Training & Development Practices of Square Pharmaceutical Ltd
- 1. Institute of Business Administration University of Rajshahi Term Paper on Training & Development Practices of Square Pharmaceutical Ltd. Course Title: Training & Development Course Code: HRM-703 Submitted To: Dr. Shaikh Shamsul Arafin Professor, Rajshahi University, Rajshahi Submitted By: MD. Rafiul Hasan 2210085107 Sintiak Haque 2210085114 Ummee Sabiha Tabassoom 2210085117 Afifa Hoda 2210085120 Semester: 5th, Batch: 21st Program: MBA (Evening), IBA, Rajshahi University Date of Submission: 22-10-2024
- 2. 2 Overview of the Organization Square Pharmaceuticals Limited is a trading company of Square Group. In the face like the current rank, the square begins to begin slowly. The company started a small pharmaceutical business in Pabna. Four new entrepreneurs have put a lot of effort into how they have made with positive change. They brought economic change to our country. In order to get a balanced job, their training and development is overseen, they feel that this approach can improve the skills and knowledge of their employees over time, which is why it is really important to address the challenges in this table. Square Pharmaceuticals Limited has been ahead of the pharmaceutical industry in Bangladesh since 1975. Since 1957, Square Pharmaceuticals Limited has been developing high performance and efficient products. The inability to repeat the modern system of globalization has opened a new horizon for the extra-national market, where its products need more functionality and better products than a higher market. Achieving Maximum Efficiency and Performance Square Pharmaceuticals Limited prepares its employees for improvement. Objective & Purpose To know about the Square Pharmaceuticals Ltd. and its HR practice. To find out the kinds of training provided by SQUARE to its employees. To look on the frequency of training provided by SQUARE to its employees. And finally, whether the training provided by the organization has any impact developing the employee. Methodology and Sources of Data The of information refer collecting information Websites Various kinds of publications of companies Annual report of company
- 3. 3 SQUARE Concerns Training in Square Pharmaceuticals Limited SQUARE’s HRD is tirelessly working on the continuous training; development and well- being of its members. Both in-house and outside organization training of employees are concomitant and ongoing process. For continuous monitoring and development, a highly scientific participatory Performance Management System (PMS) is in use for assessing employee need and appraising them once in each quarter of the year. Along with regular programs for HR Development SQUARE has number of Employee Relations Programs (ERP). It is needless to mention that employee training improves skills, and add to the existing level of knowledge so that the employee is better equipped to do his/her present job, and prepare him/her for a higher level of job with increased responsibilities. The management of Square Group (Pharmaceuticals) is not an exception to this people development concept. Towards continuous improvement, Square Group is fostering training throughout the organizations. Currently various sister concerns are conducting training program in differently but an effort is in progress for conducting training in an organized fashion. As part of SQUARE, one of the all-time leading Bangladeshi conglomerates, SQUARE Pharmaceuticals Ltd.‘s sister concerns not only present a large quantity of companies but also a rich range of product lines. The SQUARE Concerns with their logos are given as follows: As part of SQUARE, one of the all-time leading Bangladeshi conglomerates, SQUARE Pharmaceuticals Ltd.‘s sister concerns not only present a large quantity of companies but also a rich range of product lines. The SQUARE Concerns with their logos are given as follows: g
- 4. 4 Training and Development process of Square Pharmaceuticals Limited Training Needs Assessment / Analysis The first step that SPL takes is determining its training needs. Because training is considered a vital investment that impacts organizational development, the Human Resource Department has to understand who needs what training, at an individual as well as group level. Sending employees to unnecessary external trainings or conducting useless internal trainings not only wastes monetary resources but also wastes time for work processes. This leads to employee dissatisfaction and degrading of the working environment. Analyzing training needs occur at three broad levels- organizational, task and individual. The first step of the assessment involves determining why specific training activities are required and putting the training within the appropriate organizational context (Mello, 2006). Surveys and written tests are standard tools for need assessment processes and determinations. Thus, SPL’s HRD tries to ensure that the training programs fulfill company objectives and do not cross budget limitations. “The budget for training is like the control” says the Ex AGM, Mr. Ali Hossain. “A training calendar is maintained so that investments and arranging of training programs don’t hamper daily work progress and show us when and where to invest”. This is the initial step toward developing an organization as deviating from company strategy and increasing unnecessary costs devalue T&D’s role as a change agent. The second step for the TNA is to understand the specific skills and knowledge required for particular tasks and positions. The job descriptions forms may help in this matter. This step also emphasizes on the setting for the training (on/off the job, in-house/outdoor, etc.) and the probable mistakes that may deviate the intent of the program. At SPL, this is conducted both by the T&D executives and recruiting personnel, so that the nature of the job is aligned with the program. Finally, trainees who need the training are determined via TNA forms that indicate their existing competencies, areas for improvement and the extent for improvement. The finally stage determines who will attend what training and when. This usually occurs at
- 5. 5 the beginning quarter of the year, so that the required trainings and budgets are determined and arranged (internally/externally) throughout the year. Types of Training Programs of SPL SQUARE Pharmaceuticals Ltd. the training and development courses divided into categories include leadership and non-leadership positions. On-the-job training is also considered graduate, but it also interferes with the other three groups, so it was decided to separate the training. Employee development programs classified by organizing bodies embody internal and external trainings. Internal trainings are conducted, organized and pay by the corporate itself, whereas external coaching’s organized by coaching establishments or different training entities However, typically participation prices are incurred by the corporate. When categorizing by position, there are typically three types of coaching positions: internal (corporate office), within the factory (factory), or outpost (at an associate grade external coaching center, such as BRAC Center for Development Management at Saver). The number of workers affect the needs of the department, the schools accessible and the monetary resources are available for the program, the location is fixed. Finally, SPL leads each on task coaching and out of task training. Activity training is needed for industry force workers prior to connection for different workers and labor force, it is organized as needed (usually as per annual coaching wish analysis). In contrast, off-task training courses are organized both internally (conducted by the
- 6. 6 company) and externally (conducted by external schools or institutes). When conducted inhouse off-the-job coaching sessions are conducted on PowerPoint displays, handouts, demonstrations etc. ill-treatment and should take place within the Corporate Head Quarter or within the different units, located in numerous locations within the country. Some extent and donate to SPL's coaching programs. Below, the varieties of coaching for executives, non-executives and field forces with opposite factors (internal / external, activity on / off and position) are provided to give an image of the coaching initiatives in the square Prescribed Drugs Ltd. Executive and Managerial Trainings SQUARE facilitates development initiatives for its current managers because of the “potential” managers and the executives. These initiatives can be conducted internally or externally taking into account the requirement. For internal training, the time department evaluates coaching desires for staff and targeted departments; assigns capable and qualified staff as material consultants (PMI) to conduct the coaching; appoints trainees; and decides whether or not the training can take place within the CHQ or within the external stations (near its plants / factories in Gazipur, Pabna and Tejgaon and / or coaching centers such as BRAC CDM). Internal schedules typically occur when division GMs or hours staff see a requirement for improvement in a highly specific space (e.g., communication skills or laptop skills). Or they can also be annual Associate in nurse initiatives derived from the coaching calendar to improve the skills of new managers. For the latter type of internal coaching, fewer trainees are needed than the previous type. External training takes place once managers and executives are appointed and send to training programs (workshops / seminars / courses) organized by external institutes. This external coaching for executives is the "real" financial investments that come from training and developments. So, once you talk about T&D's return on investment (ROI) at the actual monetary level, outside education inherits the game. a number of its most frequent domestic external coaching providers embrace BDJobs, Prothom-Alo, Bangla Desh Employers' Federation, ISCEA, Brand forum, etc. Foreign coaching bodies embrace IIMA and XLRI. Most of these programs are held on an annual Associate in nurse basis, so the timing arrangement and incoming pre-training are done beautifully Brand-new external programs, they need contact persons for help and notification. It also
- 7. 7 facilitates training abroad for its most powerful executives and managers to help them convey new information and skills to the company, thus proving to be a learning organization. The appointment ended just like the internal coaching, but only once a radical overhaul of the program offered or supposed by T&D executives, hours managers and division managers. A letter is sent to the various establishments for the acceptance of applications. If accepted, HRD notifies applicants regarding the timing and location of the program. Analysis documents are delivered to the extra service and sent to HRD once coaching is completed. T&D also ensures that each of the documents (certificates, course materials, flyers, etc.) is sent to it by the participants as part of the assortment of knowledge and future reference. Once 3 months from the completion of the coaching, participants are required for an extra service of another type of analysis provided by T&D, and then check the impact of the corresponding coaching on the participants. In addition to these, within seven days of arrival from coaching, all participants had the opportunity to organize a presentation on the subject among the colleagues of the department and consequently advise T&D. Besides these, SPL’s development initiatives embrace the management development program (MDP) that focuses on rising and enhancing social control skills, each for the executives and managers. It’s going to be conducted within the workplace premises or staff sent to external organizers. SPL arranges this for its entire sister concerns’ staff still for betterment of the cluster as an entire. Non-Executive Trainings Non-executives embrace colleagues, drivers, workplace assistants and officers. This level also includes administrative assistants and canteen workers still as cooks. It is therefore essentially the largest cluster within the company headquarters still as within the work units (not considering the forces of the sector). Educating them includes simple and dead internal coaching programs. Their coaching also needs the larger areas and more experienced internal colleges to guide and teach them extremely correctly, given their relatively low rate of return. Like executives, non-executives are handpicked through appointment and approval by various division supervisors. Their coaching could take place within the company's military headquarters or within the operational units or in external training centers such as BRAC CDM, Saver. Topics range from basic "computer
- 8. 8 skills", "correct etiquette at the table" to classic ones like "positive thinking" coaching initiatives also vary according to the division's wishes and "needs of the moment". A special feature of the non-executive development program is that the Individual Skills Development Program (IPDP), aimed at providing nonexecutives with the information, skills for transformation into a government. For nonexecutives, there are typically no external coaching Associates in nursing development initiatives as they are still within the movement towards the ladder to gain a permanent government position. Field Forces Trainings This area brings together initiatives on the ground where T&D plays a significant role. The "face" and true drivers of SPL's profits, the forces in the field embody the MPO (Medical Representative Officer) of square prescribed drugs, SPO (Sales Promotion Officer) of the Agro vet division of SPL, PPO (Product Promotion Officer) of aromas and Nutraceutical Ltd. SDO (Sales Development Officer) of the chemical department of SPL. These workforces represent the sales force. After passing the written tests and before starting induction coaching (mainly knowledge-based coaching at CHQ), all qualified candidates of the Sector Forces Area Unit (MPO / PPO / SPO / SDO) have been sent to industry coaching to induce the $ 64,000 feeling of the task. They are sent to the markets under the management of the land managers are connected to an MPO with whom they visit markets, go through doctors' calls, take orders, and build reports at the end of the day, concept behind coaching is to have them go through a tight operational schedule so that they don't panic after the area unit is put into the $ 64,000 job. Usually, the atmosphere of "demo" work in the field is purposely created tougher than traditional, so that they can survive in the future only in case of unwanted things or difficulties. Usually, this field coaching is performed every week at the mill units. Upon returning from sector coaching, induction coaching begins at the company headquarters. This knowledge based soft skills coaching incorporate lessons on “digestive system, nervous system, etc., product knowledge: different brands, generic names, dosages; sales and promotion of related topics: how to manage customers, a way to the details before the doctors; 60 minutes of issues benefits and compensation, policies etc, general issues like company presentation, mannerisms, meeting greetings, positive angle etc. "(Rahman, 2012). Field strength area unit is assessed daily for the duration of the initial coaching. During the
- 9. 9 introductory coaching amount, a review category is taken each morning on the topics covered the previous day. Then, they sit down for a communication. The card area unit checked and approached the trainees on the same day so that they would receive feedback and correct mistakes. Scoring is completed every day. If a beginner scores poorly in 3 consecutive exams, then he is out of coaching. At the end of coaching, participants sit down for the final communication and exam, along with the description. If they reach the final stage, they are offered provisional work and the letter of appointment in two deliveries as a law enforcement worker of sq. Prescribed Medicines Ltd. Special types of Trainings Two varieties of coaching have supported the mill and manufacturing policies that need to be mentioned: a) Coaching for Assessment (FAT) and b) Current Smart Manufacturing Practices (CGMP). Factory Assessment Coaching (FAT): As production increases or to adapt to new technologies, buys machinery from time to time. The machine area unit purchased from completely different countries. Managing these high school machines requires some experience as they sell the machines to tackle, the supplier companies provide coaching sessions for the interested people of our half in order to show them a way to make the machines work. Here all the prices of the coaching and travel units distributed by the seller to the workers of the area units of the production, engineering and technical support department generally eligible to participate in such training courses as they are directly linked to the management of these machinery. Current Coaching for Product Manufacturing (CGMP): Area unit of Current Intelligent Manufacturing Practices (CGMP) followed by the Prescribed Drugs business to confirm that the product created meets specific needs for identity, strength, quality and purity. CGMP requires that all those operating in a highly productive space have the education, training and knowledge to perform their assigned duties. Training of MPO (Medical Promotion Officer) Medical support officers play a vital role in Square Pharmaceuticals Ltd. They work in the field with doctors. Each
- 10. 10 year, SPL needs more MPOs in the pharmacy to improve the business organization. Topic of Training of MPOS Human anatomy & basic history Basic physiology & pathology Digestive system Eye infection Skin & skin disease Dialectology & diabetic Cardiovascular Blood Central nerves system Respirator system Gentry urinary system & reproductive system Training Requests, Approvals & Authorization Training Approval: The approval of Training Requests has to be determined by the concerned department authority. Payment Process: Trainer if hired from outside has to be appointed on-payment basis. Actual payment for the service is made using check or cash. The training course must include the following: The course is deemed job-related. The manager proposes the training requesting approval and authorizes. There are sufficient funds to pay for the course. Good trainer. Proof that all funds are expended perfectly Methods and Techniques of training The methods are divided into two groups: Off the job training On the job training
- 11. 11 SPL follow different development techniques, both on the job training and formal training programs are the most commonly used development technique. On the job training is a development procedure which is done through firsthand experience. In this case, most of the time Supervisor directly teaches the employee then assigns work on a need basis, takes follow up, evaluates performance then gives feedback. This process continues until the employee acquires the skill perfectly. Whereas Formal training programs are more like classroom-based. HR department organizes this program with inhouse faculties or external faculties. It can be organized out of the organization even overseas if the outcome is significantly higher. Sometimes employees are sent abroad for achieving professional degrees for having deeper and specific knowledge on a particular subject. Other training methods can also be used, such as self-reading, job rotation, special/project assignment, internal/external networks and visits to different external bodies. There are some training institutes where SPL sends their employee more often, which are:
- 12. 12 Execution of 70-20-10 model for training and Development: Square pharmaceuticals limited is a strong believer of the 70-20-10 model. It is a strategic workplace learning framework which is used to boost up employee's learning curve through three types of learning experience: On the job (70%)-Exposer (20%)- Classroom (10%). On the job: SPL believe that, this 70% of training is the most effective learning amongst all because it lets employee discover the job-related skill and sharpen their old skills. This experiential learning is considered informal training since they are learning it through their day- to-day interaction with a different type of people, hands-on experience and facing various challenges at work. Exposer: 20% comes from exposer which includes training from coaching, mentoring even from networking and sharing. SPL created a cooperative work environment where everyone is encouraged to share new ideas and skills with each other, and no one hesitates to seek help from others. To create a cooperative and friendly workplace HRD rewards their "most helpful" employee elected by all the employees working in the department, this creates a positive impact among the employees and motivates others to be more cooperative. Classroom: The rest 10% comes from formal classroom training. As per requirement, the T&D team organizes formal classroom training for employees, but this learning barely has any impact if one doesn't face any challenge at the workplace. Yet this is a crucial learning part of any methods because it formulates the backbone of any successful training. All in all, for effective
- 13. 13 training there is no exception to the 70-20-10 model and SPL recognizes its importance well and tries to implement it in every department. SQUARE Pharmaceuticals Ltd (SPL) Evaluation Plan: SQUARE Pharmaceuticals ltd. arranges different kind of training program and evaluates the training and trainee. SPL always wants to know the reaction of a trainee about training and recourse person and other facilities. Within a certain time period, supervisor and department head or HR personnel jointly observe a trainee’s changes in behavior, working process and application of experience through some parameter sets up by HR’s T&D department. SQUARE Pharmaceuticals generally follows the Kirkpatrick's model for evaluation process. This model has a four-level training evaluation process. 1. Reaction: The first level of Kirkpatrick's model is the reaction level. In the reaction level SPL collects information about training program and resource person from the trainees. Based on some specific questionnaires SPL personnel find out the genuine scenes of reaction. Trainee reaction about training program: To find out learners' reaction and perception to the training, questionnaire stand for- Relevancy of the training topic with current job Is the training improving their performance Understanding the training topic Material distribution was adequate and useful Training met the expectation
- 14. 14 Audio-visual and training aids were useful Time duration of training Suggested to others Each trainee fills up their reaction form and gives related feedback and comments if needed about training and person. 2. Learning: At this stage, the L&D team tries to find out, what the trainee has learned from the program. Here, specific answer is preferred rather than being diplomatic. The main purpose is Measuring the increased knowledge from before to after the training. For evaluation, the supervisor assigns some tasks related to the training and the trainee has to perform it according to the lesson learned from the training program. SPL has some parameters to evaluate participant’s learning from training. Does the training Improved skill and knowledge Any new updates and uses of information about work Fulfil the objectives to attend training Growth of Confidence Here also a trainee shares what else he or she has learnt from training and their comments. 3. Behavior: Behavior is the action that is performed by a trainee on their job. Behavior evaluates basically after training when they join workplace. Department head and HR persons jointly observed trainees on job performance. A trainee’s changed or developed attitude towards work, superior, and colleagues. How he /she doing the job – smoothly or still feels difficulty, different use of training experience etc. SQUARE Pharmaceuticals has feedback form to know about their behavior, Functional application of training experience Successfully used of training knowledge Diversified the skill Dedication towards organization and target.
- 15. 15 After a time period, observations have ended and superior come to the result about actual behavioral development of a trainee. 4. Result: In this last stage, result actually assesses the success of training program in operational and strategic way. It measures by reduced expenses, Increased sales, less error on the job and personal progress. SPL has estimated the result through some standard question and survey. Like: Training knowledge and experienced facilitated the job Training carried benefit for different own and other departments Impact of the training has achieved Here are the four level of evaluation that SPL executes. In each level of evaluation included trainee’s name, department, and trainer’s name. Every employee selected for the training has to fill up the feedback form, and share their achievement and feelings. It is mentionable that, square generally doesn’t apply the stage 4, until it truly necessary.
- 16. 16 Conclusion The training and development process of Square Pharmaceuticals Limited is the country's one of the most well-structured process. The number of training organized by the SPL is also much higher than any top-ranked company of our country. Training and developing costs money, time and require a large number of people's engagement but SPL's Learning and development team work tirelessly for ensuring proper training and improvement opportunities for the employees. SPL believes training and development is an investment because sooner or later it will bring greater output to the company. There is no doubt that among the national companies SPL offers one of the best facilities for employee development but still when we compare it to international level or with other successful multinational companies there are still few areas for improvement especially the number of overseas training can be increased so that employees can be exposed more to international level work environment and this experience will definity bring SPL to a higher standard as a multinational company. A company with truly global ambition shouldn't confine their learning opportunities within national boundaries.
- 17. 17 References 1. https://www.squarepharma.com.bd/ 2. http://dspace.daffodilvarsity.edu.bd:8080/handle/123456789/6247 3. https://www.studocu.com/row/document/daffodil-international-university/mis/the- practice-of-training-and-development-in-square-pharmaceuticals-ltd/10961340 4. https://www.scribd.com/document/489469185/The-Practice-of-Training-and- Development-in-SQUARE-Pharmaceuticals-Ltd-doc 5. https://dspace.bracu.ac.bd/xmlui/bitstream/handle/ 10361/14020/15104185_BBA.pdf?sequence=1&isAllowed=y