functions of HRM Human resources are critical for effective organizational functioning. HRM (or personnel, as it is sometimes called) was once relegated to second class status in many organizations but its importance has grown dramatically in the last toe decades. Its new importance stems from increased legal complexities the recognition that human resources are a valuable means for
  • 39. improving productivity. And the awareness today of the costs associated with poor human resource management. Indeed, managers now realize that the effectiveness of their HR function has a substantial impact on the bottom line performance of the firm. Poor human resource planning can result in spurts of hiring followed but layoffs- costly in terms of unemployment compensation payments, training expenses and morale. Haphazard compensation systems did not attract, keep and motivate good employees reassigns discrimination lawsuits. Consequently, the chief human resource executive of most large business is a vice president directly accountable to the CEO and many firms are developing strategic HR plans and integrating those plans with other strategic planning activities. Guest’s model of HRM David Guest’s (1989, 1997) model of HRM has 6 dimensions of analysis:  HRM strategy  HRM practices  HRM outcomes  Behavior outcomes  Performance outcomes  Financial outcomes The model is prescriptive in the sense that it is based on the assumption that HRM is distinctively different from traditional personnel management (rooted in strategic management, etc.). It is idealistic, implicitly embodying the belief that fundamental elements of the HRM approach (essentially those of the Harvard map) such as commitment have a direct relationship with valued business consequences. However, Guest has acknowledged that the concept of commitment is ‘messy’ and that the relationship between commitment and high performance is (or, perhaps, was – given the age of this material) difficult to establish. It also employs a ‘flow’ approach, seeing strategy underpinning practice, leading to a variety of desired outcomes. Like its American predecessors, this UK model is unitarist (tying employee behavior and commitment into the goals of strategic management) and lukewarm on the value of trade unions. The employee relationship is viewed as one between the individual and the organization. All the above are important to a manager when seeking to achieve optimum productivity levels from available resources by marrying scientific management principles to a human relations approach.
  • 40. 1. Human Resource Policies The OECD has introduced several human resource policies. For example, policies exist in the following areas: equal opportunities, training and development, sexual harassment, non-smoking, part-time work and spouse support and employment. 2. Job Vacancies/Who can apply/How to apply This section covers who can apply for OECD vacancies and how to apply. It is important to read this section before moving on to the list of job vacancies. 3. Salary and Benefits A summary of the conditions of service for established staff members contained in this section is intended for use as a guide only. 4. Staff Categories This section describes the types and grade structure of positions at the OECD. This information will give you an idea of the level or type of job you would be suited for before moving on to look at our list of vacancy notices. 5. Other Programmers  Trainees This section explains how OECD hires trainees and how to apply.  Young Professionals Programmed Please note that the Young Professionals Programmed vacancy for 2006-2008 was published on our Website from November 18 to December 14 and it is now closed. The next opening is scheduled for the last quarter of 2007. Here you will find full information and recruitment procedures for this 2-year Programmed. Every two years, the OECD recruits the highest quality professionals to work in 2 different directorates of the Organization. It is a highly competitive programmed that attracts approximately 2,500 applications for seven posts.  Support Staff The OECD recruits support staff (eg secretaries, administrative assistants and statistical assistants) on a regular basis. Recruitment for this category of staff however is local, i.e. from within France, in most cases. Appointments are for an initial temporary period. There are however opportunities for extension of these appointments and there are many opportunities for permanent positions. Fombrun et al identified four common HR processes performed in every organization:
  • 41.  Selection: matching people to jobs  Appraisal of performance  Rewards: emphasizing the real importance of pay and other forms of compensation in achieving results  Development of skilled individuals These processes are linked in a human resource cycle. The matching model has attracted criticism. At a conceptual level, it is seen to depend on a rational, mechanical form of organizational decision-making. In reality, strategies are often determined and operational zed on a more intuitive, political and subjective level. Certainly, the decision-making is more complex than the model allows. It is also both prescriptive and normative, implying that the fit to business strategy should determine HR strategy. Randall Schuler and colleagues subsequently presented a more complex version of the matching model that took into account significant wider factors such as technology, organizational structure and size, unionization and industry sector. These accounts were heavily influenced by Michael Porter‘s writing on business strategy. This section gives a contemporary historical perspective on the concept of productivity. Though the word and concept is a fairly recent phenomenon the search for an optimum application of resources, human and other, to complete projects has been around a long time. Attitudes to work will be explored in this introductory section. Key developments during the Industrial Revolution, the rise of scientific management and its counterweight the human relations school of management will be explored from a historical perspective. In addition a view of the challenges faced, in terms of the contemporary role of management is offered. To an alarming degree, the author has found during his career that the biggest factor holding back employee productivity is the attitude of the manager / leader towards his / her followers. The article on the self-fulfilling prophecy explores this concept. A non-technical appreciation of job design and work organization is given to clarify and systemize the process. All samples pro forma are included in the PDF version. The services offered by a modern HR department are explored and clarified, together with a diagnostic check list to help identify critical human resource issues. Job analysis A job analysis is a systematic exploration of the activities within a job. It is a technical procedure used to define the duties, responsibilities, and accountabilities of a job. Their analysis “involves the identification and description of what is happening of the job … accurately and precisely identifying the required tasks the knowledge and the skills necessary for performing the and the condition under which they must be performed.
  • 42. Job analysis methods: The basic methods that HRM can use to determine job elements and the essential knowledge, skills, and abilities for successful performance include the following: Observation method: A job analysis technique in which data are gathered by watching employees work. Technical conference method: A job analysis technique that involves extensive input from the employees’ supervisor. Diary method: A job analysis method requiring job incumbents to record their daily activities. Individual interview method: Method meeting with an employee to determine what his or her job entails. Group interview method: Meeting with a number of employees to collectively determine what their jobs entail. The Manager’s Human resource Management Jobs: Most writers agree that there are certain basic functions all managers perform. These are planning, organizing, staffing, leading and controlling. In total they represent what managers call the management process. Some of the specific activities involved in each function include:
  • 43. Planning: Establishing goals and standards developing rules and procedures developing plans and forecasting. Organizing: Giving each subordinate a specific task, establishing departments, delegating authority to subordinates, establishing channels of authority and communication, coordination the work of subordinates. Staffing: Determining what type of people should be hired, recruiting prospective employees, selecting employees, setting performance standard, compensating standard, evaluating performance, training and developing employees. Leading: Getting others to get the job done, maintaining morale, and motivating subordinates. Controlling: Setting standards such as sales quotas, quality standards, or production levels, checking to see how actual performance compares with these standards, taking corrective action as needed. HRM is the process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health and safety, and fairness concerns. The topics we’ll discuss should therefore provide you with the concepts and techniques need to carry people or personnel aspects of your management job. These include: 1. Conducting job analyses (determining the nature of each employees job) 2. Planning labor needs and recruiting hob candidates 3. Selecting job candidates 4. Orienting and training new employees 5. Managing wages and salaries(compensating employees) 6. Providing incentives and benefits 7. Appraising performance 8. Communicating(interviewing, counseling, disciplining) 9. Training and developing managers 10. Building employee commitment 11. And what a manager should know about: 12. Equal opportunity and affirmative action
  • 44. 13. Employee health and safety 14. Handling grievances and labor relations. Human resources planning They need for human resource planning may not be readily apparent .However an organization that does not do planning for human resources may find that it is not meeting either its personal requirements or its overall goals effectively .For example ,a manufacturing company may hope to increase productivity .With new automated equipment ,but if the company does not start to hire and train to people to aspirate the equipment before installation ,the equipment may retain idle for ,weeks or ever months .Similarly an-all male ,all-white organization that does not plan to add women and minority group member to its staff may well have travel maintaining high performance and its also likely to become the in a civil rights lawsuit .Planning for human resources is a challenging task today ,given the increasingly competitive environment ,projected labor shortages ,changing demographics and pressure from government to protect both employees and the environment .The HRM can have a significant effect on an organization in a number of ways ,depending on what goals a company choose to focus. Objectives of Human Resource Planning Human resource planning has some objectives .For the fulfillment of these objectives human resources management undertake some activities and program .If all these activities are properly done and programs are undertake ,that can determined the efficiency of HRM .However the object of HRM can be mentioned in the following paragraphs: 1 .To Use Human Resources: The first objective of HR is to ensure optimum use of human resources .It means proper distribution of functions among the employees. 2 .To Forecast Future Skills: Second objectives of HR planning are to forecast whether required skills may be available or not .If it is seen that HR will not be available in future as per desire necessary steps can be taken just in the planning. 3 .TO Asses HR Requirements: Reasonable number of human resources is required for efficient and timely performance or organization activities .HR planning can help the management to ass’s future HR requirements properly. 4 .To Provide Control Measures: Proper control measure can help in ensuring discipline in the organization .HR planning determines the accurate number of human resources and satisfies its demand.
  • 45. 5 .To Determine Recruitment Level: HR planner must determine an established recruitment level .If not well-conceived and well accepted recruitment level or policy can be determined, he will not be able to recruit right people. Method of recruitment The historical arithmetic relationship between recruitment leads and invitees, invitees and interview, interviews and offers made and offers made and offers accepted. Some employers use a recruiting yield pyramid to calculate the number of applicants they must generate to hire the required number of new employees. The company knows it needs 50 new entry level accountants next year. From experience the firm also knows the ratio of offer made to actual new hires is 2 1 about half the people to whom its make offer accept them. Similarly the firm those that the ratio of candidates interviewed to offer made is 3 to 2 while the ratio of candidates invented for interviews to candidates actually interviewed to be about 4 to 3. Finally the firm knows that of six leads that come in from all its recruiting efforts only one applicant typically get an interviews- a 6 to 1 ratio Goals:  Are the goals clearly communicated so employees can understand them at corporate, departmental and individual level?  Do employees agree and support the goals and believe in their achievability? Structure:  Is the structure appropriate to achieving the goals and are the negatives inherent in the structure minimized, and the strengths maximized? Relationships:  To what extent do relationships contribute to the
  • 46. achievement of the business goals?  What barriers have to be removed to ensure that the interpersonal, inter-unit and technology relationships operate effectively when people need to work together to deliver the goals? Climate:  Is there sufficient morale and recognition to sustain the motivation of employees?  Are the differences between good average and poor performance levels recognized and dealt with effectively? Leadership:  Do leaders at all levels define goals and empower employees to deliver them?  Do leaders deal with the conflict and barriers that inhibit individual and team performance? Process:  Are there sufficient coordination and integration processes for the delivery of the goals?  Is there sufficient management information for the performance of work and sufficient process innovation to meet changing requirements? Definition of Selection Selection activities typically follow a standard pattern, beginning with an initial screening interview and concluding with the final employment decision. The selection process typically consist of eight process: 1) initial screening interview 2) complication the application from. 3) employment tests. 4) comprehensive interview. 5) background investigation. 6) a conditional job offers 7) medical or physical examination 8) the permanent job offer. Each steps in the process seeks to expand the organizations knowledge about the applicant’s background, abilities, and motivation and it increase the information from which decision maker will make their prediction and final choice. Method of selection: As a culmination of our recruiting efforts, we should be prepare to initiate a primarily review of potentially accepted candidates. This initial increasing is in effect a two step procedure: 1) the screening of inquires and 2) the provision of screening interviews. What assessed?
  • 47. Technical skills Phase 1- Applicants complete application and watch an interpersonal skills one hour video about the work environment. Technical performance Leadership Problem solving skills Phase 2- Applicants complete Department of employment services situation judgment inventory- measuring one’s ability to work in a team and other interpersonal skills. Phase 3- Applicants participate in a four-hour program designed to assess individual and group problem-solving skills. Screening experts observes applicant. Assemble line applicant also participate in a five hour assembly simulation. Phase 4- one hour interview with a group of interviewers. Phase 5- Conditional employee. Applicant undergoes two and one half hour of physical and substance testing at an area and hospital. Phase 6- employee is closely monitored by seasoned employees who assess job performance for the next six months. The tool provides insight to understand these issues in a business. In principle it is an employee survey but it is unique in its use of a generic theoretical model. Its wide use in the market facilitates an organization to bench mark against other leading employers, including multinational corporations and government agencies. Strategic Human Resource Process Mobilizing and managing human assets has become one of the most critical factors for organizational success. Experience and research indicates clearly that maximizing the contribution of all team members requires a systemic approach that relies on three characteristics:  Alignment of individual and team behavior and goals with organization values and strategies
  • 48.  Integration of human asset applications into a common set of processes based on common success criteria  Distribution of accountability and learning using enabling tools and technology helps organizations both refine or augment selective parts of their human assets systems and design and implement comprehensive people strategies. Frequently we are asked to:  Create a vision, values and supporting competencies  Generate a goal-setting approach  Create talent identification and pipelining process  Produce a human assets management approach (i.e., ensuring availability, mobilization and development of the right people for the right projects and/or positions  Develop a process, tools and support materials for creating a learning organization  Integrate the core human asset management applications (e.g., hiring/selection, assessment, development, learning and performance management) into a common process These resources will include information on the following themes:  An overview of recruitment and selection,  Preparing to recruit,  Accessing potential applicants,  Selection processes,  Making quality selection decisions, and  Post decision processes. The primary functional areas of the consolidated department are: 1. Regional and Community Planning 2. Planning Applications 3. Subdivisions and Development Approvals 4. Permits and Inspections Salary and Benefits The basic salary is specified in the offer letter and is payable in euros, as are all other allowances (family allowances, expatriation and installation). Emoluments (basic salary and allowances) are payable in arrears, with the exception of the installation allowance which is payable on taking up duty. Family Allowances Family allowances comprise a head of household allowance paid under certain conditions, an allowance for each dependent person other than the spouse, as recognized by the Organization. Annual leave and holidays
  • 49. Annual leave amounts to two and a half working days for each month of service. Working days (8 hours per day) are Monday to Friday inclusive, and French public holidays are observed. The Medical and Social System The Medical and Social System of the Organization has an excellent and comprehensive medical and social scheme. This includes paid sick leave and paid maternity leave. The healthcare insurance covers staff members and their families. Pension Scheme All staff members are required to subscribe to the Pension Scheme at the rate of 9.2 per cent of their basic salary. The maximum age for retirement is 65, but staff members are entitled from the age of 63, and after at least 10 years of service, to a pension amounting to 2 per cent of the final basic salary per year of service up to a maximum of 70 per cent for 35 years of service. A reduced pension can be paid to retiring staff members from the age of 51.The regulations provide for other benefits in the case of disablement and death. Traveling and removal expenses On the same occasion, and under certain conditions, the cost of removal of furniture and other personal effects is paid by the Organization. Currency transfer Staff members receiving an expatriation allowance may transfer through the Organization up to 50 per cent of their total emoluments to the country of which they are nationals or to country of residence at the time of appointment. Employee Involvement in Practice Employee Relations ‘Employee Relations’ is a relatively new term which broadens the study of industrial relations to include wider aspects of the employment relationship, including non-unionized workplaces, personal contracts and socio-emotional, rather than contractual, arrangements. This is an area with diverse ideological underpinnings and political ramifications. Governments have taken an active part in determining its conduct. In Europe, harmonization is leading to the establishment of works councils across the EU, giving a new role for collective representation.
  • 50. Human Resource Management in a Business Context provides an international focus on the theory and practice of people management. A thorough and comprehensive overview of all the key aspects of HRM, including case studies, articles from HRM Guide and other sources, key concepts, review questions and problems for discussion and analysis. Employee relations as an activity In many developed countries the industrial relations of the 1950s to the 1970s depended on the existence of company rules and regulations which served the purpose of clarifying what was expected of both employees and employers. Since then, the move towards flexibility and empowerment of staff has resulted in ‘fuzzier’ boundaries between required behavior and that which is regarded as inappropriate. Employees – particularly managers – have been given greater discretion on decision making in free market economies. This has been encouraged by ‘neoliberal’ governments throughout the world. Within the European Union, however, there has been a countervailing emphasis on formal rules because of the predominance of social market economies at the heart of the community. Typically, most large organizations continue to have formal rules on:  Timekeeping  Absence  Health and safety  Gross misconduct  Use of company facilities  Discrimination The enforcement of such rules is a sensitive issue, requiring some form of formal or informal disciplinary system. Discipline is not only negative, in the sense of being punitive or preventative; it also makes a positive contribution to organizational performance. An effective organization cannot survive if its members behave in an anarchic way. Order within an organization depends on an appropriate mixture of each of these forms of discipline. Within the context of HRM, however, the emphasis has moved away from managerial discipline towards self and, especially, team discipline. Nevertheless, most organizations continue to have institutionalized disciplinary procedures, largely determined by management. Implications of Employment Law This 1-day workshop will provide delegates with information on the practical application of employment law and highlight their responsibilities in how to maintain an effective and legal working environment Workshop Contents The workshop will provide delegates with an understanding of the application of Employment Law and will address the ways in which the law impacts on the whole employment process. It enables participants to understand their role – through their behaviors, practices and policies – in upholding employment law. The following areas will be covered:
  • 51.  Employment Law – The Framework  The Contract of Employment  Equality/Recruitment/ Sexual Harassment/ Bullying  Organization of Working Time  Discipline, Grievance & Unfair Dismissals  Leave Arrangements – statutory and non-statutory Workshop Aims & Learning Objectives The learning aims of the workshop are outlined below. Session One – Employment Law  To understand the background and framework of employment law in Ireland  To know the cornerstones of employment law Session Two – The Contract of Employment  To identify employee and employer rights  To know the impact of legal changes on contracts, including those offered to full-time, part-time and fixed-term or temporary employees  To reinforce the elements of a positive work environment  To know the process for termination of employment Session Three – Equality & Harassment Legislation  To learn about equality legislation  To understand what is defined as discrimination  To be aware of the implications of this legislation regarding recruitment practices  To understand the impact of equality and health & safety legislation on harassment, sexual harassment and bullying  To know how to handle complaints  To recognize the organizations obligations in these areas Session Four – Organization of Working Time  To understand the key points of the Organization of Working Time Act 1997 and Record Keeping Regulations 2001  Understand the practical implications for managers Session Five – Discipline and Grievance Procedures  To understand the purpose and steps of the disciplinary procedure and the grievance procedure  To clarify the link between performance management and discipline
  • 52.  To know about the Unfair Dismissals Act and cases taken under it  To understand the impact of not dealing with issues Session Six – Leave of Absence  To know the key points of the legislation covering Maternity Leave, Adoptive Leave, Parental Leave, Force Majuro Leave and Career’s Leave  To distinguish between statutory and non-statutory leave This workshop is available on a public and in-house customized basis. It is highly participative and will outline the legislation, and address best practice in the areas covered for managers and supervisors who deal with people issues. Human Resource Policies Equal opportunity Equal opportunity and treatment between men and women is a fundamental principle of HR policy. Actions to give effect to this principle have meant that, over recent years, recruitment and retention patterns have gradually changed to give women a larger presence in the Organization’s staff. The situation could still be improved however because, as elsewhere, women are not equitably represented at all levels: their participation continues to be largely at the lower grades. Training and Development It is the policy of relevant training for its staff to obtain and maintain the mix of skills and knowledge needed to achieve the highest level of performance in accomplishing the mission and objectives. Training, as one element of an integrated personnel management system that includes recruitment, performance management, career management, is one important means of learning. Sexual harassment Any type of harassment at work, or in connection with work performed on behalf of the Organization, will not be tolerated and may give rise to disciplinary action. This includes any action which constitutes sexual harassment. Non-smoking policy The protect non-smokers from the effects of smoking, and to help smokers to give up smoking if they so choose. The Organization’s collective areas are non-smoking (except areas set aside for smokers). Shared officers are considered to be collective areas, and are therefore non-smoking. Part-time work
  • 53. New officials may be directly recruited to work part-time. The duration of part-time work may be from 50 to 90 per cent of normal working hours and may be scheduled in various ways on a daily, weekly, monthly or annual basis. Spouse support and employment Organizations, when managing the recruitment of expatriate staff, are becoming increasingly sensitized to the needs of the family unit. Many such organizations have therefore introduced a spouse programmed to help the spouse make the adjustments necessary before the move takes place. Specialist Employment Law Training and Services As Ireland’s leading provider of HR information, with 1,500 customers of our foremost publication, Personnel Policies and Procedures: The Law in Perspective Graphite’s research and analysis of new legislation and emerging trends keeps us at the forefront of HR practice in Ireland. Based on our expertise we are the supplier of choice in the following areas: Development of HR Policies and Procedures Due to the complexity of employment legislation, many organizations require support in the development and production of employee contracts, policies and handbooks. We seek to build on policies and practices already in place and take account of an organization’s culture, while achieving legal compliance in policy and practice.  HR Policy review and development  Employee Handbooks  Employee Contracts  HR Audits and compliance analysis Implications of Employment Law for Managers The complex nature of our legislation and working practices requires managers to be at the forefront of implementing HR policies. Managers and supervisors need to fully understand the legal implications of day to day management activities such as refusing annual leave, absence management, dealing with grievances, interviewing and bullying allegations. Graphite provides a series of practical workshops to enable managers carry out these activities in a compliant and effective way:  Implications of Employment Law  Managing Discipline and Grievance  Selection Interviewing Skills Managing Dignity and Diversity
  • 54. The progressive equality legislation in Ireland dictates that Dignity and Diversity awareness is disseminated, and policies and procedures are put in place to provide all employees with a safe working environment, free of discrimination, harassment or bullying. We use our expertise to support the development and communication of polices and complaints procedures, and provide expert training for employees nominated for Support Contact or Investigator Roles:  How to Manage Dignity and Respect (Policy Briefings)  Managing Dignity and Diversity in the Workplace  Train the Designated Contact Person  Investigator Training Resolution of Issues Whilst we advocate the use of informal methods of complaint resolution whenever feasible, at times objective investigation and analysis has to come from an external source. This is especially true when complex issues have built an internal legacy which is difficult to unravel, and when internal expertise is insufficient to resolve issues. We support resolution through:  Facilitation  Mediation Service  Investigation Support Service Our experts provide up to date input on the impact of current and new employment legislation, the requirements for day to day compliance, the responsibilities of managers and HR, and provide relevant skills practice, case examples and exercises. Chapter – Seven Analytical Part Employees Selection Criteria The selection of the employees as a Partex Group is very complicated and difficult during the visiting time we know about it. The men/women who want to participate as an employee in this organization should have to drop the C.V here. Then the selection committee have choose a very few among them and call them for a written test. After that those who passed the test then they will have to give an interview to the selection members. If he qualified all this then he will be an employee. The process of the HRM department is same. ‘You don’t need to be a graduate associate in order to fast-track. It’s dependent on how well you’re doing and how much potential you have. You could be a very high-performing employee, but that does not mean you can manage very large businesses.
  • 55. Purpose Partex Group’s main purpose is to manage the internal customer. Their main objective is to make the customer satisfied. Their motive is to solve each problem arises within the customer. Make the life of people easier & more comfortable. They give the full satisfaction to the customer about the any kinds of errors. They help staff to ‘use their strengths in their jobs and for them to be successful because everything we do in HR has to be linked to performance’. ORIENTATION A new class of Partex Group’s Human Resource Management begins each July, the beginning of in the fiscal year. The program kicks off with two days of orientation. During these days an introduction to the program and the Partex Group is provided. The Trainees also learn about their first rotational assignment. These opening days provide the opportunity to meet one another and to meet personally with a number of Partex Group Human Resource Management System officials. MONITORING AND SUPERVISING Meet with supervisors and mentors, both of whom play a major role in Partex Group career development and training. They serve as advisors and aid the throughout their rotations. The mentor is a unique aspect of the Human Resource Management Trainee program. The mentor guides the overall professional career development of the Partex Group. The mentor also acts as teacher, counselor, motivator, and confidante to support and facilitate HRM them skill development. The mentor’s role is to take a long-term view in the Trainee’s career development and encourage doing the same in Partex Group. The mentor assists the HRM in the understanding of the technical, administrative, social and political systems within which Human Resource employees function. The mentor helps enable the HRM to shape realistic and reachable career expectations Partex Group supervise develops the training plan for provides orientation to the sponsoring agency. The supervisor is responsible for planning, coordinating, and conducting them developmental activities and evaluating progress. The supervisor also assigns work to the Trainee that will encourage technical competencies and career growth. The supervisor evaluates the overall performance of provides input on the assignment that the Partex Group will be provided after the initial training year. ROTATIONAL ASSIGNMENTS Typically have four rotations within the Partex Group’s Human Resource System. About every three months, they move to another program area within a different agency. The rotation types are assigned to accommodate the training plan of the needs of the sponsoring agency and Partex Group. The scheduling of the rotations allows the Trainee, supervisor, and mentor to have some
  • 56. degree of choice in both the variety and agency of the rotations. Depending on the needs of the agency, the Partex Group the personal training plan, and the requirements of the program, each rotation can be specialized to one functional area or may be generalized to encompass several areas. Through the rotational assignments, they are exposed to the many program areas within the Partex Group’s Human Resource Management System. These rotational assignments include comprehensive orientations to the functional responsibilities, organizational structure, and program areas of the agencies. Work-related projects are assigned to further enhance the knowledge and understanding of how the Partex Group functions. Assignments may include experiences in the following areas: 1Job Classification, 2Labor Relations, 3Equal Employment Opportunity, 4Employee Benefits, 5Special Projects, 6Health and Safety, 7Recruitment and Placement, 8Training and Development, 9 HR Research, Project, 10 Design, & Evaluation, 11HR Systems & Computer Applications. JOB CLASSIFICATION Job Classification is a core rotation that all will experience. In this rotation, the Partex Group will gain an understanding of the responsibility of job descriptions, use of class specifications, classification principles, and other key Human Resource of Partex Group topics. The Trainee will develop skills in interviewing and questioning techniques, report writing, use of database for job classification, and application of job classification principles. LABOR RELATIONS Labor Relations is another core rotation of the program that Partex Group will experience. In this rotation they will gain an understanding of investigation procedures, grievance procedures, discipline concepts, arbitrations, and the conduct of labor-management meetings. EQUAL EMPLOYMENT OPPORTUNITY (EEO) In this rotation the HRM of Partex Group will learn about EEO program plans, principles of discrimination, and utilization of workforce and job group analysis. They will develop skills in EEO program plan development, investigation and resolution techniques, design and conduct of EEO training plans, and advising managers and supervisors regarding EEO issues and principles of non-discrimination. EMPLOYEE BENEFITS Employee Benefits will give insight to the benefits available to Partex Group employees; Unemployment and Worker’s Compensation programs; the handling of leave provisions and holidays; and the relationship between benefits and the bargaining process. They will learn skills in processing benefit program actions; monitoring, analyzing, and evaluating benefit program cost; and counseling employees regarding benefits.
  • 57. SPECIAL PROJECTS Partex Group may have a rotation that includes many disciplines. The special projects will help to develop skills in independent research, team participation, and report writing. EMPLOYEE HEALTH AND SAFETY In an Employee Health and Safety rotation, Partex Group will gain an understanding of the, which offers employees and their families assistance with personal problems; safety programs in agencies; the role of unions in job safety; and Partex Group’s safety codes, regulations, and standards. RECRUITMENT AND PLACEMENT In Recruitment and Placement, the Partex Group will learn the application and testing process for Civil Service positions; the mechanics of hiring and promoting within the Partex Group; and the roles and responsibilities of agency Recruitment and Placement sections. The Trainee also will gain skills in interpreting and applying rules, regulations, procedures, and contract provisions. TRAINING AND DEVELOPMENT Partex Group assignments in Development will offer learning in a variety of areas. These include training needs assessment, performance consulting and improvement, classroom presentation and facilitation skills, supervisory and management training, and technical training methods. Other HRM they development will encompass procedures for contracting for training, conference planning and management techniques, and the providing of outside training seminars to Partex Group staff. HR RESEARCH, PROJECT DESIGN, AND EVALUATION A rotational assignment in this area will provide the Partex Group with an opportunity to be involved in the design and development of a new Human Resource program or the evaluation of existing programs. Assignments may include participation on teams that are installing a new Human Resource Management System program or the evaluation of an agency as part of a Human Resource Management Review. HR SYSTEMS AND COMPUTER APPLICATIONS The Human Resource Systems and Computer Applications rotation promotes an understanding of Partex Group how positions are filled; how time and attendance is reported; alternate work schedules; how Human Resource and payroll transactions are processed; and the procedures for maintaining, accessing, and releasing employee personnel information. TRAINING
  • 58. The training of the HRM of Partex Group does not rest solely on the supervisor, mentor, and rotational assignments. They reunite regularly for formal training classes from the Governor’s Office of Administration. The formal training consists of lectures by Commonwealth professionals, tours of Partex Group facilities, and group learning activities. The core training focuses on traditional Human Resource areas, including labor relations, job classification, training and development, benefits, EEO, pay, recruitment, HR systems and computer applications, research and evaluation, and safety and health. Partex Group also may participate in formal training that is offered through their rotational agencies. Agency-offered training allows the Trainee to develop specific technical skills that will benefit their work in their rotational agencies. PLACEMENT Upon the successful completion of their rotational assignments, Human Resource Management of Partex Group will be placed within the agency in which they began their rotations or another suitable position. At this time they will attain permanent status at the level of Human Resource Analyst 1 or Equal Opportunity Specialist 1. Chapter – Eight Findings Partex Group put together an experienced staff to design and merchandise, source and buys raw materials, develop product and components, and coordinate multi process embellishment and technical cut and sew operations. They ship finished product to either distribution or retail from their based distribution center. Partex Group does it fast and do it right! Today, supervisors and managers are urged to follow a new model, a more compassionate, collaborative approach to leadership and Human Resources Management based on a philosophy of individual empowerment and team effort – much different than the model of cold authority figures. This modern approach to supervision and HR Management engages more workers’ intelligence, creativity, motivation and loyalty. It tends to reduce absenteeism and turnover, while increasing productivity and problem solving ability. For my point of view the company should keep its young employees. Every potential junior auditor one day because a senior sufficient facilities and careful observation can brings success of these prospective trainee officers. After get appropriate training, they develop the many skill necessary to become good auditor. Conducted by research basic work and investigation my point of view the company should do to keep its young employees. We find out some point which is as below: 1. Lack of experience of junior member which covered by the senior member of the Partex Group. 2. More productivity, Partex Group attention is usually focused on the work being produced. This is helpful to achieve the organization goal.
  • 59. 3. Junior auditors can learn many things about senior auditors working activity and others which is help to build their career as a “the next supervisor” 4. Less careful about junior officer. 5. Always try to measure quantity not quality. 6. Less careful about their further career development. Different type’s organization follow different types of philosophy for my point of view in this case working combination way such as team work or friendly manner as a result it reduce the turnover rate and enhance the satisfactory land which is helpful to organization goal. In addition to Investigator Training, Graphite provides an Investigation Service which has two types of service offering. The investigation support service is designed to ensure that best practice in undertaking investigations is attained. 1. Support for Internal Investigators Partex Group offering is designed to support internal investigators who have been assigned to complete an investigation on behalf of the employer into an employment related matter. In providing support Partex Group will provide a coach and mentor to the investigator/investigation team, who will be an expert with which to discuss, debate, review the course that the investigation is taking. In providing such a sounding board the internal investigator has an independent person with whom the process can be discussed in confidence. In particular, this helps the investigators to effectively manage the boundaries and reporting of the investigation. 1. Carry out Investigations The offering is designed to enable an employer to engage the services of an external investigator to carry out an independent investigation into an employment related matter, particularly harassment or bullying of the Partex Group. The investigatory service includes full administration, management and documentation of the process. In this role, a Partex Group consultant will go on-site to interview complainants, alleged harassers, witnesses, and collate all relevant information. The findings will be compiled into an objectively written investigatory report. All documentation and information acquired throughout the process will be treated sensitively and confidentially. Investigation Support Service provides  Confidentiality  Adherence to best practice  Support to the employer in the carrying out of investigations  Effective management of the stages of the investigatory process  Formulation and communication of central issues and findings Change in power relations and highlights the supremacy of Partex Group’s management. The management prerogative is rediscovered but in place of command and control the emphasis is on commitment and control as quality, flexibility and competence replace quantity, task and dumb obedience. To put it another way: the managerial agenda is increasingly focused on innovation,
  • 60. quality and cost reduction. Human resource management makes more demands on employees, work is intensified…. there is less room for managerial slack and for indulgency patterns. Chapter – Nine Recommendation A simple strategic model is comprised of four key components via; Mission, Objectives, Strategy, Implementation and Review. The term ‘strategic management’ defines the process by which these long term aims, the strategy and implementation are managed. ‘Strategic HRM’ deals with the longer-term people issues, as part of the strategic management of human resources, in accordance with its Partex Group’s strategy and mission statement. It may please be noted that Partex Group Government regulations do not permit employment of non-Bangladeshis. These however are only allowed on the request of the employer for highly technical nature of work not normally available in Bangladesh, because they follow a bookish selection methods but it is not to a perfect way in the current suction. In addition to Partex Group vast sales and distribution network of dealers, they have 6 sales depots located at strategic points, but it is not possible way of the business. If they increase their distribution network then it is easy to establish the business position. We identified the following six factors as accounting for the increasing interest in and resort to HRM practices of Partex Group: 1. Public sectorand institutional reform. A coherent sector strategy is a prerequisite for sustainable HR strategy and supporting structures. Partex Group need to develop improved in-house training management practices and utilization of training resources especially training centers and, effectively utilize their own resource persons to improve and update the skills of junior staff and new entrants thus, preventing knowledge erosion. 2. Strategic groups.
  • 61. The formation of a high-level strategic HRM policy group, and a lower level working group, to support the change process. The strategy group would be led by the Partex Group contain highly influential in HR management. In addition, there would be private sector representation to expand the knowledge base of HRM and share good practice. 3. Institutional Analysis. Linking the Local Consultative Groups (LCG) to the Partex Group is an opportunity to develop an institutional analysis study funded by the set in motion a programmed to address HRM/D and could develop better performing Departments working in accordance with the reformation process. This provides donors with an opportunity to support skill development once again but this time as part of a public sector reform initiative. 4. Support for in-country HRM development. If the Partex Group were well developed, it could become the professional body for HRM in the country. Support could include a small scoping study to examine how the Society could be developed, where and how the public sector would fit, timescale for any support and long-term sustainability. 5. Co-coordinated support for MIS Development. There is currently duplication of Partex Group’s development for HRM systems. This could be established as a standardized system to meet all HRM needs. Support could include an initial review of current systems and an agreed plan on an integrated approach to MIS development. 6. Developing a Code of Conduct. The purpose of a code of conduct is to provide a framework for Partex Group’s accountability; maintaining safeguards and outlining clear statements of expected behavior. All interested parties can use it as a point of reference. They should not be static but reflect the changing organization and engender a sense of integrity offering assurance to the public (customers etc). It is a proven effective human resource management tool creating a sense of discipline and responsibility.
  • 62. They always says they are the leading of manufacturer, seller and distributor in Bangladesh achieving their business vision through growth in market reach, increasing operation size, international distribution, total service and consistent branding activities by the being most customer focused & Innovative, cost effective & efficient, environmentally responsible & quality concerned company in the business. It is not easy process, but they are trying to make a successful business. Chapter – Ten Conclusion Partex Group focuses on building high quality human resources with expertise and professional skills adopting the human resources re-engineering and development plant was a view to creating and excellent clientele service environment for ultimate achieving of sustain profit growth making no comprising with the quality assets creation . The company human resources development strategy is too built up quality manpower with conceptual managerial knowledge skills through designing of continuous in house and outside training program. The arrange in house, customized special training at for fresh entrained to build up quality manpower and suitable placing them in productive channel. It also arrange training program, workshop etc. Under executive development program for increasing quantum of quality manpower at higher management level. Partex Group offer challenging professional opportunities to young persons who can give sustained and focused hands on performance in the field of marketing, accounts, finance, production, MIS / IT and engineering. Vacancies arise from time to time to fulfill requirements of the Group. Partex Group offer attractive salaries and benefits in line with top industrial employers in Bangladesh. Scope of advancement is strictly performance based. They have mobilized adequate distributors to serve all parts of the regions; they are one of the largest distribution organizations in Bangladesh. This network makes possible the flow of goods from the producer through intermediaries to the buyer
  • 63. The region’s proximity to the market, favorable duty and quota treatment, low cost environment and strong work ethic make it the ideal place for apparel production. Partex Group opened their state of the art manufacturing facility. One of the most modern facilities in their 57,000 square foot facility contains a one shop of capabilities for the most efficient means of apparel manufacturing available. Danish Condensed Milk Bd. ltd. is the one of the largest distribution network in Bangladesh of Partex Group. Hundreds of eager energetic and effective sales representatives are working supported by our dedicated sales and marketing division. We are marketing many products namely Ovaltine, RC cola, MUM-natural drinking water in PET bottles, Danish Condensed Milk, Danish Milk Powder, Danish Fruit Juice and Distributor of Aktel Scratch Card & E-fill. All the process is achieved only use the proper method of Human Resource Management. Bibliography 1. Dr. Rahman, Human Resource Management, 1st edition, 2006 2. DesslerGary, Human Resource Management, 10th edition, 2005 3. Newstrom & Davis, Organizational Behavior, 10th edition, 2004 4. David E. Guest “Human Resource Management and Industrial Relations”, op.cit. at 503. 5. Karen Legge “Human Resource Management: A Critical Analysis” in New Perspectives on Human Resource Management. Op.cit. at 35-36. 6. David E. Guest “Human Resource Management and Industrial Relations” in (1987) Vol.24 Journal of Management Studies 503 at 504-505. 7. 7. Websites: v www.patexgroup.com v www.bized.ac v www.hrm.iejobs.cfm v www.hrmworld.com v www.hrmaster.com v www.hrmguide.com
  • 64. APPENDIX Human Resource Management Practices of Partex Group of Bangladesh. 1. Have you HRM Department in your company? 2. What is your employee selections process? 3. How can you maintain your employer & employees relationship? 4. Employers & employees are satisfied their salary. 5. Have you any training & development course for your employers & employees? 6. There is a greater stress on the differences between HRM and personnel management of Partex Group? 7. Is Human Resource Management a systematic approach to people Management in Partex Group? 8. Is the fundamental concepts of HRM are generally agreed and easy to implement in your company?
  • 65. 9. Basically, HRM is just Human Relations, do you agree? 10. How can you develop the job analysis process in your organization? 11. The rise of HRM has something to do with female and male power Issues in Bangladesh Executive Summary Human Resource Management is an important strategic tool which adds value to the organization and is a necessary part of organization’s function. So, this report is an assigned job as a partial fulfillment of course requirement which is given by honorable Course Teacher Ms. Nafiza Islam, Lecturer, Department of Business Administration, Stamford University Bangladesh. In this report the overall work of the Human Resource Department of Local Company – Shahjalal Islam Bank is focused and described. The goal of this report is to find out the Human Resource Management Practices of Bangladesh, in case of Shahjalal Islam Bank. To know the details of the company we interviewed some HR personnel of Shahjalal Islam Bank and other information were collected and gathered with the help of the internet. Shahjalal Islam Bank is the organization where actually the HRM activities are applied with a huge effort, and the outcome is also very satisfying. This report is focused on the HRM activities that Shahjalal Islam Bank practices to develop their organization. The key factor of this Bank’s sustainable growth is Human Resource Management. They have always been committed to good employment practices and have set out the framework of Employment Principles on workplace practices, employee relations and employee human rights. That’s why they select the most talented and dynamic professionals from the available candidates, trusts in team work and respect each other. The report also includes the theoretical framework of various concepts of Human Resource Management and also contains the practices of Human Resource Management in Shahjalal Islam Bank for the purpose of relating the theoretical concepts with the relevant areas of an established organization. Objectives of the Study As a business student we always want to reach the top level depending on our knowledge of business in this competitive world. That’s why should always have to gather experience beside our survey. If we learn our lessons with the example of our practical life, that will help us a lot to gain ours success. A clear objective of this report also helps to take the right decisions in future. We feel that identifying objectives of this report is very much important and we do it. Our purposes of preparing the report are:
  • 66. To enhance the knowledge about the Human Resource Management activities practiced in Shahjalal Islam Bank and to relate them with the concepts of the texts of the course ‘Human Resource Management’ To identify the potential contribution of HRM to the achievement of organizational objectives of Shahjalal Islam Bank To identify various avenues for improving the HRM policies of Shahjalal Islam Bank To know about the management ability of Shahjalal Islam Bank Suggesting strategies to improve the HRM policies of Shahjalal Islam Bank Methodology of the Study This report is based on both primary and secondary data. . Initially, the primary data are collected by face to face interview by using a detailed questionnaire, company’s annual report, company’s news letter and other informal ways. Then, the secondary data are collected from web sites and group instruction manual & business instruction manual. Then we analyze the data from many angles, in different aspect and present the information in different segment according to company’s category, in compact way. We highlight different important things, which we found during our survey. After doing all of those we submit the report to the proper authority. Scope of the Study This study covers the HRM policies of Shajalal Islami Bank along with some recommendations to improve the HRM policies of Shajalal Islami Bank. By preparing this case study we can compare the knowledge with theoretical knowledge which will be more helpful for us in our practical life. Limitations of the Study As a student of Business Faculty of Business Administration of 4th semester, this is our 1st initiative for making a report on “Human Resource Management Practice in Bangladesh”. As it is the 1st step of us, we are really unable to collect enough information from due to Shahjalal Islam Bank’s official restrictions. Many things were so much confidential that we don’t want to access here. Beside this we have faced the following limitations during preparing this report: Due to inexperience and lack of proper planning & feedback in time it was really difficult to understand what to do, how to do & when to do Cost and time constraints did not allow for a more extensive data collection Omission of some important information due to response biases and time constraints Lack of computer facilities and communication facilities Without these limitations, a lot of things are also faced by us. But these limitations help us a lot by giving the stamina and making this as a challenge. With the help of this stamina we make our report.
  • 67. Introduction Human Resource Management is the most important component of modern organizations. The accomplishment of organizational missions and objectives depends, to a large extent, on having right persons in right positions as well as the commitment and contributions of those involved. This is why Human Resource Management has acquired a growing significance in current organization theory and practice. As a matter of fact, a sound and effective human resource management is seen as the most significant variable that determines the performance of an enterprise. Company Profile Shahjalal Islami Bank Limited is a shariah based commercial bank in Bangladesh which was incorporated as a public limited company on 1st April, 2001 under Companies Act, 1994 and commenced their commercial operation on 10th May, 2001 by opening its 1st branch. Its corporate head office is situated at 10, Dilkusha Commercial Area, Jiban Bima Bhaban, Dhaka – 1000. At present, there are 53 branches, 5 SME centers and 8 branches of brokerage house of this bank. Human Resource Development of Shahjalal Islami Bank Their policy on Human Resource Management is proactive. They believe that investment in Human Resource development is the key to maintaining sound health of Bank. So, the dedication, skills and professionalism of their employees are main factors that contributed to this success of their Bank. In recognition to the employees’ contribution, the Board has formulated a number of policies for their welfare. As, the people who are working in their bank are their real assets, they want to attract train and retain talented people in the service of the Bank. The training centre of the bank arranged various courses, workshops and seminars on important aspects of Banking through out the year on regular interval. They also invite experts of banking sector for imparting training to their employees to meet the above challenges and the employees of the Bank attended training program/seminar, workshop both at home and abroad. To keep the employees motivated, incentives, performance reward, promotion and accelerated promotion etc. are given on regular basis. The board has also introduced superannuation fund, gratuity, social security, house building finance, car investment facility and other benefits for executives/officers/staff of their Bank. Human Resource Management The term human resource refers to the people in an organization. Human Resource Management is concerned with people dimensions in management. Basically, Human Resource Management involves all management decisions and practices that directly affect or influence the people or human resources who work for the organization.
  • 68. It ensures that competent employees are identified and selected, provides employees with up-to- date knowledge, skills to their job and finally the organization retains competent and high- performing employees who are capable of high performance. Human Resource Management Policies of Shahjalal Islami Bank Human Resource Management Department of Shahjalal Islami Bank follows the following steps for managing the human resource: 1. 1. Human Resource Planning of Shahjalal Islami Bank Human Resource Planning is the process of estimating human resource needs for achieving human resource and organizational goals. It is the process through which organizational goals are translated into objective. At, Shahjalal Islami Bank, they believe that their Human Resources give the company a significant competitive edge in terms of knowledge and experiences. Just like every organization, Shahjalal Islami Bank has also its employment planning. They usually forecast their personnel needs based on their mission, strategic goals & objectives & technological and other changes resulting in increased productivity. Although there are several methods to predict personnel needs, but they use managerial judgment because it gives the more real world scenario for personnel needs. They think that the other methods can not give the accurate situation of the personnel needs. These are basically graphical methods, which can not measure the actual personnel needs. But managerial judgment method depends upon the change in productivity, market conditions etc. HR relationship in Shahjalal Islami Bank is excellent and to maintain this HR has certain policies. As the inter-link of management and graded staffs happens in the plant and factory locations, the policy and strategies should be implemented in the areas keenly. There are certain issues that should be known before handling the staff at the office. These are as follows: The effective working days of this organization is 5 days per week and each employee will work 9 a.m. – 5 p.m. per day. For The festival leave, usually it is 10 days but in BCCP it is 17 days. It is required not required for overtime duties but they can involve in share business. Shahjalal Islami Bank usually paid their salaries to employees within 05 days of the next month. Without this, they always try maintaining to continuous development of the human resource through appropriate training and motivation. 1. 2. Recruiting and Selection Policies of Shahjalal Islami Bank
  • 69. Recruiting is the process of searching the potential job candidates in order to fill up the vacant position of the organization and selection is the process of choosing the best candidate among the available candidates. The candidates who are successfully perform the job. Generally, they focus on e- based advertisement for more visibility and transparency along with the conventional print media. All recruitment related notices are posted on their website also. Candidates have to send their CV to the office along with the name of post. Basically, a well- structured and systematic selection procedure is followed to get the most suitable candidate. They entertain application from recognized universities from home. Applicant must be a citizen of Bangladesh. They encourage students with good academic track record to apply. For the sound health of Bank, Shahjalal Islami Bank doesn’t consider the following factors to gauge the qualifications of a candidate: Political belief Religious belief Race Sex / Gender Color Marital Status Impairment Positions will be offered to the candidate on the basis of his/her ability and the requirement of the company. Generally, the recruitment and selection process of Shahjalal Islami Bank is done in four ways depending on the job category of the vacant position. Therefore, the recruitment process of this organization is classified into four types, which are done based on the job grade/ group. These are as follows: a) Entry – Level Management b) MT (Manager Trainee) c) Mid and Senior Level Management d) Graded Staff / Non- Management Staff These types are described below:
  • 70. a) Entry – Level Management The following procedures take place for the recruitment and selection of the entry- level managers. The stages involved in the recruitment process are as follows: Need Assessment The need for a new recruitment is assessed when the following occurs: Probable vacancy in an existing post in the near future Market expansion Increase in production capacity Launching of a new product Introducing to a new system that requires new hands The line manager of a particular function identifies the need for an additional employee and informs the HR Department about the recruitment. The position is defined, justified and authorized. He / She have to present a job specification for that certain position along with the range of period within which the recruitment has to be done. Before considering the recruitment probability, the line manager has to evaluate the following points: What are the consequences of not filling the position? Is there an alternative to putting on more staff? Are these alternatives cost effective? Is the position an ongoing requirement? Will this position add value? Then the line manager has to bring all the previously discovered information together into a position description. A position description should include the following: A description of the main purpose of the role The reporting relationship The skills, knowledge, qualifications and competencies required. Level of authority
  • 71. The management then checks out whether the new recruitment conforms to the regulations regarding the human resource requirement of the company. Defining the Position Description Prior to checking the recruiting options, the skills, qualifications, experience and competencies the ideal candidate needs to have, should be identified. Asking the following questions can help in building a profile of the ideal candidate: Describe a typical day in the role or what the person would do on a typical day? Is the position one of other similar position? Think about the best performers. What are the attributes common to the people who succeed in those positions? What is it that they bring to the role makes them superior performers? Think about an average / less-than-average performer. What is it that they lack that makes them average / less-than-average? If there is / was somebody in the role: What is / was that person’s strengths in that role? What is / was that person’s weaknesses? If there were something that would have made that person perform at a higher level, what would it have been? Why did the previous incumbent leave? What will be their biggest challenges? What type of people will the person deal with and on what leave? That is,what interpersonal skills are required? Does the person require any particular educational / professional standard?e.g. tertiary qualification, certified practicing accountant, registered engineer,trade certificate. What are the technical and behavioral competencies required? Are there any special requirements for the role? Such as: Location Licenses
  • 72. Equipment Hours: shift work or overtime Physical aspects Travel Having reviewed the position description and the above questions being asked the key selection criteria for the role could be identified. This will be a useful source of information when writing the advertisement as well as determining appropriate questions to ask in an interview. It is useful to separate the essential from the desirable skills, qualifications, experience and competencies in a structured format. Checking the Recruitment Options The management prepares a detailed job description for the person to be recruited, mentioning criteria for the selection. The required personnel are then searched based on that description. This procedure involves five stages. They are – Internal Search: There could be a person competent for the required job working within the organization. If there is, the existing manpower is then shuffled to place the selected person in the new post. If there is no such person inside the company, then the management goes for the second step. Consulting the CV Bank: The unsolicited applications stored in the data bank are consulted. If the quality of a person matches with the requirements mentioned in the position description, then he / she is called for interview. If not, then the third step is followed. Employment Agency: An agency finds and prescreens applicants, referring those who seem qualified to the organization for further assessment and final selection. An agency can screen effectively only it has a clear understanding of the position it is trying to fill. Thus it is very important that an employer be as specific and accurate as possible when describing a position and its recruitment to an employment agency. Executive Search: This one is a unique case when people with special expertise are searched (such as work experience in a special field). In this case, candidate(s) already employed in other organization(s) is attracted to switch the organization. This has a relatively low rate of success, because the targeted candidate may not consider the change in job. If unsuccessful in this stage, too, then management decides to go for public advertisement. External Recruiting: All the above options being considered, the company goes for external recruiting if needed. Those who best meet the skills, qualifications, experience and competencies required for the position should fill vacancies. Therefore, if there is no candidate within Shahjalal Islami Bank who is suitable for the role, external advertisement should be placed to attract the potential candidates followed by the selection procedures. Advertisement
  • 73. The Company gives advertisement in national dailies (both Bangla and English) to attract the talents from the market. Shahjalal Islami Bank puts two types of advertisements in the newspapers. It sometimes keeps the identity concealed in the ads, mentioning a GPO BOX number only. The purpose of the concealed identity is to avoid the unwanted pressure from the stakeholders for the employment of their desired candidates. But this way the company may lose the talents out there in the market who would have applied for the same post had they known the name of the organization. This is why the company kept the identity open in their recent job advertisement when the quality of the candidate was a very important factor to consider. By revealing Shahjalal Islami Bank identify, the company attempts to attract the best potentials among all the others. Screening and Short-listing Applications The responses to the advertisements are sorted and screened. The CVs as well as the Covering letters are judged. In the covering letter, the style and language of writing, the emphasis put on the areas asked for tin the advertisements and the quality of the letter (whether it is specifically tailored to the advertisement or just a standard response) are the aspects that are judged. Different weights are assigned to the selection criteria mentioned in the man specification depending on their relative importance (for example, educational institutions like IBA, NSU, EWS, BRACK, SUB are given the highest weight among the local ones). Based on the presence of these factors to the desired extent (experience, educational degree, computer literacy, etc) the cumulative weights for all the applicants are counted and the short list of a sizable number of the top most candidates is generated. However, the HR officials also study the CVs with the respective line manager to check whether any valuable deciding parameter is missed in that are mentioned in the CVs. Then the candidates selected in the short list are called for the written test. Written Test Written test is not a regular part of the normal recruitment process. It is conducted as and when required. Previously no written test was taken for the management employee; the applicants had to go directly through the interview process. After the introduction of the manager trainee program, the written test before the interview process has proved to be effective and a useful tool to select the desirable candidates. The written test includes psychometric test, test on behavioral competency, and written test on communication skills. The candidates are called for the preliminary (first) interview based on their performance in the written test. Selection Interview The interview process is a three-tier one. A preliminary interview is conducted which follows the “elimination method”. After that, the second interview takes place with a very few number of candidates. Then the finally selected person is called for the final interview. The interview time is kept convenient for the candidate especially if she/he is working elsewhere at the time of interview. In that case the chosen time is after the business hour.
  • 74. Interview 1 The board for the first interview consists of the following people: A representative from the concerned department on behalf of the associated line manger A subject specialist to assess the depth of knowledge of the interviewee on the specific field HR representative (s) The interviewers sit together before the interview and discuss, plan the strategy to be followed for the interview. The discussion includes the following factors: Maneuver the interview process Expectation (potentiality) from the candidates Assessment sheet Behavioral competencies (10 competencies) Awareness of all the eligibility factors to be judged Familiarity with the CVs of the candidates Duration of the interview All the interviewers have to bring consensus among them regarding the interview. Usually the interview process in Shahjalal Islami Bank is semi-structured. The duration of each interview varies within 15-45 minutes and more depending on the approach of the candidates. The aim of the first interview is to further shorten the list of candidates for the second interview by eliminating the apparently ineligible candidates. The subject specialist judges the in depth knowledge of the candidate in the concerned area as well as her/his essential educational knowledge. Again weights are assigned to some deciding factors (that are desirable in the position description) by the interviewers. The objective of the interview is to do more listening than speaking, that is, allowing the interviewees do most of the talking. The questions asked are therefore open-ended. So the personality of the candidate will be revealed that helps to assign relevant weights. The target of the board is making the interview a discussion rather than a question and answer session. Cross-checking is preferable, if necessary than any argument. The eagerness, inquisitiveness of the candidate about the job as well as the company is measured by asking questions related to the job, organization, the time s/he has applied, etc. after 5-7 minutes of informal chat, the board switches to the main interview where the nine competency factors are judged; which are:
  • 75. Functional Capability: The decision-making expertise and job-related skill of the candidate is measured in this category. It is seen that whether she/he has updated her/his competency with changing need of the business world. Customer Orientation: It is seen whether the candidate has the willingness to be proactive towards customer, deliver the best quality, maintaining good relationship with the customers. The deciding factor here is ‘how she/he considers the customers’. Change orientation: The ability of the candidate to adjust with the changing business environment is judged in this part. Performance Orientation: The eagerness of the candidate to deliver the best performance out of him is considered at this level. Strategic Capability: The candidate’s tendency to reflect the vision/mission of the company into practice is measured. Leadership: It is seen whether the candidate possesses the quality of being accepted and getting things done by others. Negotiation and Influencing: The candidate has to have the ability to lead the transactions smoothly and persuade others to get the better edge in the bargain. Teamwork: The interviewers judge how skillful the candidate is in teamwork, in which the interpersonal communication skill of that person is a very important deciding factor. Organizational Commitment: The loyalty of the candidates towards the organization and sincerity to the work is necessary. After the completion of the first interview, another shortlist is prepared for the second interview. Usually, the number of candidates at this stage is kept within the approximate ratio of 1:4 to the number of people to be recruited. The assessors send a recommendation letter to the second board along with the CVs of the candidates. In this recommendation paper, the interviewees are rated in 4-point scale. The rating manner is specified below: A rate of 4 means excellent A rate of 3 means good A rate of 2 means average A rate of 1 means below average In addition, the subject specialist gives some additional comments (individually) about the technical and education skills of the candidate. The recommendation paper contains the assessor’s signature, rating, date and comments.
  • 76. Interview 2 In the second interview, the Head of HR and the respective line manager will be present in the board, who again test the interviewee’s knowledge, skills, experience, competencies, attitude and aptitude and also about their employer organization, the range of salary they expect, the possible day of joining provided s/he is selected etc. This interview is a comprehensive one. The observation of the interviewer is the deciding factor for the selection. Interview 3 The selected candidate (s) from the second interview has to go through the final interview that facilitates the employment decision. Here the candidate is informed about the facts regarding the responsibilities of the job, location of posting, challenges she/he has to face. In addition, her/his personal problems related to the family, locations etc. are consulted in this interview. This is a notable fact that the selected person by the second board is not selected finally. In the third interview, the emphasis is mostly given on the choice and preference of the selected person. If these do not match with requirement of the organization, s/he has the liberty to reject the job offer. Reference Check Reference checks allow obtaining information and opinions regarding the person’s character, quality of the work and suitability for the position. It is an opportunity to validate the information received from the candidate via their resume and the interview. Speaking to the candidate’s manager or other people whom they have worked with should also check internal candidates. The opinion of a referee who has worked can for an extended period is likely to be more accurate than the assessment from one to two hours of interviewing. The candidate’s immediate supervisors are needed to be contacted. Permission should be obtained to contact the candidate’s referee especially if their current employer is contacted. It is not unusual for a candidate to be uncomfortable with the organization’s speaking to a current employer. If they are uncomfortable, an alternative person other than the current employer has to be chosen by the candidate (for example, work colleague). Unless the candidate is a graduate or school leaver with no prior work experience, only contact work related referees should be contacted. At least two reference cheeks should be done, however the more the better. There is a sample reference-checking guide that is more or less followed. It is important to prepare a reference check guide that asks the referee about the key skills, competencies and experience required for the position. Reference checks need to be done by line manager or personnel of the HR department. During the interviews, the candidates would have given some examples of incidents, tasks or projects that can be asked about. The referee should be asked what the candidate did in those examples, which ascertain whether the information received from the candidate is consistent with that of the referee.
  • 77. Subjective questions may not always be a reliable guide; however it can be useful to get the referee’s opinion on areas such as quality and quantity of work, strengths and weaknesses etc. Employment Decision If the candidate has no problem with the stated terms and conditions of the job and the organization mentioned and discussed in the final interview, she/he is offered an application blank. The application blank is a standard format of employee-information that includes all the information the organization needs regarding the personnel. The candidate has to fill this blank and submit this to the company along with a CV. Pre-employment Medical Check-up After submission of the application and the CV, the selected person has to go through full medical check-up that guarantees her/his physical fitness to perform the job successfully. A medical practitioner who uses a physical capability analysis that assesses the candidate against the physical capabilities documented for each role conducts the medical. A medical is also appropriate for internal candidates if they are applying for positions that require different physical capabilities. Offer Letter After submission of the application and the CV, the selected person has to go through full medical check-up that guarantees her/his physical fitness to perform the job successfully. A medical practitioner who uses a physical capability analysis that assesses the candidate against the physical capabilities documented for each role conducts the medical. A medical is also appropriate for internal candidates if they are applying for positions that require different physical capabilities. Once the health check-up is done, the candidate is given an offer letter specifying the salary package, job responsibilities, utilities that will be provided by the organization. Even at this stage the selected candidate has the chance to withdraw her/himself from the job offer. She/he is always free to discuss whatever difficulty may arise regarding pay-structure/facilities etc. The door of HR is kept open for any sort of relevant discussion. The verbal offer of the role to the candidate is given once the medical and reference checks have been successfully completed. The discussion should cover the following: Tell the candidate that you would like to offer them the role Congratulate them Tell them the remuneration package that is being offered, including superannuating Ask them if they are happy with it
  • 78. Ask them if they verbally accept the position Tell them that we will be sending them a written letter of offer and introductory package A written letter of offer must be forwarded to the candidate. Once the candidate has verbally accepted the position, the appropriate letter of offer is organized. This letter should be sent to the candidate within two days of making the verbal offer. An introductory package will be sent to the successful candidate, along with the letter of offer. At least one week before the person commencing in their new position, an appointment notice will be placed on notice boards or the internet. Orientation/Induction The newly selected employee has to pass through the induction period that is usually of 10 days to 2 weeks. After that she/he has to write a report on her/his learning experience during this period. An induction process should achieve the following objectives: To give the person an understanding of the Vision and Values of the BCCP, Bangladesh, encourage a belief in them To provide the person with the critical information and resources they need to perform their role To make the person independently productive as soon as possible To communicate quality and safety requirements and expectations To welcome the person To make the person feel that they are an essential part of the organization To start the person in the organization with a positive attitude and facilitating a commitment to Shahjalal Islami Bank Induction does not only apply to new people. An induction program should also be planned for internally transferred people, as they need to be inducted into their new roles. The planning of the Induction Program should include the following steps: Once the candidate has accepted the offer, the new person’s induction should be prepared. There is an Induction Plan template (“pre-induction”, “Induction day” and “Post-Induction” checklist) in the Appendix-2 as guides to structure the person’s induction. The tools are not prescriptive, but prompt on activities which could occur in the person’s first 1-2 months.
  • 79. The tasks listed under “one week prior to commencement” of the manager’s induction checklist have to be completed. This also includes completing the Induction Plan template. On the first day meet and greet the new person. Go through the remainder of the Manager’s Induction Checklist, which includes outlining the activities that will be occurring over the first one to two months. The person then participates in activities, which they have pre-arranged. Completed checklists are placed on the person’s Performance Management file. Placement After the candidate is given proper orientation and induction, they are placed in the concerned department under the supervision of the line manager. Follow-up The HR department continuously interacts with the new entrants regarding his job satisfaction/work environment and problems. In this stage the management tries to help the employee to get settled her/his problems in the job, work environment and workplace-culture. b) MT (Manager Trainee) The MT program is a new scheme in Shahajalal Islami Bank; followed at par with the global practice. This practice does not fall into the OMR procedure. The MTs are trained as future potential senior managers of the Company. The Purposes of Recruiting MT are as follows: To increase BCCP’s succession strength via the development of employees who have the potential to move to senior positions within the Company at an appropriate time To add value to the organization within each development block The experience the MTs gather whilst employed in development blocks directly impacts on their motivation and commitment to stay with the organization To bring in fair competition and challenge among the workforce To develop creativity and maximize the return on the investment The Recruitment of MT The MTs are always recruited externally. The recruitment tool so far followed by Shahjalal Islami Bank is advertisement. Advertisements in important national dailies are given seeking
  • 80. applications for the position of Manager Trainee (MT). The ads are placed both in Bangla and English newspapers. Screening and Short-listing The selection of the MT includes the steps almost similar to those of the entry-level managers. Weights are put on all the applications as per previously set criteria and standard following the guidelines of Shahjalal Islami Bank (Education background, Experience, Computer Literacy, Organization of previous employment). A shortlist is prepared after analyzing the applications based on the set criteria for the Aptitude test, screening the top applicants. Aptitude Test The 3-hour aptitude test (written) includes the followings: Psychometric test, with the help of a professional psychologist who is a professor of the psychology Department of Dhaka University Intelligence questions test Test on mechanical aptitude Test on skill in English as a language Assessment Center A number of candidates among those in the top are then selected to go through the assessment center. To set up Assessment Center, the assessors are from the outside sources with sufficient experience to run Assessment Center. The assessors from within the organization are trained by the organization to lead the assessment center effectively. MTs are subject to rigorous selection process using the assessment center approach. This approach combines the competitive ability testing, interviewing and competency-based behavior exercises. The following procedures are followed in the Assessment Center: Case Study Role-Play Group Discussion
  • 81. Individual Interaction Interview Employment The selected candidates from the Assessment Center are called for the final interview that is rather a discussion regarding the job and requirements between the employer and the employee. Then the final employment decision is made and the candidate is offered the application blank. A pre-employment medical check-up is inducted to ensure the physical fitness of the candidate. Finally, the selected candidate is given an offer letter specifying the salary-package, job responsibilities, utilities that will be provided by the organization. Even at this stage the selected candidate has the chance to withdraw her/himself form the job offer. She/he is always free to discuss whatever difficulty may arise regarding pay-structure /facilities etc. The door of HR is kept open for any sort of relevant discussion. Allocation Blocks After a 15-day standard orientation program of the company, the MTs are put into their block assignments. During their 2-year of probationary period, they have to work in each and every business areas and enabling functions that includes, Operations Sales and marketing IT HR Commercial Finance The blocks must have a development benefit for the MT and must not be submitted to fill ongoing resource requirement within the business function. Along with the respective line managers, each MT will be guided, advised, inspired and coached by a mentor who is one form the senior management cadre. The mentor will keep constant liaison with the MT to keep track of the progress. Administration of MT Program The MT scheme is paid for and administered by the HR function. Salaries and movement logistics and expenses are cost to HR centrally. The MT’s training team is responsible for the overall direction, management and success of the scheme.
  • 82. For the development of each MT, a senior executive the Bank is made available to provide general advice and career counseling based on a thorough knowledge and unbiased view of the organization. The Mentor of each MT acts as an experienced and trusted advisor, an overseer of development who guides and advises the MT in their professional development and understanding the Bank culture. The mentor has to be available for the manager trainee by scheduling regular sessions to assist transition from other environment into the Bank environment. They educate the MTs about the informal organizational channels; facilitate key contacts within business as a source of information and knowledge about the Bank. They are to facilitate the MT’s block selection, promote the individual’s strengths, counsel, advice and coach by presenting themselves as role models. Induction of MT’s Program Normally they go through the company’s standard orientation / induction program to two week’s duration covering visiting all important business function and locations. After completion of this standard orientation program of the company, the MTs are expected to submit a report giving feedback of their experience and highlighting the learning elements. Again, all MTs moving into a new area need the standard induction into the specifics of the business units, the people and the physical environment. Communicating into the rest of the team, about the MTs role and team members’ relationship with the MTs is important to avoid resentments and smooth way for a successful transition into the new department / function. c) Mid and Senior Level Management When a vacancy occurs at the mid or senior level, there are some steps followed to recruit appropriate person for the vacant post. They are: Circulars within the Group Ant vacancy at this level in any of the regional companies of the Bank is made known to the other entire Bank. If any person feels him / himself fit for that post, she/he may apply for that. Selection tests /interview are arranged if she/he is though to have the potential to meet the requirements. External Recruiting The mid level managers are recruited through head hunting, with reference of the head hunting agencies. The acquaintances of the Bank also act as the referee for some potential candidates. Recruitment and selection process at this level is much informal. The persons with the experience in other multinational companies are preferred. The reputation of the candidate in her/his field is also checked. She/he must be familiar with the ongoing corporate culture. For the selection of the candidate, she/he will be assessed through informal supper where she/he will be assessed through informal chart (semi-structured interview), though both the parties will be aware of the probable job offer. The CV of the person to be recruited is assessed. Questions regarding the working condition in the current company she/he is working in may be asked. The
  • 83. HR director, members of the Executive Management Committee and the concerning line manager of the company are usually present in the conversation. However, if the candidate is found suitable for the vacant post, she/he is offered the job. The expectations form both the candidate and the company are discussed and both the parties attempt to come to an agreement regarding the job offer. This could be a repetitive selection process for different likely candidates, unless the right person is found. e) Graded Staff / Non- Management Staff Preference is given first to employees working for the company, while recruiting non- management staff. Promotion form within is usually preferred. External recruitment would therefore be made only for positions where it is deemed necessary due to the nature of the job, and the prevalent practices and in conformity with the company requirements. The children of the existing and /or ex-employees of the company are given priority in recruiting graded staff, provided they meet the requirements for the vacant post. The contracts of the contractual workers are often renewed. The existing contractual labors are sometimes called to meet the vacancy within the organization if they have gained considerable experience and competence. The recruitment notice is advertised on notice boards at all company locations as per attached format to provide an opportunity to the vacant positions if their qualifications conform to the set recruitment standards. If no suitable candidates are available form amongst the employees and their children, the recruitment will be advertised in newspapers. The graded staffs are selected based on the minimum educational requirement and through a standard written test that assesses their general knowledge, IQ and some basic educational understanding. After passing the written test, the applicants are selected through viva test. The selection interview is followed by the preliminary recruitment interview to list the potential candidates. The finally selected person goes through the pre-employment medical check-up and other essential formal procedures before she/he is given the offer letter. 3. Training Policies of Shahjalal Islami Bank Training is a learning process that involves the acquisition of skills, concepts, rules, and attitudes to increases the performances of the employees in the organizations. On the other hand development is more future oriented, and more concerned with education, than is employees training or assisting a person to become a better performer. Shahjalal Islami Bank gives emphasis both for internal and external training. Any new operations or service is marketed, they gives training to the employees attached to the operations. Development helps the individuals handle future responsibilities, with little concern for current job duties.
  • 84. In order to excel in a competitive marketing environment there is no alternative to development knowledge and skilled level of people through training. Training and development program of Shahjalal Islami Bank include orientation activities that: Inform employees of policies and procedure of Shahjalal Islami Bank Educate them in job skills Develop them for future advancement 4. Transfer Policies of Shahjalal Islami Bank There is no hard and first rule or policies for transfer of employees in Shahjalal Islami Bank. However and whenever it is required, Bank goes for transfer. Some facilities are given during transfer time such as – Free Transportation Free schooling for the employees’ children etc. 5. Job Analysis and Job Evaluation Process of Shahjalal Islami Bank Job Analysis Job evaluation is the process of appraising the different positions of employees in the organization with a view to establish a well conceived for pay-structure. For job analysis Shahjalal Islami Bank consider several common uses such as – Job definition Job re-designs Orientation Socialization, carrier counseling Employee safety Performance appraisal and Compensation This Bank also follows the observational method for job analysis. In this process they observe the individual or individuals performing the job and pertinent notes describing the jobs or describing the work.
  • 85. This information includes such things as what was done, how it was done , how long it do, what the job environment was like, and what equipment was used. In this process information about jobs is systematically collected, evaluated, and organized. This action are usually done by human resource specialized about each job and every person in the organization. In the time of job analysis following matters are need to be considered: Identify the job to be analyzed Develop a job analysis questionnaire Collect appropriate job analysis information Job Evaluation Shahjalal Islami Bank follows the Ranking and the Classification Method for evaluating the job. In case of ranking method a committee typically compared of both management and employee to representative to arrange the job in a simple rank order, from highest to the lowest rank. In case of classification method this classification are created by identified some common denominators like – Skills Knowledge Responsibilities with the desired goals being the creations of a number of distinct classes on grades of jobs 6. Performance Appraisal System of Shahjalal Islami Bank Performance appraisal information can provided needed input for determining both individual and organizational training and development needs. Another important use of performance appraisal is to encourage performance improvement. In this regard Performance appraisals are used as means of communicating to employees how they are doing and suggesting needed changes in behavior, attitude, skill or knowledge. For apprising the performance Orion Infusion Limited (OIL) consider the different criteria of the employee, such as attendance, attitude, cooperation, initiative, dependability, quality of work, overall output, honesty, personality, ready to take challenge etc. The process of evaluating the performance of the employee of Orion Infusion Limited are shown in the following chart- Employee’s name : _________________________________________ Department : _________________________________________ Rater’s name : _________________________________________
  • 86. Date : _________________________________________ Excellent Good Acceptable Fair Poor 1. Attendance 2. Attitude 3. Cooperation 4. Initiative 5. Dependability 6. Quality of work, 7. Ready to take challenge 8. Overall output 9. Honesty 10. Personality Total Based on the above mentioned criteria the rater provides score to the employee and according to the total score their performance is appraised. The human resource department (HRD) of OIL usually designed and administers the above performance appraisal systems. For evaluating the performance appraisal OIL mostly follows the rating scale method. But, Generally, They consider three main factors: Performance rating Company performance Inflation of the country Without this, based on the performance of each individual, there exists three groups of employees who are listed and the list is maintained secretly by HR Department. Merit Rating Shahjalal Islami Bank does its merit ratings by the following way: Key Personnel: Who are the most required personnel for the business operation? Watch List: Who are doing well and have the ability to take further responsibility? High Valued Employee: Who are doing very well at his present job but not capable to take higher responsibility? Successors List: Among the key personnel and watch list personnel there are a successors list, which describes the replacement of each key personnel if they leave the job. The successors are developed in such a
  • 87. way that they are able to take the responsibilities easily. The list of successors is changed due to their yearly performance factors. 7. Promotion Policies of Shahjalal Islami Bank The movement of personnel within an organization- their promotion, transfer, demotion, and separation is a major aspect of human resource management. The actual decision about whom to promote, and who to fire can also be among the mot difficult, and important, a manager has to make. For every organization promotion is extremely important, when the process based on merits and skills of the employee. Through the process, potential successors are identified and developed to meet the requirements of the future vacancy. The candidate is groomed to fill the probable vacancy that may arise in the future. 8. Disciplinary Programs of Shahjalal Islami Bank Shahjalal Islami Bank is very conscious about the disciplinary programs and actions. After verbal and written warning a staff will be liable for dismissal without notice or payment in lieu thereof for any of the following reasons: Dishonesty with company’s business or properties Conduct unbecoming of a gentleman Financial insolvency or being adjudged as insolvent by competent court of law Willful disobedience to any lawful order or instruction issued by any superior Conviction for an offence involving moral turpitude Trying to influence company’s decisions through external means 9. Public Relations Systems of Shahjalal Islami Bank All the public relations required for the business operation of the company (with government; Non-government; public body) are maintained by HRM Department. 10. Trade Marks of Shahjalal Islami Bank All the issues related to the trademarks, HRM Department maintains patent rules and registrations. 11. Internal Communication of Shahjalal Islami Bank HRM Department also performs the internal communication activities among the employees.
  • 88. 12. Administrative Activities of Shahjalal Islami Bank Administration Department which is belongs to the HR Department is responsible to provide all the necessary support to all the employees. All the logistic supports are also provided from here. All the work facilities like telephone, transportation, security, furniture, and premise, etc are provided and arranged by admin wing. Managers in case of complex situation counsel with the central administration for taking the best decision. After recruitment of an employee the admin division gives him support regarding: Understanding his job Limits of authority Traveling facilities and supports Other facilities and benefits that he is eligible to enjoy Limits of authority of the other related persons, etc Actually HR recruits a person in company, helps him to be familiar with the work & culture of the company and then lodge him to different departments. HR does not admin the directly, line supervisor will do that, but follows up the whole system and give the employee necessary support. HR also performs the increment & other related procedures based on the appraisal system. 13. New Projects / New Concepts Through the innovation of the new concept the department takes some new projects to make the business operation most smooth and cost effective and modern. 14. Payment Policies of Shahjalal Islami Bank Once the job evaluation is complete, the data generated become the nuclease for the development of the organization’s pay structure. This means pay rates or range will be established that are compactable with the ranges, classifications, or point arrived at through job evaluation. Pay Scale: Generally Pay scale means salary, benefits and compensation Information Company. It was developed to help people obtain accurate real-time information on job market compensation. Provident Fund (PF): In Shahjalal Islami Bank, 10% of the basic salary goes to the provident fund and the employee pays 10% of their basic salary Health, Safety and Medical Facilities: Doctors are arranged to visit each location of numbers of times a week to provide necessary medical support to the employees. Moreover, the non- management staffs enjoy medical treatment at Holy Family Hospital at company arrangement.
  • 89. Health Insurance Policy: Management staffs enjoy health insurance for self, spouse and two children up to 21 years for hospitalization only. ALICO Insurance provides the insurance and the company pays the premium. Benefits and Rewards Package: Benefits and rewards packages are different for management and graded staffs. Benefits and Rewards for Management Staffs: All management staffs get 6 bonuses in a year (6 basic), 5% PF (Provident Fund) whose basic salary is less than Tk. 9,000, an annual bonus (pro- rata basis), Leave Fare Assistance (the amount depends upon the job grade of the employee). Each year the salary increases on an average 10%- 12% of the total salary depending upon money inflammations and job market. An interest free loan facility is also there for different grades like car loan, home loan, household loans etc. In each three years after all most all management staffs are upgraded. Management staffs also get provident fund, gratuity and pension. Some other insurance policy is also here. Benefits and Rewards for Graded Staffs: All graded staffs get 4 bonuses in a year (4 basic), 5% WPPF (Worker Profit Participation Fund) whose basic salary is less than Tk. 6,000, an annual bonus (pro – rata basis), Leave Fare assistance (2 basic) . After two years the salary increases on an average 20% -24% of the total salary depending upon money inflammations and job market and agreement between CBA and management. They also get increments, double increments etc. Graded staffs also get provident fund and gratuity. Present Situation of Human Resource Management in Bangladesh HR practice in Bangladesh is better than the past. In the past, HR role was concentrated to hiring firing and letter issuance-dispatching-filing stage. Now it has started to perform more than that. Such as – Employee motivation, Employee development, employee retention, facilitating organizational development initiatives etc. and thus contributes to the achievement of organizational goals. These value added job has just begun in Bangladesh. For a good tomorrow, this is a starting point. Employers have started to understand that the more they invest in human resources they more output is likely which lead them to emphasize on employee capability development. As such in many organizations, employee development is viewed as part of business plan. In these organizations, training budget is calculated as a percentage of total budgets of the organization. Employer-Employee relationships are better than the past. Employers now recognize the importance of employees’ participation in business planning, major decision making and organizational change process. Many organizations now conduct employee opinion surveys for collecting employee feedback and improve employer-employee relationships. Some HR actions have legal implications. But in the country context legal explanation does not seem to be adequate. There is lack of uniformity of the interpretation of law that lead to practice
  • 90. by organizations in different way. There is also ambiguity of existing legal policy or detailed policy framework on HR actions seems to be incomplete. In future the overall HR practice is expected to be brighter in Bangladesh because more are feeling the necessity of an established HR department in the organizational structure employer- employee relationship is expected to improve. It will be part of HR practices which will make HR actions, decision making process faster and accurate. Findings and Analysis 1. Shahjalal Islami Bank beliefs their Human Resource Department are the most valuable department than the others competitive and dynamic environment at present. 2. They consider their skilled people as assets for their organization. 3. Shahjalal Islami Bank committed to draw the most talented and dynamic professionals from the available candidates. 4. Shahjalal Islami Bank follows both the internal and external sources of recruitment. 5. Training and development programs of Shahjalal Islami Bank include orientations, and socializations activities to inform employees about policies and procedures. 6. Shahjalal Islami Bank try to develop their employee with future advancement and educate them in jobs kills. 7. 7. For job analysis Shahjalal Islami Bank consider several common uses such as – job definition, job re-design, orientation, socialization, carrier counseling, employee safety, performance appraisal and compensation. 8. Shahjalal Islami Bank designs their job in such way, which is the right person at the right place at the right time to achieve their objectives and goals. 9. Taking constructive steps they are trying to develop the skills of the human resource pool. 10. Their Human Resource Mangement Department (HRM) trusts in team work and respect each other. Recommendations  Shahjalal Islami Bank beliefs their human resource department are the most valuable department than the others. But still, The Company should be prepared the standard human resource planning because the success and failure of organizations is highly dependent on the proper human resource planning.  The process practiced in the organization is a very effective tool to fill probable vacancy. The in – house circulars within the group also act as a useful device to find the right person of the right job.  The manager training program of the company is a good way to groom to be manager for the probable vacancy in the future. The organization should regularly follow this procedure to build a productive and valuable workforce. The selection tools and procedures used in this program have also provided to be very effective. To cope with the ever-changing, competitive corporate world, the organization should welcome new ideas as well as fresh starters to trigger innovative ways to nature overall workforce competence. The assessment center approach is designed to identify the essential
  • 91. expertise of the candidates that enable to locate and select the right person for a managerial. This method is formally followed only in the manager trainee selection system. But this should also be followed in selecting the entry-level managers too.  The HR Department should look into the matter of consuming more time in the process of calling the applicants after their responses very seriously. The organization could control the size of applicants’ pool by using more clear and specific statements in the ad in terms of the minimum educational degree, preferred institutions and other necessary criteria based on which the initial screening of the applications were conducted.  Shahjalal Islami Bank could participate in the job fairs for their recruitment. A considerable volume of applications is dropped in the organizations as a result of the exposure created in the job fairs. The organization can promote its image as a potential recruiter through its successful participation in the job fairs.  The company can also for campus recruiting that could bring a yield of highly educated fresh-starters for the entry-level the organization. They can arrange seminars in the top business schools country. Also the company should facilitate online CV-posting system that is a very popular and effective practice used by the top business organizations.  The company should follow both on-the-job and off-the –job method training when they are training their employees.  The HRD manager of the company should be analyzed the organizational jobs properly because job analysis serves as the cornerstone of all human resource functions in an organization. Side by side the HRD manager should evaluate the different positions of employees in the organization in order to establish the well conceived for pay-structure.  Before appraising the performance of employees in the organization properly, the HRD manager should be established the standard. Here it is noticeable that the HRD manager should appraise the performance of all employees in the organization without showing any discrimination.  The HRD manager should prepare the standard promotion policy for the employees of the organization. Here it is very much important that the employees should get the promotion based on the performance not the nepotism, political influence and whatsoever.  The HRD manager should established the standard pay structure for the employees of the organization in order to reduce the high turnover of employees. Conclusion In this report the Overall work of the human resource department will be focused and described. After analyzing the report, we can say, In present competitive and dynamic environment, human resource are now being viewed as the most valuable mean for gaining advantages over other. Competitive advantages can only be achieved by building up highly motivated and skilled employees. To fulfill the vision, mission, and core objectives of a company the management has needed to established an effective and efficient human resource department and hired the confident and most promising professionals. Bibliography
  • 92. 1. Shaw, Schoenfeldt, Fisher; “Human Resource Management”, Biztantra Publications, India, 15th Edittion, p.p. 01 – 44. 1. Porter, Simmonds, Bingham; “Exploring Human Resource Management”, Mc Graw Hill Book Company, Boston, USA-1981, p.p. 01 – 39. 1. Aurther, William, and Davis, Keith, “Human Resource Management”, (9th edition), McGraw-Hill Book Company, New York, 2005. p.p. 35-60. 1. “Annual Report,” Shahjalal Islami Bank, Financial year 2008-2009, p.p. All. 1. Human Resource Management Practices in Bangladesh: http// www. hrmpb.com/ Retrieved date March 23, 2010. 1. Human Resource Management Practices in the 21st Century: http// www. hrmp21.com/ Retrieved date May10, 20010. 1. Stoner James A.F. and Freeman R. Edward and Jr. Daniel Gilbert., “Management,” Prentice-Hall of India Private Limited (2003), Sixth Edition, p.p. 374 – 402. 1. Werther William B. and Davis Keith., “Human Resource and Personal Management,” Mc Graw Hill Book Company, Boston, USA-1981, p.p. 181- 241. References Mr. Md. Ziaullah Khan, Senior Manager Human Resource Department, Shahjalal Islami Bank, Dhaka. Mr. Md. Abdul Latif Senior Officer & Incharge Human Resource Management Department Shahjalal Islami Bank, Sylhet. Mr. Md. Muntasir Hossain Assistant Manager Human Resource Department
  • 93. Shahjalal Islami Bank, Dhaka Mrs. Sultana Parvin Recruitment Manager Human Resource Department Shahjalal Islami Bank, Dhaka Human resources planning They need for human resource planning may not be readily apparent .However an organization that does not do planning for human resources may find that it is not meeting either its personal requirements or its overall goals effectively .For example ,a manufacturing company may hope to increase productivity .With new automated equipment ,but if the company does not start to hire and train to people to aspirate the equipment before installation ,the equipment may retain idle for ,weeks or ever months .Similarly an-all male ,all-white organization that does not plan to add women and minority group member to its staff may well have travel maintaining high performance and its also likely to become the in a civil rights lawsuit .Planning for human resources is a challenging task today ,given the increasingly competitive environment ,projected labor shortages ,changing demographics and pressure from government to protect both employees and the environment .The HRM can have a significant effect on an organization in a number of ways ,depending on what goals a company choose to focus. Objectives of Human Resource Planning Human resource planning has some objectives .For the fulfillment of these objectives human resources management undertake some activities and program .If all these activities are properly done and programs are undertake ,that can determined the efficiency of HRM .However the object of HRM can be mentioned in the following paragraphs: 1 .To Use Human Resources: The first objective of HR is to ensure optimum use of human resources .It means proper distribution of functions among the employees. 2 .To Forecast Future Skills: Second objectives of HR planning are to forecast whether required skills may be available or not .If it is seen that HR will not be available in future as per desire necessary steps can be taken just in the planning. 3 .TO Asses HR Requirements: Reasonable number of human resources is required for efficient and timely performance or organization activities .HR planning can help the management to ass’s future HR requirements properly. 4 .To Provide Control Measures: Proper control measure can help in ensuring discipline in the organization .HR planning determines the accurate number of human resources and satisfies its demand.
  • 94. 5 .To Determine Recruitment Level: HR planner must determine an established recruitment level .If not well-conceived and well accepted recruitment level or policy can be determined, he will not be able to recruit right people. Method of recruitment The historical arithmetic relationship between recruitment leads and invitees, invitees and interview, interviews and offers made and offers made and offers accepted. Some employers use a recruiting yield pyramid to calculate the number of applicants they must generate to hire the required number of new employees. The company knows it needs 50 new entry level accountants next year. From experience the firm also knows the ratio of offer made to actual new hires is 2 1 about half the people to whom its make offer accept them. Similarly the firm those that the ratio of candidates interviewed to offer made is 3 to 2 while the ratio of candidates invented for interviews to candidates actually interviewed to be about 4 to 3. Finally the firm knows that of six leads that come in from all its recruiting efforts only one applicant typically get an interviews- a 6 to 1 ratio Recruiting may bring to classified ads, and mine employment agencies but current employees are often the best sources of candidates. The Survey Methodology Goals:  Are the goals clearly communicated so employees can understand them at corporate, departmental and individual level?  Do employees agree and support the goals and believe in their achievability? Structure:  Is the structure appropriate to achieving the goals and are the negatives inherent in the structure minimized, and the strengths maximized? Relationships:  To what extent do relationships contribute to the achievement of the business goals?  What barriers have to be removed to ensure that the
  • 95. interpersonal, inter-unit and technology relationships operate effectively when people need to work together to deliver the goals? Climate:  Is there sufficient morale and recognition to sustain the motivation of employees?  Are the differences between good average and poor performance levels recognized and dealt with effectively? Leadership:  Do leaders at all levels define goals and empower employees to deliver them?  Do leaders deal with the conflict and barriers that inhibit individual and team performance? Process:  Are there sufficient coordination and integration processes for the delivery of the goals?  Is there sufficient management information for the performance of work and sufficient process innovation to meet changing requirements? Definition of Selection Selection activities typically follow a standard pattern, beginning with an initial screening interview and concluding with the final employment decision. The selection process typically consist of eight process: 1) initial screening interview 2) complication the application from. 3) employment tests. 4) comprehensive interview. 5) background investigation. 6) a conditional job offers 7) medical or physical examination 8) the permanent job offer. Each steps in the process seeks to expand the organizations knowledge about the applicant’s background, abilities, and motivation and it increase the information from which decision maker will make their prediction and final choice. Method of selection: As a culmination of our recruiting efforts, we should be prepare to initiate a primarily review of potentially accepted candidates. This initial increasing is in effect a two step procedure: 1) the screening of inquires and 2) the provision of screening interviews. What assessed? And how? Technical skills Phase 1- Applicants complete application and watch an interpersonal skills one hour video about the work environment. Technical performance Leadership Problem solving skills
  • 96. Phase 2- Applicants complete Department of employment services situation judgment inventory- measuring one’s ability to work in a team and other interpersonal skills. Phase 3- Applicants participate in a four-hour program designed to assess individual and group problem-solving skills. Screening experts observes applicant. Assemble line applicant also participate in a five hour assembly simulation. Phase 4- one hour interview with a group of interviewers. Phase 5- Conditional employee. Applicant undergoes two and one half hour of physical and substance testing at an area and hospital. Phase 6- employee is closely monitored by seasoned employees who assess job performance for the next six months. The tool provides insight to understand these issues in a business. In principle it is an employee survey but it is unique in its use of a generic theoretical model. Its wide use in the market facilitates an organization to bench mark against other leading employers, including multinational corporations and government agencies. Strategic Human Resource Process Mobilizing and managing human assets has become one of the most critical factors for organizational success. Experience and research indicates clearly that maximizing the contribution of all team members requires a systemic approach that relies on three characteristics:  Alignment of individual and team behavior and goals with organization values and strategies  Integration of human asset applications into a common set of processes based on common success criteria  Distribution of accountability and learning using enabling tools and technology helps organizations both refine or augment selective parts of their human assets systems and design and implement comprehensive people strategies. Frequently we are asked to:  Create a vision, values and supporting competencies  Generate a goal-setting approach  Create talent identification and pipelining process  Produce a human assets management approach (i.e., ensuring availability, mobilization and development of the right people for the right projects and/or positions  Develop a process, tools and support materials for creating a learning organization  Integrate the core human asset management applications (e.g., hiring/selection, assessment, development, learning and performance management) into a common process These resources will include information on the following themes:
  • 97.  An overview of recruitment and selection,  Preparing to recruit,  Accessing potential applicants,  Selection processes,  Making quality selection decisions, and  Post decision processes. The primary functional areas of the consolidated department are: 1. Regional and Community Planning 2. Planning Applications 3. Subdivisions and Development Approvals 4. Permits and Inspections Salary and Benefits The basic salary is specified in the offer letter and is payable in euros, as are all other allowances (family allowances, expatriation and installation). Emoluments (basic salary and allowances) are payable in arrears, with the exception of the installation allowance which is payable on taking up duty. Family Allowances Family allowances comprise a head of household allowance paid under certain conditions, an allowance for each dependent person other than the spouse, as recognized by the Organization. Annual leave and holidays Annual leave amounts to two and a half working days for each month of service. Working days (8 hours per day) are Monday to Friday inclusive, and French public holidays are observed. The Medical and Social System The Medical and Social System of the Organization has an excellent and comprehensive medical and social scheme. This includes paid sick leave and paid maternity leave. The healthcare insurance covers staff members and their families. Pension Scheme All staff members are required to subscribe to the Pension Scheme at the rate of 9.2 per cent of their basic salary. The maximum age for retirement is 65, but staff members are entitled from the age of 63, and after at least 10 years of service, to a pension amounting to 2 per cent of the final basic salary per year of service up to a maximum of 70 per cent for 35 years of service. A reduced pension can be paid to retiring staff members from the age of 51.The regulations provide for other benefits in the case of disablement and death.
  • 98. Traveling and removal expenses On the same occasion, and under certain conditions, the cost of removal of furniture and other personal effects is paid by the Organization. Currency transfer Staff members receiving an expatriation allowance may transfer through the Organization up to 50 per cent of their total emoluments to the country of which they are nationals or to country of residence at the time of appointment. Employee Involvement in Practice Employee Relations ‘Employee Relations’ is a relatively new term which broadens the study of industrial relations to include wider aspects of the employment relationship, including non-unionized workplaces, personal contracts and socio-emotional, rather than contractual, arrangements. This is an area with diverse ideological underpinnings and political ramifications. Governments have taken an active part in determining its conduct. In Europe, harmonization is leading to the establishment of works councils across the EU, giving a new role for collective representation. Human Resource Management in a Business Context provides an international focus on the theory and practice of people management. A thorough and comprehensive overview of all the key aspects of HRM, including case studies, articles from HRM Guide and other sources, key concepts, review questions and problems for discussion and analysis. Employee relations as an activity In many developed countries the industrial relations of the 1950s to the 1970s depended on the existence of company rules and regulations which served the purpose of clarifying what was expected of both employees and employers. Since then, the move towards flexibility and empowerment of staff has resulted in ‘fuzzier’ boundaries between required behavior and that which is regarded as inappropriate. Employees – particularly managers – have been given greater discretion on decision making in free market economies. This has been encouraged by ‘neoliberal’ governments throughout the world. Within the European Union, however, there has been a countervailing emphasis on formal rules because of the predominance of social market economies at the heart of the community. Typically, most large organizations continue to have formal rules on:  Timekeeping  Absence  Health and safety  Gross misconduct  Use of company facilities  Discrimination
  • 99. The enforcement of such rules is a sensitive issue, requiring some form of formal or informal disciplinary system. Discipline is not only negative, in the sense of being punitive or preventative; it also makes a positive contribution to organizational performance. An effective organization cannot survive if its members behave in an anarchic way. Order within an organization depends on an appropriate mixture of each of these forms of discipline. Within the context of HRM, however, the emphasis has moved away from managerial discipline towards self and, especially, team discipline. Nevertheless, most organizations continue to have institutionalized disciplinary procedures, largely determined by management. Implications of Employment Law This 1-day workshop will provide delegates with information on the practical application of employment law and highlight their responsibilities in how to maintain an effective and legal working environment Workshop Contents The workshop will provide delegates with an understanding of the application of Employment Law and will address the ways in which the law impacts on the whole employment process. It enables participants to understand their role – through their behaviors, practices and policies – in upholding employment law. The following areas will be covered:  Employment Law – The Framework  The Contract of Employment  Equality/Recruitment/ Sexual Harassment/ Bullying  Organization of Working Time  Discipline, Grievance & Unfair Dismissals  Leave Arrangements – statutory and non-statutory Workshop Aims & Learning Objectives The learning aims of the workshop are outlined below. Session One – Employment Law  To understand the background and framework of employment law in Ireland  To know the cornerstones of employment law Session Two – The Contract of Employment  To identify employee and employer rights  To know the impact of legal changes on contracts, including those offered to full-time, part-time and fixed-term or temporary employees  To reinforce the elements of a positive work environment  To know the process for termination of employment Session Three – Equality & Harassment Legislation
  • 100.  To learn about equality legislation  To understand what is defined as discrimination  To be aware of the implications of this legislation regarding recruitment practices  To understand the impact of equality and health & safety legislation on harassment, sexual harassment and bullying  To know how to handle complaints  To recognize the organizations obligations in these areas Session Four – Organization of Working Time  To understand the key points of the Organization of Working Time Act 1997 and Record Keeping Regulations 2001  Understand the practical implications for managers Session Five – Discipline and Grievance Procedures  To understand the purpose and steps of the disciplinary procedure and the grievance procedure  To clarify the link between performance management and discipline  To know about the Unfair Dismissals Act and cases taken under it  To understand the impact of not dealing with issues Session Six – Leave of Absence  To know the key points of the legislation covering Maternity Leave, Adoptive Leave, Parental Leave, Force Majuro Leave and Career’s Leave  To distinguish between statutory and non-statutory leave This workshop is available on a public and in-house customized basis. It is highly participative and will outline the legislation, and address best practice in the areas covered for managers and supervisors who deal with people issues. Human Resource Policies Equal opportunity Equal opportunity and treatment between men and women is a fundamental principle of HR policy. Actions to give effect to this principle have meant that, over recent years, recruitment and retention patterns have gradually changed to give women a larger presence in the Organization’s staff. The situation could still be improved however because, as elsewhere, women are not equitably represented at all levels: their participation continues to be largely at the lower grades. Training and Development
  • 101. It is the policy of relevant training for its staff to obtain and maintain the mix of skills and knowledge needed to achieve the highest level of performance in accomplishing the mission and objectives. Training, as one element of an integrated personnel management system that includes recruitment, performance management, career management, is one important means of learning. Sexual harassment Any type of harassment at work, or in connection with work performed on behalf of the Organization, will not be tolerated and may give rise to disciplinary action. This includes any action which constitutes sexual harassment. Non-smoking policy The protect non-smokers from the effects of smoking, and to help smokers to give up smoking if they so choose. The Organization’s collective areas are non-smoking (except areas set aside for smokers). Shared officers are considered to be collective areas, and are therefore non-smoking. Part-time work New officials may be directly recruited to work part-time. The duration of part-time work may be from 50 to 90 per cent of normal working hours and may be scheduled in various ways on a daily, weekly, monthly or annual basis. Spouse support and employment Organizations, when managing the recruitment of expatriate staff, are becoming increasingly sensitized to the needs of the family unit. Many such organizations have therefore introduced a spouse programmed to help the spouse make the adjustments necessary before the move takes place. Specialist Employment Law Training and Services As Ireland’s leading provider of HR information, with 1,500 customers of our foremost publication, Personnel Policies and Procedures: The Law in Perspective Graphite’s research and analysis of new legislation and emerging trends keeps us at the forefront of HR practice in Ireland. Based on our expertise we are the supplier of choice in the following areas: Development of HR Policies and Procedures Due to the complexity of employment legislation, many organizations require support in the development and production of employee contracts, policies and handbooks. We seek to build on policies and practices already in place and take account of an organization’s culture, while achieving legal compliance in policy and practice.
  • 102.  HR Policy review and development  Employee Handbooks  Employee Contracts  HR Audits and compliance analysis Implications of Employment Law for Managers The complex nature of our legislation and working practices requires managers to be at the forefront of implementing HR policies. Managers and supervisors need to fully understand the legal implications of day to day management activities such as refusing annual leave, absence management, dealing with grievances, interviewing and bullying allegations. Graphite provides a series of practical workshops to enable managers carry out these activities in a compliant and effective way:  Implications of Employment Law  Managing Discipline and Grievance  Selection Interviewing Skills Managing Dignity and Diversity The progressive equality legislation in Ireland dictates that Dignity and Diversity awareness is disseminated, and policies and procedures are put in place to provide all employees with a safe working environment, free of discrimination, harassment or bullying. We use our expertise to support the development and communication of polices and complaints procedures, and provide expert training for employees nominated for Support Contact or Investigator Roles:  How to Manage Dignity and Respect (Policy Briefings)  Managing Dignity and Diversity in the Workplace  Train the Designated Contact Person  Investigator Training Resolution of Issues Whilst we advocate the use of informal methods of complaint resolution whenever feasible, at times objective investigation and analysis has to come from an external source. This is especially true when complex issues have built an internal legacy which is difficult to unravel, and when internal expertise is insufficient to resolve issues. We support resolution through:  Facilitation  Mediation Service  Investigation Support Service Our experts provide up to date input on the impact of current and new employment legislation, the requirements for day to day compliance, the responsibilities of managers and HR, and provide relevant skills practice, case examples and exercises.
  • 103. Analytical Part Employees Selection Criteria The selection of the employees as a Partex Group is very complicated and difficult during the visiting time we know about it. The men/women who want to participate as an employee in this organization should have to drop the C.V here. Then the selection committee have choose a very few among them and call them for a written test. After that those who passed the test then they will have to give an interview to the selection members. If he qualified all this then he will be an employee. The process of the HRM department is same. ‘You don’t need to be a graduate associate in order to fast-track. It’s dependent on how well you’re doing and how much potential you have. You could be a very high-performing employee, but that does not mean you can manage very large businesses. Purpose Partex Group’s main purpose is to manage the internal customer. Their main objective is to make the customer satisfied. Their motive is to solve each problem arises within the customer. Make the life of people easier & more comfortable. They give the full satisfaction to the customer about the any kinds of errors. They help staff to ‘use their strengths in their jobs and for them to be successful because everything we do in HR has to be linked to performance’. ORIENTATION A new class of Partex Group’s Human Resource Management begins each July, the beginning of in the fiscal year. The program kicks off with two days of orientation. During these days an introduction to the program and the Partex Group is provided. The Trainees also learn about their first rotational assignment. These opening days provide the opportunity to meet one another and to meet personally with a number of Partex Group Human Resource Management System officials. MONITORING AND SUPERVISING Meet with supervisors and mentors, both of whom play a major role in Partex Group career development and training. They serve as advisors and aid the throughout their rotations. The mentor is a unique aspect of the Human Resource Management Trainee program. The mentor guides the overall professional career development of the Partex Group. The mentor also acts as teacher, counselor, motivator, and confidante to support and facilitate HRM them skill development. The mentor’s role is to take a long-term view in the Trainee’s career development and encourage doing the same in Partex Group. The mentor assists the HRM in the understanding of the technical, administrative, social and political systems within which Human Resource employees function. The mentor helps enable the HRM to shape realistic and reachable career expectations
  • 104. Partex Group supervise develops the training plan for provides orientation to the sponsoring agency. The supervisor is responsible for planning, coordinating, and conducting them developmental activities and evaluating progress. The supervisor also assigns work to the Trainee that will encourage technical competencies and career growth. The supervisor evaluates the overall performance of provides input on the assignment that the Partex Group will be provided after the initial training year. ROTATIONAL ASSIGNMENTS Typically have four rotations within the Partex Group’s Human Resource System. About every three months, they move to another program area within a different agency. The rotation types are assigned to accommodate the training plan of the needs of the sponsoring agency and Partex Group. The scheduling of the rotations allows the Trainee, supervisor, and mentor to have some degree of choice in both the variety and agency of the rotations. Depending on the needs of the agency, the Partex Group the personal training plan, and the requirements of the program, each rotation can be specialized to one functional area or may be generalized to encompass several areas. Through the rotational assignments, they are exposed to the many program areas within the Partex Group’s Human Resource Management System. These rotational assignments include comprehensive orientations to the functional responsibilities, organizational structure, and program areas of the agencies. Work-related projects are assigned to further enhance the knowledge and understanding of how the Partex Group functions. Assignments may include experiences in the following areas: 1Job Classification, 2Labor Relations, 3Equal Employment Opportunity, 4Employee Benefits, 5Special Projects, 6Health and Safety, 7Recruitment and Placement, 8Training and Development, 9 HR Research, Project, 10 Design, & Evaluation, 10HR Systems & Computer Applications. JOB CLASSIFICATION
  • 105. Job Classification is a core rotation that all will experience. In this rotation, the Partex Group will gain an understanding of the responsibility of job descriptions, use of class specifications, classification principles, and other key Human Resource of Partex Group topics. The Trainee will develop skills in interviewing and questioning techniques, report writing, use of database for job classification, and application of job classification principles. LABOR RELATIONS Labor Relations is another core rotation of the program that Partex Group will experience. In this rotation they will gain an understanding of investigation procedures, grievance procedures, discipline concepts, arbitrations, and the conduct of labor-management meetings. EQUAL EMPLOYMENT OPPORTUNITY (EEO) In this rotation the HRM of Partex Group will learn about EEO program plans, principles of discrimination, and utilization of workforce and job group analysis. They will develop skills in EEO program plan development, investigation and resolution techniques, design and conduct of EEO training plans, and advising managers and supervisors regarding EEO issues and principles of non-discrimination. EMPLOYEE BENEFITS Employee Benefits will give insight to the benefits available to Partex Group employees; Unemployment and Worker’s Compensation programs; the handling of leave provisions and holidays; and the relationship between benefits and the bargaining process. They will learn skills in processing benefit program actions; monitoring, analyzing, and evaluating benefit program cost; and counseling employees regarding benefits. SPECIAL PROJECTS Partex Group may have a rotation that includes many disciplines. The special projects will help to develop skills in independent research, team participation, and report writing. EMPLOYEE HEALTH AND SAFETY In an Employee Health and Safety rotation, Partex Group will gain an understanding of the, which offers employees and their families assistance with personal problems; safety programs in agencies; the role of unions in job safety; and Partex Group’s safety codes, regulations, and standards. RECRUITMENT AND PLACEMENT In Recruitment and Placement, the Partex Group will learn the application and testing process for Civil Service positions; the mechanics of hiring and promoting within the Partex Group; and the roles and responsibilities of agency Recruitment and Placement sections. The Trainee also will gain skills in interpreting and applying rules, regulations, procedures, and contract provisions.
  • 106. TRAINING AND DEVELOPMENT Partex Group assignments in Development will offer learning in a variety of areas. These include training needs assessment, performance consulting and improvement, classroom presentation and facilitation skills, supervisory and management training, and technical training methods. Other HRM they development will encompass procedures for contracting for training, conference planning and management techniques, and the providing of outside training seminars to Partex Group staff. HR RESEARCH, PROJECT DESIGN, AND EVALUATION A rotational assignment in this area will provide the Partex Group with an opportunity to be involved in the design and development of a new Human Resource program or the evaluation of existing programs. Assignments may include participation on teams that are installing a new Human Resource Management System program or the evaluation of an agency as part of a Human Resource Management Review. HR SYSTEMS AND COMPUTER APPLICATIONS The Human Resource Systems and Computer Applications rotation promotes an understanding of Partex Group how positions are filled; how time and attendance is reported; alternate work schedules; how Human Resource and payroll transactions are processed; and the procedures for maintaining, accessing, and releasing employee personnel information. TRAINING The training of the HRM of Partex Group does not rest solely on the supervisor, mentor, and rotational assignments. They reunite regularly for formal training classes from the Governor’s Office of Administration. The formal training consists of lectures by Commonwealth professionals, tours of Partex Group facilities, and group learning activities. The core training focuses on traditional Human Resource areas, including labor relations, job classification, training and development, benefits, EEO, pay, recruitment, HR systems and computer applications, research and evaluation, and safety and health. Partex Group also may participate in formal training that is offered through their rotational agencies. Agency-offered training allows the Trainee to develop specific technical skills that will benefit their work in their rotational agencies. PLACEMENT Upon the successful completion of their rotational assignments, Human Resource Management of Partex Group will be placed within the agency in which they began their rotations or another suitable position. At this time they will attain permanent status at the level of Human Resource Analyst 1 or Equal Opportunity Specialist 1. Chapter – Eight
  • 107. Findings Partex Group put together an experienced staff to design and merchandise, source and buys raw materials, develop product and components, and coordinate multi process embellishment and technical cut and sew operations. They ship finished product to either distribution or retail from their based distribution center. Partex Group does it fast and do it right! Today, supervisors and managers are urged to follow a new model, a more compassionate, collaborative approach to leadership and Human Resources Management based on a philosophy of individual empowerment and team effort – much different than the model of cold authority figures. This modern approach to supervision and HR Management engages more workers’ intelligence, creativity, motivation and loyalty. It tends to reduce absenteeism and turnover, while increasing productivity and problem solving ability. For my point of view the company should keep its young employees. Every potential junior auditor one day because a senior sufficient facilities and careful observation can brings success of these prospective trainee officers. After get appropriate training, they develop the many skill necessary to become good auditor. Conducted by research basic work and investigation my point of view the company should do to keep its young employees. We find out some point which is as below: 1. Lack of experience of junior member which covered by the senior member of the Partex Group. 2. More productivity, Partex Group attention is usually focused on the work being produced. This is helpful to achieve the organization goal. 3. Junior auditors can learn many things about senior auditors working activity and others which is help to build their career as a “the next supervisor” 4. Less careful about junior officer. 5. Always try to measure quantity not quality. 6. Less careful about their further career development. Different type’s organization follow different types of philosophy for my point of view in this case working combination way such as team work or friendly manner as a result it reduce the turnover rate and enhance the satisfactory land which is helpful to organization goal. In addition to Investigator Training, Graphite provides an Investigation Service which has two types of service offering. The investigation support service is designed to ensure that best practice in undertaking investigations is attained. Support for Internal Investigators Partex Group offering is designed to support internal investigators who have been assigned to complete an investigation on behalf of the employer into an employment related matter. In providing support Partex Group will provide a coach and mentor to the investigator/investigation team, who will be an expert with which to discuss, debate, review the course that the investigation is taking. In providing such a sounding board the internal investigator has an independent person with whom the process can be discussed in confidence. In particular, this helps the investigators to effectively manage the boundaries and reporting of the investigation.
  • 108. Carry out Investigations The offering is designed to enable an employer to engage the services of an external investigator to carry out an independent investigation into an employment related matter, particularly harassment or bullying of the Partex Group. The investigatory service includes full administration, management and documentation of the process. In this role, a Partex Group consultant will go on-site to interview complainants, alleged harassers, witnesses, and collate all relevant information. The findings will be compiled into an objectively written investigatory report. All documentation and information acquired throughout the process will be treated sensitively and confidentially. Investigation Support Service provides  Confidentiality  Adherence to best practice  Support to the employer in the carrying out of investigations  Effective management of the stages of the investigatory process  Formulation and communication of central issues and findings Change in power relations and highlights the supremacy of Partex Group’s management. The management prerogative is rediscovered but in place of command and control the emphasis is on commitment and control as quality, flexibility and competence replace quantity, task and dumb obedience. To put it another way: the managerial agenda is increasingly focused on innovation, quality and cost reduction. Human resource management makes more demands on employees, work is intensified…. there is less room for managerial slack and for indulgency patterns. Recommendation A simple strategic model is comprised of four key components via; Mission, Objectives, Strategy, Implementation and Review. The term ‘strategic management’ defines the process by which these long term aims, the strategy and implementation are managed. ‘Strategic HRM’ deals with the longer-term people issues, as part of the strategic management of human resources, in accordance with its Partex Group’s strategy and mission statement. It may please be noted that Partex Group Government regulations do not permit employment of non-Bangladeshis. These however are only allowed on the request of the employer for highly technical nature of work not normally available in Bangladesh, because they follow a bookish selection methods but it is not to a perfect way in the current suction. In addition to Partex Group vast sales and distribution network of dealers, they have 6 sales depots located at strategic points, but it is not possible way of the business. If they increase their distribution network then it is easy to establish the business position. We identified the following six factors as accounting for the increasing interest in and resort to HRM practices of Partex Group:
  • 109. 1. Public sector and institutional reform. A coherent sector strategy is a prerequisite for sustainable HR strategy and supporting structures. Partex Group need to develop improved in-house training management practices and utilization of training resources especially training centers and, effectively utilize their own resource persons to improve and update the skills of junior staff and new entrants thus, preventing knowledge erosion. 2. Strategic groups. The formation of a high-level strategic HRM policy group, and a lower level working group, to support the change process. The strategy group would be led by the Partex Group contain highly influential in HR management. In addition, there would be private sector representation to expand the knowledge base of HRM and share good practice. 3. Institutional Analysis. Linking the Local Consultative Groups (LCG) to the Partex Group is an opportunity to develop an institutional analysis study funded by the set in motion a programmed to address HRM/D and could develop better performing Departments working in accordance with the reformation process. This provides donors with an opportunity to support skill development once again but this time as part of a public sector reform initiative. 4. Support for in-country HRM development. If the Partex Group were well developed, it could become the professional body for HRM in the country. Support could include a small scoping study to examine how the Society could be developed, where and how the public sector would fit, timescale for any support and long-term sustainability. 5. Co-coordinated support for MIS Development. There is currently duplication of Partex Group’s development for HRM systems. This could be established as a standardized system to meet all HRM needs. Support could include an initial review of current systems and an agreed plan on an integrated approach to MIS development. 6. Developing a Code of Conduct. The purpose of a code of conduct is to provide a framework for Partex Group’s accountability; maintaining safeguards and outlining clear statements of expected behavior. All interested parties can use it as a point of reference. They should not be static but reflect the changing organization and engender a sense of integrity offering assurance to the public (customers etc). It is a proven effective human resource management tool creating a sense of discipline and responsibility.
  • 110. They always says they are the leading of manufacturer, seller and distributor in Bangladesh achieving their business vision through growth in market reach, increasing operation size, international distribution, total service and consistent branding activities by the being most customer focused & Innovative, cost effective & efficient, environmentally responsible & quality concerned company in the business. It is not easy process, but they are trying to make a successful business. Conclusion Partex Group focuses on building high quality human resources with expertise and professional skills adopting the human resources re-engineering and development plant was a view to creating and excellent clientele service environment for ultimate achieving of sustain profit growth making no comprising with the quality assets creation . The company human resources development strategy is too built up quality manpower with conceptual managerial knowledge skills through designing of continuous in house and outside training program. The arrange in house, customized special training at for fresh entrained to build up quality manpower and suitable placing them in productive channel. It also arrange training program, workshop etc. Under executive development program for increasing quantum of quality manpower at higher management level. Partex Group offer challenging professional opportunities to young persons who can give sustained and focused hands on performance in the field of marketing, accounts, finance, production, MIS / IT and engineering. Vacancies arise from time to time to fulfill requirements of the Group. Partex Group offer attractive salaries and benefits in line with top industrial employers in Bangladesh. Scope of advancement is strictly performance based. They have mobilized adequate distributors to serve all parts of the regions; they are one of the largest distribution organizations in Bangladesh. This network makes possible the flow of goods from the producer through intermediaries to the buyer The region’s proximity to the market, favorable duty and quota treatment, low cost environment and strong work ethic make it the ideal place for apparel production. Partex Group opened their state of the art manufacturing facility. One of the most modern facilities in their 57,000 square foot facility contains a one shop of capabilities for the most efficient means of apparel manufacturing available. Danish Condensed Milk Bd. ltd. is the one of the largest distribution network in Bangladesh of Partex Group. Hundreds of eager energetic and effective sales representatives are working supported by our dedicated sales and marketing division. We are marketing many products namely Ovaltine, RC cola, MUM-natural drinking water in PET bottles, Danish Condensed Milk, Danish Milk Powder, Danish Fruit Juice and Distributor of Aktel Scratch Card & E-fill. All the process is achieved only use the proper method of Human Resource Management.
  • 111. Human Resource Management Practices of Bangladesh: A Case Study on Orion Infusion Limited (OIL) Ratings: (1)|Views: 16,810|Likes: 183 Published by Zafour See more Recommendations OIL is a highly professionally managed organization in where safety leadsimpro ved productivit y, so O rion Infusio n Limited need to provide the employee more quality work life as well as more attractive environmentfor working. They should keep the work environment sound and healthyf o r t h e e m p l o y e e t o w o r k i n t h e i r o w n e n v i r o n m e n t . E m p l o y e e ’ s sa t is fact io n needs to be increased by mainta ini ng the company policyefficiently to get maximum productivity through employees’ satisfaction.Though the company has loss in different sector, above all it makes profitin the current year but it need to prevention of loss by adopting effectivetechnology and continuous development of human resource management.OIL is a pharmaceutical company so for the responsibility of the society itneeds to completely obey the national law and order of the Government. Bibliography DeCenzo David A. and Robbins Stephen P., “ Personnel/Human ResourceManagement ,” Prentice- Hall of India Private Limited, 5 August (2005), p.p. 148- 227“Annual Report,” Orion Infusion Ltd ., Financial year 2005-2006, p.p. Al.Karim Md. Ebadul, Chief Human Resource Officer, Orion Infusion Ltd. Werther Willia m B. and Davis K eith., “Human Resource and PersonalManagement,” Mc Graw Hill Book Company, Boston, USA-1981,p.p.181- 241.S t o ne r J a me s A . F . a nd F r e e ma n R. Ed w a r d a nd J r . D a nie l G ilb e r t . , “Management,” P r e nt ic e - H a l l o f I nd ia P r iva t e Limi t e d ( 2 0 0 3 ) , S ixt h Edition,p.p.374- 402H uma n Re s o ur c e M a na ge me nt P r a c t ic e s in Ba ngla d e s h : ht t p / / w w w . hrmpb.com/ Retrieved date June 20, 2007.Human Resource Management Practices in the 21 st Century: http// www.hrmp21.com/ Retrieved date May10, 2007. Human Resource Management and Expatriate : http// www. hrmexp.com/Retrieved date June 25, 2007. Human Resource Management of BCCP , Bangladesh : http// www. hrm. bccpba. com/ Retrieved date May 31,-2007.
  • 112. QuestionnaireonHuman Resource Management (HRM) Practices of Bangladesh 1.In your organization which department is mainly practice?HRM (Human Resource Management) PM (Personnel Management) 2 . W h o i s t h e r e s p o n s i b l e p e r s o n f o r p l a n n i n g t h e H R M / P M i n y o u r organization?…………………………………..……………………………………………… ……………………….………………….……………………............………………………………… …………………………………………..3 . I n t h e r e c r u i t m e n t p r o c e s s w h a t k i n d o f s o u r c e s i s u s e d b y y o u r organization?External Internal4 . F o r r e c r u i t m e n t t h e e m p l o y e e w h i c h t h i n g s i s f o l l o w e d b y y o u r organization?Advertisement Campus RecruitingOrganization :……………………………………….Designation :………………………………………..Address :………………………………………..………………………………………..Age :………………………………………..Sex :……………………………………….Educational qualification:……………………………………….Contract no. :………………………………………