HR Practice in BBS Cables LTD.Final

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HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 1 | P a g e Chapter-1 Prefatory Part HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 2 | P a g e 1.1: Introduction This report is prepared for fulfilling the course requirement of MBA (Evening) Program. As the classroom discussion alone cannot give proper picture of real business situation, therefore it is an opportunity for the students to know about real life situation through this program. Dissertation program is very essential for every student, especially for the students of business administration, which helps them to know real existing situation. For this reason a student takes the dissertation program at the last stage of the MBA degree, to launch a career with some practical experience. I have made this dissertation report on HR practices in Bangladesh. This report is about Human Resource practices of Bangladesh: A Study of BBS Cable Ltd. I wanted to work on this topic because, Human Resource Management is very important in business organization. No business organization can be a successful one without a sound HRM practice. On the other hand BBS Cables is one of the large power cable producers in Bangladesh. So definitely their HRM practice is strong & different from the competitors. For all of these reasons I have made this report on "Human Resource Practices in Bangladesh: A Study of BBS Cables Ltd HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 3 | P a g e 1.2: Background of the Report There is no doubt that the world of work is rapidly changing. As part of an organization then, HRM must be equipped to deal with the effects of the changing world of work. For them this means understanding the implications of globalization, technology changes, workforce diversity. Changing skill requirements, continuous improvement initiatives contingent workforce, decentralized work sites and employee involvement are the issue for confront. Now it is a big challenge for the HRM to support the organization by providing the best personnel for the suitable position in shortest possible time. Starting with recognizing the vacancies and planning for them is a great task. Moreover selecting attracting the suitable candidates and selecting the best person in time is a challenge. The cost of the recruitment is significant. So, proper planning and formulate those plan is the task that require more focus and improved. Equal opportunity and sourcing is also a vital part. Realizing this need we tried to find the difference and similarities between theoretical aspects with the practical steps taken by the company. We took an attempt to demonstrate the feature for the further improvement. 1.3: Objectives of the report The objectives of the proposed study Overall HR Practices of BBS Cables Ltd. are as follow: o To acquire practical knowledge on HRM practice o To identify the HRM practices of BBS Cables Ltd. o To know the functions of various departments of HRM o To be familiar with the recruitment and selection process o To know the system of attendance & leave management. o To know the training policy of BBS Cables Ltd. o To know the performance management of BBS Cables Ltd. o To acquire practical experience except institutional knowledge. o And more on HRM practices. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 4 | P a g e 1.4: Scopes of the Report In this report I am trying to introduce how Human Resources Management is practicing in Bangladesh. For this reason I will study the HR practices in BBS Cables Ltd. The report deals with the HRM practice including recruitment and selection process, training & development process, compensation management, performance management, employee relation & separation, etc. in terms of theoretical point of view and the practical use. This report has been prepared through extensive discussion with the employees of BBS Cables Ltd. 1.5: Methodology of the Report To make this report meaningful and presentable, Data has been collected from both primary and secondary sources. Most of the data came from my critical observation. Primary Sources of Information: The primary data collected from the following sources: Face to face discussion. Group discussion with the companys high officials. By discussion with different employee. By visiting this Company. Practical experience gained by visiting factory. Met with responsible executives Secondary Sources of Information: The secondary data collected from the following sources: Websites of BBS Cables Ltd. HR policy of BBS Cables Ltd. Data from ERP. Library and different textbook. Data from Internet. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 5 | P a g e 1.6: Limitations of the Report This dissertation report is my first assignment outside of course curriculum in the practical life. As a student of BBA program I am just one stage behind of completing my formal studies. The institutional experience Practical performances in the formal stage become difficult. So in performing this report lack of my proper practical knowledge is greatly influenced in this performance. Besides above have to face some other limitations are: Time is the major limitation that would mostly with stands a comprehensive study on the topic selected. Various confidential matters, forms, report, were not disclosed to me from HRD. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 6 | P a g e Chapter-2 Overview of BBS Cables Ltd. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 7 | P a g e 2.1: History of BBS Cables Ltd. BBS Cables LTD., a sister concern of Bangladesh Building Systems LTD. (BBSL) which is a leading pre-Engineered Steel Building Manufacturing in Bangladesh, has been incorporated in 2009. BBS Cables LTD. is looking forward to managing expertise and obtaining technology to provide better engineering solutions trough suplying quality electrical cables, wires, conductors and better customer service. Now at the eve of the 21st century globalization, electric power has become an integral part for infrastructural development. There factory is loceted at Sreepur, Gazipur, Bangladesh which equipped with state of the art technology machineries to manufacture and test all types of quality cables, wires and conductores in conformity with the letest version of national and international standards e.g International Eletro-technical Comission (IEC), German Standard (VDE), British Standard (BS), Bangladesh Standard (BDS), Australian Standard (AS), Indian Standard (IS) and also meet up the spacific requirments of the customer. 2.2: Vision A wining industrial leader creating superior values for business and community beyond the boundary. 2.3: Mission BBS Cables Ltd. Achieve their vision through honesty & integrity, business ethics, global reach technological expertise, quality, and building long term relationship with all our associates, customers, partners and employees. 2.4: Values A promise to fulfil customer expectations. A promise to continuous improvement of the teams, services and products as well to become the best. A promise to be ethical, sincere, honest and transparent. A promise to create standards in the business and transactions through mutual trust. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 8 | P a g e 2.5: Business Slogan The Business slogan of BBS Cables Ltd. is More Than Safety 2.6: Product PVC Insulated/Skin Coated Copper/Aluminium House Wiring/Domestic Cables: These cables are suitable for wiring in surface mounted or concealed steel conduits or trunking, field protected installations and appliances etc. PVC/XLPE Insulated, PVC Sheathed Power and Control Cables with or without Amour: These cables are suitable for dry or damp premise clipped direct to a surface or a cable tray, laying in non-metallic conduits, indoors, outdoors, underground etc. XLPE Insulated, PVC Sheathed Power Cables up to 33 kV: These cables are suitable for dry or damp premise clipped direct to a surface or a cable tray, laying in non-metallic conduits, indoors, outdoors, underground etc. Various Types of FR, FRLS, LSHF Cables: These cables are suitable for special cases where fire spreading out should be come to an end within a shortest possible time, high density public building, hospitals, medical equipment wiring, control panel wiring etc. Various Types of PE insulated Telecommunication Cables, Co-axial Cables, Drop Wires: These cables are suitable for telecommunications, signal circuits etc. Copper Wire Braided, Al-Mylar Tape Shielded, Pair Shielded and Overall Shielded Cables: These cables are suitable for special cases where electric HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 9 | P a g e fields need to be shielded for data cables or control cables of instruments or sensitive equipment. Pre-Assembled Insulated Aluminium Cables with ACSR messenger wire: These cables and conductors are suitable for electric power connection, distribution line etc. Bare Aluminium & Copper Conductors and Wires with or without Annealing: These conductors are suitable for transformer connection, distribution line etc. Insulated or Bare Aluminium Stranded Conductors (AAC): These conductors are suitable for transformer connection, distribution line etc. Aluminium Conductor Steel Re-In forced (ACSR): These conductors are suitable for transformer connection, medium and high voltage transmission & distribution line etc. All Aluminium Alloy Conductors (AAAC): These conductors are suitable for transformer connection, distribution line etc. Customized Cables, Wires and Conductors as per Customer Requirements: These are suitable for special cases as per necessity. New/Up Coming Products: For the first time in Bangladesh BBS Cables Ltd. is going to introduce. . Skin Coated Cables . LSHF/LSOH/LSZH Cables (Low Smoke Halogen Free Cables) Customize Cables: BBS Cables also produce cables according to the demand of their customer. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 10 | P a g e 2.7: Quality policy BBS Cables Ltd. (BBSCL) is committed to produce dependable and reliable Wires, Cables & Conductors and related services at all times that fully meets, satisfies or exceeds the expectations and specific requirements of customers. At BBSCL we never compromise with our quality and all the employees of BBS CABLES are committed to provide quality services promptly and accurately to all the current end users and future prospective customers. To this end BBS CABLES is committed to establish, document, implement, maintain and continually improve the effectiveness of the QMS based on the requirements of ISO 9001:2008. BBS CABLES is also committed to review the QMS for continuing suitability All members of BBS CABLES are responsible for familiarizing themselves with the company's quality manual and following the established and adopted means of achieving the declared objectives. The company for personal development will ably support all employees by proper training and improve work methods through teamwork and active participation. Total Quality Management shall be applied to every aspect of their activity and quality. Lab Facilities: At BBS Cables Ltd., our lab is equipped with the state of the art technology and equipments to carry out the full range of Routine Tests and Type Tests as per BDS, BS, IEC, VDE and other National and International Standards to assure quality, safety, reliability and peace of mind. Health-Safety& Environment: To maintain health and safety standards, regular training is provided to all of our employees that covers special hazards, how to protect oneself, causes of accidents at work, preventing slips and falls and how to use tools and machine safely. BBS Cables Ltd. uses only tried and tested materials and follow the HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 11 | P a g e processes in full compliance with all relevant National and International Standards to protect and preserve the environment. BBS Cables followed some standard to manufacture the cable, which are given below: British Standard (BS) German Standard (VED) Bangladesh Standard (BS) International Electro-technical Commission (IEC) American Society for Testing and Material (ASTM) HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 12 | P a g e 2.8: Organogram of BBS Cables Ltd. BBS CABLES LTD. Company Organogram (Head Office) Figure: Company Organogram of BBS Cables (H.O) HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 13 | P a g e BBS Cables Ltd. Organogram (Factory) Figure: Company Organogram of BBS Cables (Factory) HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 14 | P a g e Chapter-3 Human Resource Management HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 15 | P a g e 3.1: Management Management is the process of planning, organizing, staffing, leading and controlling an organizations human, financial, physical and informational resources to achieve the goals of the organization in an efficient and effective manner. 3.2: Human Resource Management Human resource management is the process of acquiring, retraining, terminating, developing and properly using the human resources in an organization. According to Cynthia D. Fisher, Lyle F. Schoenfeldt & James B. Shaw Human Resource Management (HRM) involves all management decisions and practices that directly affect or influence the people, or human resources, who work for the organization. 3.3: Functions of Human Resource Management There have some important functions of HRM. These are follows: Planning for organizations, jobs & people. Strategic HRM Human resource planning Job analysis Acquiring human resources EEO Recruiting Selection Building performance and motivating performance Human resource development Performance assessment and management Compensation system development Incentive compensation Maintaining human resources Benefits Safety and health Labour relations and collective bargaining Employment transition Managing multinational HRM HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 16 | P a g e 3.4: Human Resource Management of BBS Cables Ltd. Human Resource Management is very important in business organization. No business organization can be a successful one without a sound HRM practice. On the other hand BBS Cables is one of the large power cable producers in Bangladesh. So definitely their HRM practice is strong & different from the competitors. The name of HR department is HR & Admin. In BBSCL HR department also maintain the administration. HR & Admin department try to practice standard level of HRM of Bangladesh. 15 ways to make a great impression (Expectation of BBSC from an employee): 1. Arrive early, Stay late 2. Derss the part 3. Show up with a posetive attitude 4. Ask for help 5. Take initiative 6. Check your personal life at the door 7. Socialize with your co-worker 8. Avoid office politics & gossip 9. Stay out of the lime light 10. Say "thank you" ofetn 11. Own up your mistakes 12. Be organized 13. Have lunch with different people 14. Get to know the company 15. Finally celebrate the positive first impression you have made HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 17 | P a g e Chapter-4 Job Analysis Job Description & Job Specification HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 18 | P a g e 4.1: Job Analysis Job analysis is a systematic exploration of the activities within a job. It is a technical procedure used to define the duties, responsibilities and account abilities of a job. This analysis involves the identification and description of what is happening on the job accurately and precisely identifying the required tasks, knowledge and skills necessary for performing them, and the conditions under they must be performed. There are two outcomes of job analysis: 1. Job Description 2. Job Specification. 4.2: Job Description Job Description is a formal statement of duties, qualifications, and responsibilities associated with a job. A document that tells employees where their position fits within the department and within the organization The major components of a job description: Job Title: A brief description (1-3 words) of the job which reflects the content, purpose, and scope of the job, and is consistent with job titles of similar jobs at the Company. Position Summary: Defines the purpose of the job and summarizes the duties and responsibilities of the job. Job Requirements & Qualifications : Education Required Designates the minimum level and type of education needed to be successful at the job as well as any acceptable substitutions (i.e. additional experience in lieu of the required degree). Experience Required Designates the minimum level and type of experience needed to be successful at the job as well as any acceptable substitutions (i.e. additional education in lieu of the required experience). HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 19 | P a g e License/Certification Required - Designates any licenses or certifications necessary to do the job (i.e. Bus Driver must have a valid Texas Drivers License). Other Skills Required - List any skills, abilities, or knowledge that an incumbent must have to be successful in the job. Supervisory Responsibilities : o The supervision exercised by the position o The number, type, and titles of employees supervised o The hire/fire authority of the job incumbent o The supervision or guidance the position typically receives (general direction, close supervision, etc.) Fiscal Responsibilities: Describes the level and type of budgetary or financial responsibilities of the position. Internal/ External Contacts: Describes the nature of contact, the people contacted, and the extent to which the incumbent has / makes contact with others within and outside of the Company. Physical Demands: Describes the type, intensity (how much), frequency (how often), and duration (how long) of physical demands or mental capabilities required by the job. Working Conditions/ Environment: Describes irregular or unusual work schedules and any conditions of the physical environment that an employee may find unpleasant or hazardous. Job Duties/ Responsibilities: Conveys the job expectations, role, and scope by describing the essential tasks, duties, and responsibilities of the job. 4.3: Job Specification Job Specification is the statement of the qualifications and traits required of the workers so that he may perform the job properly. It is the statement of the qualifications and traits required of the workers so that he may perform the job properly.it specifies the type of employee which the job for in terms of skills, experience, training and other special qualifications. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 20 | P a g e The major components of a job description: Designation of job location in the concern The nature of duties and operations to be performed in that job. The nature of authority- responsibility relationship. Necessary qualification those are required for job. Relationship of that job with others jobs in concern. 4.4: Job Description & Job Specification of BBS Cables Job Description: Each and every Employee must have a printed job description which is handed over to the employee after joining in the company. A format of the job description is enclosed as Annexure-01. Job Specification: Each and every Employee must have a job specification on the basis of which a vacant position is recruited. A format of job specification is enclosed as Annexure-02. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 21 | P a g e Chapter-5 Recruitment & Selection Process HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 22 | P a g e 5.1: Recruitment and Selection Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization. Recruitment is the activity that links the employers and the job seekers. Selection is the process by which an organization chooses the right candidates who will perform the job well. This process helps to collect information about the candidate and evaluating those information, organization can make decision to select the right candidate. 5.2: Relationship Between Recruitment and Organizational goal As the recruitment process is the integral part of the HRM department and the company depends on the position of the recruited position so they need to make sure about the various recruitment philosophy which should match with the organizational and the cultural goals the company has to recruit those kinds of people who will adjust himself with the environment of the company. Thats why there is a strong relationship with the organizational goals and objectives with the various recruitment processes. If the company hires the employees who are not efficient enough and they will not bring anything productive to the organization. Rather than that they will be the source of extra burden to the assigned position and the related working environment, so the company will have to recruit the employees again after firing that persona and go through a newly oriented recruitment process to recruit from that position which is the wastage of time, energy and money of the company. So the recruitment should achieve the organizational and also the departmental goals and objectives and in order to get it efficiently we have to hire skilful, experienced and trained employees to make sure about the proper recruitment process to go through the strict assessment and get the best applicant in the job fort the assigned position. The company and the Human resource Department need to make all the necessary arrangements to make sure that the right people are in the right place and to be assigned for the right responsibilities or job. As if the recruitment process is not up to the mark then there might be ripple effect in each and every part of the functions of the organizations and thats why the companies will have to go through the assigned recruitment process which is tested previously by the company. So there is always strong relationship between the HRM strategies and the recruitment process of the company. So the HRM is going to play a very HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 23 | P a g e important role to keep the relationship an on-going process. The HRM should take all the initiatives to make sure that the employees who are recruited are really productive and skilful enough to make all the important decisions in the organization. So the relationship is very important and helpful for the both the parties. 5.3: Recruitment Sources of BBS Cables Ltd. BBS Cables Limited recruitment process comprises of various recruitment sources which are primarily divide into two categories: the Internal and the External sources. BBSCL seeks for candidates from both the External and Internal sources. They promote or transfer present existing employers based on performance. The recruitment sources of BBS Cables Limited are: 1. Internal Sources 2. External Sources i. Employee Referrals ii. Advertisement a) Newspaper b) Online (Internet) iii. Internship Students Internal Recruitment: The Company goes for the internal recruitment when they need employees to fulfil the vacant positions internally. The company usually requires these recruitment sources to make sure about the mid-level and the top level management recruitments which needs more experience in the company itself and to maintain a high knowledge about the own company. External Recruitment: The Company also goes for the external recruitments whenever they need to go for the hiring of the line management or the entry level managerial and executive positions. The company invites a various groups of people to make them choose from the pool and then to make they go for the final selection or recruitment. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 24 | P a g e 5.4: Recruitment process of Bangladesh Recruitment process of Bangladesh carried out in several steps. These are following. 1. Identify vacancy 2. Prepare job description and person specification 3. Advertising the vacancy 4. Managing the responses 5. Screening & Short-listing Applicant tracking systems provide following Tips: a. Resume Writing: Applicant tracking systems work best with text and resume should be designed accordingly. b. Use Online Job Applications. c. Resume Font: There are a few reasons important to keep resume simple. d. Format of Cover Letter: Depending on the hiring organization either it viewed on not. e. Resume File Format: The file format may vary based on the companys applicant system. 6. Arrange interviews Types of Interview: a. Open Interview b. Screening Interview c. Phone Interview d. Dining Interview 7. Decision making Privet firms usually promotes from within the organization. But it also recruits from external sources. The external sources are: Competitors and other organizations Unsolicited applicants The HR Division will need to take a decision regarding the source of external recruiting considering variables like Available spread of candidates Cost impact Time needed HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 25 | P a g e And the external recruitment methods include: Advertising in newspapers, company website etc. Employee referrals Internships Recruitment Process of Bangladesh: Figure: Recruitment Process of Bangladesh 5.5: Selection process of Bangladesh Selection is the process by which an organization chooses the right candidates who will perform the job well. This process helps to collect information about the candidate and evaluating those information, organization can make decision to select the right candidate. Rec Advertisement and application collection Strong out applications ruit Preparing preliminary list and issuing interview card Announcement of written test ment Commencement of written test Listing of applicants allowed for interview Pro Taking interview Background investigation ce Preparing desirable candidates list Final approach by management SS Appointment and placement HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 26 | P a g e The selection process is the utilization of step by step selection devices to gather information about applicants. Candidates must have to do well on an earlier selection device to remain in the running and be assessed by later devices. Steps of selection process are as follows: Figure: Selection Process of Bangladesh Selc Application blank Reject some candidates Screening Reject some candidates tion Tests (MCQ, Written) Reject some candidates Interview Reject some candidates Pro Reference Cheeks Reject some candidates Conditional offers Offer reject by some candidates cess Physical examination Hire HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 27 | P a g e 5.6: Recruitment & Selection process of BBS Cables Ltd. Recruitment and selection process of BBS Cables Ltd Carried out in several steps. These are following. Figure: Recruitment Process of BBS Cables LTD. 1. Identifying vacancy and evaluate employee needs: The recruitment process beings with the human resources department receiving requisitions for requirement for any department of the company. These follows: Posts to be filled Number of persons Duties to be performed Qualifications required A format of the short document of Manpower Requisition Form as Annexure-03 2. Developing the job description and person specification: Job description is not a legal requirement but it will help to decide what type of person is looking for and to write the job advert. The person specification includes a person essential and desirable knowledge, experience and skills for successful applicant to have in job advert. Rec Step-1: Identifying the vacancy and evaluate employee needs Step-2: Developing the job discription ruit Step-3: Job Circuler Step-4: Collecting the resume/CV ment Step-5: Screening & Short-listing Step-6: Preparation for interview (Time, Date) Pro Step-7: Arrange interviewer board panel and providing short document of all applicants who are selected for interview ce Step-8: Select employee according to the specific process Step-9: Provide him/her appointment letter SS Step-10: Recieve a joining letter and making a personal profile Step-11: Set up online document HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 28 | P a g e A job description should include: the job title the main duties and purpose of the role information about the company and what it does the job location 3. Job Circuler/Advertising the vacancy: Job openings can be advertised by job posting, that is a strategy of placing notices on newspaper, internet (online). Referrals are usually word-of-mouth advertisements that are a low-cost-per-hire way of recruiting. Traditionally, advertising is seen as a person specification; Advertising helps the HR professionals of the organizations to concentrate on the strategic functions and processes of human resource management routing work. Using the Internet is faster and cheaper than many traditional methods of recruiting. Jobs can be posted on Internet sites for a modest amount (less than in the print media), remain there for periods of thirty or sixty days or more at no additional cost and are available twenty-four hours a day. Candidates can view detailed information about the job and the organization and then respond electronically. 4. Collecting the resume/CV: According to the recruitment advertisement, interested candidate apply to the post before deadline. After deadline HR department collect the application/CV for short listing. 5. Screening and Short-listing: BBS Cables LTD. Justify all application for against job description to identify who will be able to qualify. 6. Preparation for interviews: HR department select a date & time schedule for getting interview according to the agreement of interviewer board panel. Then the massage inform to the candidate, concern department and board of director. 7. Arrange interviewer board panel and providing short document of all applicants who are selected for interview: Generally HR manager, head of concern department and executive director, for the selection of top level management managing director presence in the interviewer board panel. HR department also prepare a short data of selected candidates for interviewer board member. As a result board member can understand easily about a candidate and the same time its lower time consuming. A format of the short candidate list Form is enclosed as Annexure-04 HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 29 | P a g e 8. Select employee by conducting interview : Finally, for selecting right type of a person, HR department organize a job interview. Job interview is typically a one-on-one interview between the applicant and a hiring manager. The interviewer will ask questions about the applicants experience and skills, work history, availability, and the qualifications the company is seeking in the optimal candidate for the job. Interview can be a more in-depth one-on-one interview with the person; it can be a day-long interview that includes meetings with company staff. The interview is the single most important step in the selection process. It is the opportunity for the employer and prospective employee to learn more about each other and validate information provided by both. By following these interviewing guidelines, you will ensure you have conducted a thorough interview process and have all necessary data to properly evaluate skills and abilities. A format of the short document of Interview Assessment Form is enclosed as Annexure-05 A format of the short document of Interview Status Report Form is enclosed as Annexure-06 9. Provide him/her appointment letter: Interviewer board panel select the right person who is/are perfect for the post. Then HR department send an appointment letter to the current address of selected person. In the appointment letter, there mentioned the joining date & time, his/her placement, job location & condition, his/her salary and other benefits. 10. Receive a joining letter and making a personal profile: According to the direction of appointment letter, selected person join his/her post with a joining letter. HR department accept his/her joining letter and place him/her to his/her post. HR manager make a personal profile of the new employee/personnel. In next time his/her all document will be keep in the personal profile. 11. Set up online document: BBS Cables Ltd. has online server. They maintain all information & communication via online. So they also make a personal profile on the online. Then his/her leave, attendance, salary and performance report set up on the online profile. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 30 | P a g e 5.7: Activity with new employee 1. Six months will be probationary period: From the joining date first 6 months will be probationary period. HRD reviews his/her performance of probationary period and it will be affected on the yearly evaluation sheet. 2. Providing him/her an ID card: After receiving joining letter and place him/her then HRD provide him/her an ID card. 3. Monthly attendance Preview: Within his probationary period HRD observe his/her activity, specially attendance and evaluate his/her performance. In the probationary period he/she wont get any leave and cut down his/her salary for leave. 4. Provid him/her salary according to his/her attendance: Already said that In the probationary period he/she wont get any leave and cut down his/her salary for leave. So end of the month he/she will get salary according to his attendance. 5. Provid tools like mobile, sim card, notebook, PC etc.: HRD provide him/her some essential tools like mobile, Sim card, notebook, PC etc. from the company. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 31 | P a g e Chapter-6 Training and Development HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 32 | P a g e 6.1: Training Training is the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. Training has specific goals of improving one's capability, capacity, productivity and performance. Training usually refers to the teaching operational or technical employees how to do the job for which they were hired.Ricky W. Griffin Programs that are more present oriented, focuses on individual`s current jobs, enhancing specific skills and abilities to immediately perform their jobs called training.DeCenzo & Robbins 6.2: Development Development is the systematic use of scientific and technical knowledge to meet specific objectives or requirements. Development is the process of economic and social transformation that is based on complex cultural and environmental factors and their interactions. Any attempt to improve current or future management performance by imparting knowledge, changing attitude or increasing skills.Gray Dessler 6.3: Employee development Employee development involves learning that will aid the organization and employee later in the employee`s career. 6.4: Management development Management development is a process of increasing efficiency and changing behaviour pattern or mentally toward particular issues for the achievement of organizational objectives. It mean for executive levels officers only. http://en.wikipedia.org/wiki/Knowledgehttp://en.wikipedia.org/wiki/Skillhttp://en.wikipedia.org/wiki/Competence_(human_resources)http://en.wikipedia.org/wiki/Vocational_educationhttp://en.wiktionary.org/wiki/capabilityhttp://en.wikipedia.org/wiki/Productivityhttp://en.wiktionary.org/wiki/performancehttp://www.businessdictionary.com/definition/systematic.htmlhttp://www.businessdictionary.com/definition/technical.htmlhttp://www.businessdictionary.com/definition/knowledge.htmlhttp://www.businessdictionary.com/definition/objective.htmlhttp://www.businessdictionary.com/definition/requirements.htmlhttp://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/transformation.htmlhttp://www.businessdictionary.com/definition/complex.htmlhttp://www.businessdictionary.com/definition/environmental-factors.htmlHR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 33 | P a g e 6.5: Relationship among education, training and development 6.6: Strategic issue for organization 1. Rapid technological changes: Rapid changes in technology continue to cause increasing rates of skills obsolescence. In order to remain competitive, organizations need to continue training their employees to use the best and latest technologies available. 2. Redesign of work: The redesign of work into jobs having broader responsibilities requires employee to assume more responsibility, take initiative and further develop interpersonal skills to ensure their performance and success. 3. Mergers and acquisition: Mergers and acquisitions have rapidly increased. These activities require integrating employees of one organization into another having vastly different culture. 4. Movement of employees: Employees are moving from one employer to another with far more frequency that they did in the past. With less loyalty to a particular employer and more the employees` own careers, more time must be sent on integrating new hires into the workplace. 5. Globalization of business: The globalization of business operations requires managers to acquire knowledge and skill related language and cultural differences. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 34 | P a g e 6.7: Benefits of Training & Development: 1. Help in addressing employee weaknesses: Most workers have certain weaknesses in their workplace, which hinder them from giving the best services. Training assists in eliminating these weaknesses, by strengthening workers skills. A well-organized development program helps employees gain similar skills and knowledge, thus bringing them all to a higher uniform level. This simply means that the whole workforce is reliable, so the company or organization doesnt have to rely only on specific employees. 2. Improvement in workers performance: A properly trained employee becomes more informed about procedures for various tasks. The worker confidence is also boosted by training and development. This confidence comes from the fact that the employee is fully aware of his/her roles and responsibilities. It helps the worker carry out the duties in better way and even find new ideas to incorporate in the daily execution of duty. 3. Consistency in duty performance: A well-organized training and development program gives the workers constant knowledge and experience. Consistency is very vital when it comes to an organization or companys procedures and policies. This mostly includes administrative procedures and ethics during execution of duty. 4. Ensuring worker satisfaction: Training and development makes the employee also feel satisfied with the role they play in the company or organization. This is driven by the great ability they gain to execute their duties. They feel they belong to the company or the organization that they work for and the only way to reward it is giving the best services they can. 5. Increased productivity: Through training and development the employee acquires all the knowledge and skills needed in their day to day tasks. Workers can perform at a faster rate and with efficiency thus increasing overall productivity of the company. They also gain new tactics of overcoming challenges when they face them. 6. Improved quality of services and products: Employees gain standard methods to use in their tasks. They are also able to maintain uniformity in the output they give. This results with a company that gives satisfying services or goods. 7. Reduced cost: HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 35 | P a g e ORGANISATIONAL OBJECTIVES AND STRATEGIES ASSESSMENT OF TRAINING NEEDS ESTABLISHMENT OF TRAINING AND DEVELOPMENT GOALS DEVISING TRAINING AND DEVELOPMENT PROGRAMME IMPLEMENTATION OF TRAINING AND DEVELOPMENT PROGRAMME EVALUATION OF RESULTS As a results of training and development optimal utilization of resources in a company or organization. There is no wastage of resources, which may cause extra expenses. Accidents are also reduced during working. All the machines and resources are used economically, reducing expenditure. 8. Reduction in supervision: The moment they gain the necessary skills and knowledge, employees will become more confident. They will become self-reliant and require only little guidance as they perform their tasks. The supervisor can depend on the employees decision to give quality output. This relieves supervisors the burden of constantly having to give directives on what should be done. 6.8: Training and Development Process Process of training and development is a well-planned process. The following graph represents this in a graphical manner: Figure: Training and Development Process HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 36 | P a g e 6.9: How to develop a successful training programs in an organization? There are two keys to developing successful training programs in organization: 1. Planning and strategizing training: The first key to developing successful training programs in organization is the planning and strategizing training. This involves four distinct steps: 1. Assessment 2. The Establishment of Objectives and Measures 3. Design and Delivery 4. Evaluation Figure: Planning and strategizing training i. Needs Assessment: Organizational level: How does the training relate to organizational objectives? How does training impact day to day workplace dynamics? What are the costs and expected benefits of the training? Task level: What responsibilities are assigned to the job? What skills or knowledge are needed for successful performance? Should the learning settings be the actual job settings? Training Program Key Planning and strategizing training Integrating training with performance management system and compensations Assessment Organization Task Individual The Establishment of Objectives & Measures Design & Delivery Interference Transfer On the Job Off the Job Online Evaluation HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 37 | P a g e What are the implications of mistakes? How can the job provide the employee with direct feedback? How similar to or different from the training needs of other jobs and needs of this jobs? Individual level: What knowledge, skills and abilities do trainees already have? What are the trainees learning styles? What special needs do the trainees have? ii. The establishment of objectives and measures: After training needs have been assessed, objectives for the training activities must be developed. These objectives should follow directly from the assessed needs and be described in specific measurable terms. Measures should be stated terms of both employee behaviours as well as the results that are expected to follow such behaviour. iii. Design and delivery of the job: Interference: Interference occurs when prior training, learning, or established habits act as a block or obstacle in the learning process. Transfer: Transfer refers to whether the trainee or learner can actually perform the new skills or use the new knowledge on the job. Transfer can be facilitated by delivering the training in an environment that simulates the actual job conditions as much as possible. In some cases, it may be feasible to provide directly. On the job training: Where the employee is trained under the exact working conditions in which he or she will be expected to perform. However in other cases, it may not be feasible, and the delivery of the training should then replicate exact working conditions as much as possible. Off the job training: Off the job training allows learners to focus on their learning by minimizing interruptions or distractions that might take place in the actual work environment. Online: Online computer based instruction provides a number of benefits. It is self-paced allowing different individuals to learn and absorb material at their own level of comfort and understanding. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 38 | P a g e iv. Evaluation: Evaluation should be an integral part of overall training program. It provides feedback on effectiveness of training program. Evaluation criteria should be established in cycle with and parallel to training objectives. Four levels of training evaluation: Level Questions being asked Measures Results Behaviour Learning Reaction Figure: Four levels of training evaluation Is the organization or unit better because of the training? Are trainees behaving differently on the job after training? Are they using the skills and knowledge which learned in the training? To what extent do trainees have greater knowledge or skill after the training program than they did before? Did the trainees like the program, the trainers, and the facilities? Do they think the course was useful? What improvements can they suggest? Accidents Qualities Productivity Turnover, Morale Costs, Profits Performance appraisal by superior, peer, client, subordinate Written tests Performance tests Graded simulations Questionnaires HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 39 | P a g e 6.10: How to Develop an Effective Training Strategy An effective training strategy is vital for the success of your company; it can serve as a means to develop your people and can also become an effective recruiting and retention tool. Developing a strategy for training gives your company a competitive advantage and helps propel you into the future. The plan needs to be comprehensive, and every employee needs to understand it so that everyone gets the appropriate training at the right time. Step 1 Meet with your company leaders and determine your organization's business strategy and mission statement. Discuss the goals and objectives of your company, including its human resource needs. Meet with your human resource leaders and discuss their employee development needs. Review previous training files and documentation. Discuss overall training needs with operational and human resource managers. Step 2 Identify training needs by comparing company goals and human resource needs. Discover gaps between company goals and employee development needs. Create training objectives to meet performance gaps. Formulate specific learning strategies to overcome performance gaps. Distinguish between training needs and other performance issues. Step 3 Develop your training plan to narrow performance gaps. Establish learning objectives for each training program. Identify programs that employees need to attend. Ensure that training is included in all employee evaluations. Establish a learning management system, or LMS, that allows for registration, administration and tracking for all employee training programs. Step 4 Obtain management support and agreement before you implement your plan. Review your plan with your leaders and obtain buy-in for its execution. Answer all questions and resolve any remaining issues with your training strategy. Prepare all materials and finalize your plan. Step 5 Schedule and implement your plan. Identify resources for your training. Select and train instructors, and reserve training facilities. Distribute the training schedule, and review it with all managers and leaders. Assign students to programs using your learning management system. Implement your training strategy, and monitor progress at least monthly. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 40 | P a g e 6.11: Training and Development Process of BBS Cables Limited. After all the assessment they found that if they provide some facilities they the staffs could be very efficient and those facilities are: On-the job training: its a training which is operated at the sight of the company or training is carried out the working is running, it is really an effective process played by various well leading company and this system also played by the Nestle, but it is also a unavoidable risk because all new staffs can make a mistake or cause a loss to the company, therefore company plays that system when its right to do so. It is effective, when a major levelled employee do a mistake by mistakenly then, for making an improvement Nestle company plays that system. Local training: these trainings are carried out within the country by reputed training institution from, Bangladesh slavery and labour training institute and consultant from foreign training institutes are invited to conduct training. These trainings are usually take place at a different venue other that the office. In- house training: these trainings are basically held within the office premises and usually get conducted by the senior managers who are specialist in different field. Training about the market survey: company plays a vital role in the market survey by sending their staff at market and operate a project by management to get the fluency and efficiency of the staffs. Diversification training: its a process of training where staffs work at the different level and post of the management and identify the efficiency and effectiveness of their work ability. Off-the job training: this process is also an effective training for internal staffs but it can be painful and fluctuate staffs confidence and motivation, because it is quiet time consuming and costly which bared by company, but in may stages of the efficiency of a company or to make an efficient staff company may play this training. Where any temporary staff may work for the company with or without http://www.assignmentpoint.com/business/training-methods.htmlHR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 41 | P a g e wages and this is actually not a job but binding for the staff to be full time staff, which is also depends on the performance of the staff. Apprenticeship training: it is a process by which people become skilled worked through a combination of classroom instruction and on the job training. It is widely used to train individuals for many occupations. It traditionally involves having the learner apprentice study under the tutelage of a master craftsperson. Computer based training: now a day all most all companies provide training to their staffs by computers and projectors, this system is so much effective and time saving device. By this, companies can express their plans, training, what to do and what is restricted by company and other authorities; it is a total pack of direct communication and training process HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 42 | P a g e Chapter-7 Attendance & Punctuality Management HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 43 | P a g e 7.1: Attendance & Punctuality policy Timely and regular attendance is an expectation of performance for all Vanderbilt employees. To ensure adequate staffing, positive employee morale, and to meet expected productivity standards throughout the organization, employees will be held accountable for adhering to their workplace schedule. In the event an employee is unable to meet this expectation, he/she must obtain approval from their supervisor in advance of any requested schedule changes. This approval includes requests to use appropriate accruals, as well as late arrivals to or early departures from work. Departments have discretion to evaluate extraordinary circumstances of a tardy, absence or failure to clock-in or clock-out and determine whether or not to count the incident as an occurrence. HR Consultants are available to advise supervisors regarding the evaluation of extenuating circumstances. 7.2: Purpose of Attendance & Punctuality Management The purpose of attendance management is to develop a willingness on the part of all employees to attend work regularly and to assist them in motivating their co-workers to attend work regularly. This can be done through Addressing the physical and emotional needs of employees Communicating the attendance goals of the organization so employees can understand and identify with them Dealing with cases of excessive absenteeism effectively and fairly to produce deterrence. Successful administration of an attendance management program requires managers and supervisors to be aware of, and to create work environments in which the following can be actualized; The greater the extent to which individuals identify with the goals of the organization and care what happens to it, the greater their motivation to be regular in attendance. The more that people find their jobs meaningful to them, the greater their motivation to be regular in attendance. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 44 | P a g e As employees workloads increase due to the absence of a co-worker, peer pressure is exerted on the absent co-worker to attend work on a regular basis. The more people like working for the organization, the higher their motivation to attend regularly. Recognition of good employee attendance helps improve attendance. Employees will have a lower absence ratio if they feel free to discuss their on-the-job problems with their immediate supervisor. Employees with a low absence ratio feel confidence and have supportive relationships in their workplace. Low absence ratio employees are found to be more satisfied with their opportunity for promotion and upgrading. 7.3: Committed to Attendance This paper provides the information necessary to begin an effective attendance management program, which will yield long-term results. This paper is intended to be a guide rather than an instruction manual or policy. To make an attendance management program truly successful, it will require insight into the special dynamics present in your work place. It will require two-way communication, as both the needs of the employees and of management must be met if good attendance is to be achieved. Attendance is the responsibility of everyone, especially those who directly manage the human resources of your organization. Attendance is not only an expectation; employers have the right to receive good attendance. Each and every employee has a contractual obligation to attend work regularly. All levels of management must believe in, be committed to, and communicate their expectations of good attendance. If a specific number of sick days are considered acceptable per employee, at best that will be the result. Employees will live up to the expectations that you set for them. Expectations must be clear to both management and employees in order for an attendance management program to get maximum results. Goals must be tangible. Attendance expectations must be clearly communicated and followed. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 45 | P a g e 7.4: Working Days and Times of BBS Cables LTD. Working Days in a week : 6 Days. Working Time : 09:00am To 05:30pm HR Department consider up to 15 minutes late for specific reason as like traffic jam, strikes and other natural disaster. If anyone practices its every day it isnt considerable. 15 minutes after 9.00 AM consider as grace timing for due attendance. But attendance after 9.15 PM treats as late attendance. 7.5: Disciplinary action for late attendance in BBS Cables Limited For every three days late attendance one days leave is deducted. First the casual leave is adjusted, then earned leave and after that salary of one day is deducted for every three days late attendance in office. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 46 | P a g e Chapter-8 Leave Management: HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 47 | P a g e 8.1: Leave Management Leave Management is a program that is administered by the Department of Human Resources. Leave is granted to eligible full-time, part-time, time-limited and trainee employees. Employees Leave Management helps Finance and HR Departments sleep better at night knowing that their leave programs are efficiently managed and accurately tracked. 8.2: Yearly Leave of BBS Cables Ltd. Yearly leave SL. No. Type of Leave Days Remark 01 Government holidays -- According to declare by Government 02 Earning leave 15 Days If not will be paid 03 Casual leave 8 Days -------- 04 Maternity leave 3 Months Maximum 2 times 05 Paternity leave 3 Days Maximum 2 times 06 Medical leave -- According to the proper document All employees of BBS Cables Ltd. Enjoy leave facility according to companys policy. However, the management of the company has accepted following leave policy for its employees while they are in the service of the company. Government Holidays: BBS Cables Ltd. Maintain all compulsory holidays according to the government declaration. But they dont allow the leave of optional holidays. Earned Leave: An employee can enjoy maximum 15 days leave as earned leave in a calendar year. If not enjoyed or the remaining balance of Earned Leave can be on-cashed at the end of the year, for which the basis of calculation is done on last drawn basic pay of the concerned employee. Earn leave can consume after 3 months of joining date. Casual Leave: An employee can enjoy maximum eight days leave in a calendar year. If not enjoyed or the remaining balance of Casual Leave cant be en-cashed or not be carried forward to the next year. At the end of the year remaining HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 48 | P a g e balance of the Casual Leave will be lapsed. Casual leave can consume after 6 months of joining date. Maternity Leave: Female employees can enjoy maternity leave due to her pregnancy. One can take maximum 3 month leave for the reason of her physical condition. Maternity leave can consume only for 2 times. Paternity Leave: An employee can take 3 days paternity leave for the reason of his wife pregnancy and newly born child. Paternity leave also can consume maximum 2 times. Special Leave: For the different kind of terms and policy an employee can enjoy some special leave. Sick Leave/ Medical Leave: An employee can enjoy maximum 14 days leave as sick /medical leave in a calendar year. For that leave, employee must have to submit medical certificate. 8.3: Terms and Condition for enjoying Leave BBS Cables Limited has some Terms and Conditions in case of considering any leave. Those terms and conditions are mentioned below: Leave cannot be claimed as a matter of right. All leave application (shown as Annexure-7) has a process which approved by the management. The management may grant or reject the leave application. All leave except sick leave should have prior permission from the management. No leave shall be carried forward to the next year. Casual leave cant be taken for more than three days at an instance. Only remaining balance of Earned Leave can be en-cashed at the end of the end of the year. 8.4: Leave System of BBS Cables Ltd. First of all employee need to fill up the leaving form and then submit to the HRD. A format of leave application is enclosed as Annexure-7 HRD justify the leaving option. Then HRD grant the leave application and forward to the authority to sign. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 49 | P a g e 8.5: Attendance sheet prepared by HRD Every employee has a Leave Record file of his total leave record. HRD have to prepare and update the attendance list of whole branches of employee for a month. And then HRD send the documents of attendance to the accounts. The record card is enclosed as Annexure-8 N.B: It must input on the online server of BBS Cables LTD. 8.6: Benefit of Leave Management Leave Management is a program that is administered by the Department of Human Resources. Leave is granted to eligible full-time, part-time, time-limited and trainee employees. Employees Leave Management helps Finance and HR Departments sleep better at night knowing that their leave programs are efficiently managed and accurately tracked. Using Leave Management, Employees can: a. View time earned, time taken and remaining balance for each policy assigned b. Model available time balance as of a specific date to get a real time snap shot of balance information c. Enter and request time off d. Carryover accrued time e. View time off transaction history Using Leave Management, HR Professionals can: a. Perform all of the functions that employees and managers can perform b. Edit leave records c. Delete leave records d. Manage leave policy assignments e. Edit the employee's service date f. Assign leave policies during the hire process g. Report on aggregate data for leave policies HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 50 | P a g e Chapter-9 Performance Management HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 51 | P a g e 9.1: Performance management (PM) Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas. PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities. Armstrong and Baron (1998) defined it as a strategic and integrated approach to increase the effectiveness of companies by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors. --Wikipedia 9.2: Performance Appraisal It may be possible to get all employees to reconcile personal goals with organizational goals and increase productivity and profitability of an organization using this process. It can be applied by organizations or a single department or section inside an organization, as well as an individual person. It is a systematic evaluation of an individual with respect to performance on the job and individuals potential for development. Performance Appraisals is the assessment of individuals performance in a systematic way. It is a developmental tool used for all round development of the employee and the organization. The performance is measured against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-operation, judgment, versatility and health. Assessment should be confined to past as well as potential performance also. The second definition is more focused on behaviours as a part of assessment because behaviours do affect job results. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 52 | P a g e 9.3: Goals/Objectives of Performance Appraisal General Goals Specific Goals Developmental Use Individual needs Performance feedback Transfers and Placements Strengths and Development needs Administrative Decisions / Uses Salary Promotion Retention / Termination Recognition Lay offs Poor Performers identification Organizational Maintenance HR Planning Training Needs Organizational Goal achievements Goal Identification HR Systems Evaluation Reinforcement of organizational needs Documentation Validation Research For HR Decisions Legal Requirements Additional objectives of Performance appraisal: To review the performance of the employees over a given period of time To judge the gap between the actual and the desired performance. To help the management in exercising organizational control. Helps to strengthen the relationship and communication between superior subordinates and management employees. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 53 | P a g e To provide feedback to the employees regarding their past performance. Provide information to assist in the other personal decisions in the organization. Provide clarity of the expectations and responsibilities of the functions to be performed by the employees. To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development. To reduce the grievances of the employees. 9.4: Criteria for good appraisal system There are four desirable criteria that must be fulfilled by a good appraisal system a. Validity: A performance appraisal system must be valid. It will be valid if the performance is measured by covering all relevant factors that influence performance. b. Reliability: Reliability of performance depends on performance ratters. It will be reliable if the performance of an employee is measured by two rates that have a similar background. c. Freedom from bias: Freedom from bias has two components. These are- a. Legal issue of fairness: An appraisal system is free from bias if it is fair to all employees regardless of their race, sex, national origin, colour, and so on. b. Freedom from rating errors: A performance appraisal will be free from bias if the system is free from rating error. This rating is totally happened by the ratter. d. Practicality: A good appraisal system should have benefit comparing to coast, it takes time, effort and money to develop, implement and use a performance appraisal system. So, if the benefits the performance appraisal systems arent satisfactory then it wont be usable. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 54 | P a g e 9.5: Methods of appraising performance Numerous methods have been devised to measure the quantity and quality of performance appraisals. Each of the methods is effective for some purposes for some organizations only. None should be dismissed or accepted as appropriate except as they relate to the particular needs of the organization or an employee. All methods of appraisals can be divided into two different categories. Past Oriented Methods Future Oriented Methods Past Oriented Methods: Rating Scales: Rating scales consists of several numerical scales representing job related performance criterions such as dependability, initiative, output, attendance, attitude etc. Each scales ranges from excellent to poor. The total numerical scores are computed and final conclusions are derived. Advantages Adaptability, easy to use, low cost, every type of job can be evaluated, large number of employees covered, no formal training required. Disadvantages Ratters biases Checklist: Under this method, checklist of statements of traits of employee in the form of Yes or No based questions is prepared. Here the ratter only does the reporting or checking and HR department does the actual evaluation. Advantages economy, ease of administration, limited training required, standardization. Disadvantages Ratters biases, use of improper weighs by HR, does not allow ratter to give relative ratings Forced Choice Method: The series of statements arranged in the blocks of two or more are given and the ratter indicates which statement is true or false. The ratter is forced to make a choice. HR department does actual assessment. Advantages Absence of personal biases because of forced choice. Disadvantages Statements may be wrongly framed. Forced Distribution Method: here employees are clustered around a high point on a rating scale. Ratter is compelled to distribute the employees on all points on the scale. It is assumed that the performance is conformed to normal distribution. Advantages Eliminates Disadvantages Assumption of normal distribution, unrealistic, errors of central tendency. Critical Incidents Method: The approach is focused on certain critical behaviours of employee that makes all the difference in the performance. Supervisors as and when they occur record such incidents. Advantages Evaluations are based on actual job behaviours, ratings are supported by descriptions, feedback is easy, reduces regency biases, chances of subordinate improvement are high. Disadvantages HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 55 | P a g e Negative incidents can be prioritized, forgetting incidents, overly close supervision; feedback may be too much and may appear to be punishment. Behaviourally Anchored Rating Scales: statements of effective and ineffective behaviours determine the points. They are said to be behaviourally anchored. The ratter is supposed to say, which behaviour describes the employee performance. Advantages helps overcome rating errors. Disadvantages Suffers from distortions inherent in most rating techniques. Field Review Method: This is an appraisal done by someone outside employees own department usually from corporate or HR department. Advantages Useful for managerial level promotions, when comparable information is needed, Disadvantages Outsider is generally not familiar with employees work environment, Observation of actual behaviours not possible. Performance Tests & Observations: This is based on the test of knowledge or skills. The tests may be written or an actual presentation of skills. Tests must be reliable and validated to be useful. Advantage Tests may be apt to measure potential more than actual performance. Disadvantages Tests may suffer if costs of test development or administration are high. Confidential Records: Mostly used by government departments, however its application in industry is not ruled out. Here the report is given in the form of Annual Confidentiality Report (ACR) and may record ratings with respect to following items; attendance, self-expression, team work, leadership, initiative, technical ability, reasoning ability, originality and resourcefulness etc. The system is highly secretive and confidential. Feedback to the assessment is given only in case of an adverse entry. Disadvantage is that it is highly subjective and ratings can be manipulated because the evaluations are linked to HR actions like promotions etc. Essay Method: In this method the ratter writes down the employee description in detail within a number of broad categories like, overall impression of performance, promote ability of employee, existing capabilities and qualifications of performing jobs, strengths and weaknesses and training needs of the employee. Advantage It is extremely useful in filing information gaps about the employees that often occur in a better-structured checklist. Disadvantages It its highly dependent upon the writing skills of ratter and most of them are not good writers. They may get confused success depends on the memory power of ratters. Cost Accounting Method: Here performance is evaluated from the monetary returns yields to his or her organization. Cost to keep employee, and benefit the organization derives is ascertained. Hence it is more dependent upon cost and benefit analysis. Comparative Evaluation Method (Ranking & Paired Comparisons): These are collection of different methods that compare performance with that of other co-HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 56 | P a g e workers. The usual techniques used may be ranking methods and paired comparison method. Ranking Methods: Superior ranks his worker based on merit, from best to worst. However how best and why best are not elaborated in this method. It is easy to administer and explanation. Paired Comparison Methods: In this method each employee is rated with another employee in the form of pairs. The number of comparisons may be calculated with the help of a formula as under. Future Oriented Methods Management by Objectives: It means management by objectives and the performance is rated against the achievement of objectives stated by the management. Psychological Appraisals: These appraisals are more directed to assess employees potential for future performance rather than the past one. It is done in the form of in-depth interviews, psychological tests, and discussion with supervisors and review of other evaluations. It is more focused on employees emotional, intellectual, and motivational and other personal characteristics affecting his performance. This approach is slow and costly and may be useful for bright young members who may have considerable potential. However quality of these appraisals largely depends upon the skills of psychologists who perform the evaluation. Assessment Centres: This technique was first developed in USA and UK in 1943. An assessment centre is a central location where managers may come together to have their participation in job related exercises evaluated by trained observers. It is more focused on observation of behaviours across a series of select exercises or work samples. Assesses are requested to participate in in-basket exercises, work groups, computer simulations, role playing and other similar activities which require same attributes for successful performance in actual job. The characteristics assessed in assessment centre can be assertiveness, persuasive ability, communicating ability, planning and organizational ability, self-confidence, resistance to stress, energy level, decision making, sensitivity to feelings, administrative ability, creativity and mental alertness etc. Disadvantages Costs of employees traveling and lodging, psychologists, ratings strongly influenced by assassins inter-personal skills. Solid performers may feel suffocated in simulated situations. Those who are not selected for this also may get affected. 360-Degree Feedback: It is a technique which is systematic collection of performance data on an individual group, derived from a number of stakeholders like immediate supervisors, team members, customers, peers and self. In fact anyone who HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 57 | P a g e has useful information on how an employee does a job may be one of the appraisers. This technique is highly useful in terms of broader perspective, greater self-development and multi-source feedback is useful. 360-degree appraisals are useful to measure inter-personal skills, customer satisfaction and team building skills. However on the negative side, receiving feedback from multiple sources can be intimidating, threatening etc. Multiple ratters may be less adept at providing balanced and objective feedback. 9.6: Performance appraising system of BBS Cables Limited To evaluate the employees of BBS Cables throughout the year Performance Appraisal System is used. Performance of the employee is measured by at least 10 key performance indicators which is determined by the Management. Total marks for performance appraisal is 100. Mark wise promotion and increment is mentioned below: Rating Status Appraisal 01 Outstanding (Marks above 80) 14% to 15% increment on gross salary. 02 Superior (Marks 61to79) 11% to 13% increment on gross salary. 03 Satisfactory (Marks 45 to 60) 8% to 10% increment on gross salary. 04 Under Performer (Marks 30 to 45) 5% increment on gross salary. 05 Exit Category (Marks below30) Can be asked for resignation or termination. A format of performance apprising form enclose as Annexer-09 HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 58 | P a g e Chapter-10 Compensation Management: Salary, Benefits & Motivation HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 59 | P a g e 10.1: Compensation Compensation Management is more than just the means to attract and retain talented employees. In todays competitive labour market, organizations need to fully leverage their human capital to sustain a competitive position. This requires integrating employee processes, information and programs with organizational processes and strategies to achieve optimal organizational results. Compensation is the remuneration received by an employee in return for his/her contribution to the organization. It is an organized practice that involves balancing the work-employee relation by providing monetary and non-monetary benefits to employees. 10.2: How to Develop a Compensaton Plan A compensation plan should be an incentive for the employee to full fill company's goals. It should also benefit the employer. Therefore, a compensation plan is typically a win-win for all parties involved. If you are looking for steps to develop a compensation plan, consider the following recommendations. 1. Determine your company's vision and how your benefits package can reflect this: If you are an employee orientated business that wants to nurture staff in order to keep them for many years, then your compensation plan should reflect this. A strong retirement plan with a generous matching system would entice employees to stay, as would a tuition reimbursement plan or a substantial commission for a sales position. 2. Recognize that your compensation plan needs to fit into your budget, especially if you are a start-up business. Even if your profit is doing well currently, your compensation plan needs to stay consistent, even during the off years. At the same time, you don't want to offer a meagre compensation plan if profits are high, simply because profit may not be high one year. For this reason, your compensation plan can include a flexible option. You could offer bonuses based on production or sales. This would be an incentive for staff to work harder to achieve bonus status. 3. Research the options: There are many benefits that you can include in your compensation plan in addition to bonuses and other merit incentives. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 60 | P a g e 4. Offer a compensation plan that includes a mix of benefits: Include both short and long term options in your compensation plan. Ideally, your plan should have benefits that reward employees in the short run, such as bonuses and commissions. It should also have long term benefits, such as healthy retirement plans. Provide a health plan and possibly a dental plan, if it's in the budget. You may also want to include a flexible spending benefit. Consider opportunities to excel with tuition reimbursement or promotions and pay raises. Provide family orientated benefits, such as an onsite childcare or day care reimbursement. 5. Don't be too generous with your compensation plan. If your business does not do well, you will likely have to pull expenses from your benefits, and this may cause resentment among your staff. It is always easier to add a benefit then take one away. So be realistic when designing compensation plans. 6. Be clear when putting your compensation plan into your company policy book. You may want to involve your lawyer to ensure that nothing is left vague. When hiring new employees, you may want to go over your benefits plan so that if there are any questions, the new employee can have you address them immediately. 10.3: Importance of Good Compensation Package A good compensation package is important to motivate the employees to increase the organizational productivity. Unless compensation is provided no one will come and work for the organization. Thus, compensation helps in running an organization effectively and accomplishing its goals. Salary is just a part of the compensation system, the employees have other psychological and self-actualization needs to full fill. Thus, compensation serves the purpose. The most competitive compensation will help the organization to attract and sustain the best talent. The compensation package should be as per industry standards. 10.4 Salary Distribution System of BBS Cables Ltd. HRD justify the attendance of all employee of a month. Then HRD grant employee salary payments which is given by accounts. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 61 | P a g e 10.5: Employee Benefits Employee benefits are optional, non-wage compensation provided to employees in addition to their normal wages or salaries. These types of benefits may include group insurance (health, dental, vision, life etc.), disability income protection, retirement benefits, day care, tuition reimbursement, sick leave, vacation (paid and non-paid), funding of education, as well as flexible and alternative work arrangements. 10.6: Advantages of offering benefits to employees By providing increased access and flexibility in employee benefits, employers can not only recruit but retain qualified employees. Providing benefits to employees is seen as managing high-risk coverage at low costs and easing the company's financial burden. Employee benefits have been proven to improve productivity because employees are more effective with they are assured of security for themselves and their families. Employees can experience a peace of mind which leads to increased productivity and satisfaction by being assured that they are their families are protected in any mishap. Employees can feel a sense of pride in their employer if they are satisfied with the coverage they receive. 10.7: Motivation of Employee Motivation is the willingness to exert high levels of effort toward organizational goals conditioned by the effort's ability to satisfy some individual need. Motivation is not a simple concept; instead, motivation pertains to various drives, desires, needs, wishes and other forces. Managers motivate by providing an environment that induces organization members to contribute. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 62 | P a g e 10.8: Beneficiary Services of BBS Cables to Motivate Employees Motivational tools used in BBS Cables Ltd. Non-financial Benefits Financial Benefits Job security Salary Praise, recognition and reward Bonus (2 Eid Festivals) Feedback Incentive Competition Production bonus Participation in management Yearly Increment Autonomy in work Fringe Benefits: Opportunity for promotion Medical allowances Delegation of authority and responsibility Travel allowances Goodwill Dearness allowances Training facilities Housing facilities Good working environment Food benefits Cafeteria Retirement related benefits Upcoming Transport facilities Earn leave (if not will pay) Dealer Conference Casual leave Corporate Night Maternity leave Iftar Party Paternity leave Picnic Insurance Upcoming Internet facilities Mobile handset Mobile bill Lunch allowance S & M Tiffin Factory Loan facilities Welfare fund HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 63 | P a g e Chapter-11 Employee Satisfaction HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 64 | P a g e 11.1: Employee satisfaction Employee satisfaction or job satisfaction is, quite simply, how content or satisfied employees are with their jobs. Employee satisfaction is typically measured using an employee satisfaction survey. These surveys address topics such as compensation, workload, perceptions of management, flexibility, teamwork, resources, etc. These things are all important to companies who want to keep their employees happy and reduce turnover, but employee satisfaction is only a part of the overall solution. In fact, for some organizations, satisfied employees are people the organization might be better off without. 11.2: Benefits of Employee satisfaction Employers are faced with the task of motivating employees and creating high job satisfaction among their staff. Creating programs and policies that develop job satisfaction and serve to motivate employees takes time and money to create. When the employer understands the benefits of job satisfaction and motivation in the workplace, though, the investment in employee-related policies can be justified. Job Duties Employees who are satisfied with their jobs and motivated by the company to succeed will also work to create more efficient job processes. Managers should meet at least monthly with employees to discuss the efficiency of their job duties and how they can be improved to increase productivity. The company that sets out to create a satisfying workplace will be privy to feedback from employees who would like to increase the level of job satisfaction they experience, resulting in open communication between management personnel and workers. Employees will want to maintain that satisfying work environment, and they will regularly supply opinions and feedback that they feel is necessary to preserve the positive workplace atmosphere. Volunteering When staff members are unmotivated and dissatisfied with their jobs, they tend to not pursue additional tasks that may help the company succeed. For example, dissatisfied employees will generally not offer to volunteer for committees that plan the annual company picnic or help move departments from one part of the office to another. When the company creates an atmosphere of job satisfaction and properly motivates employees, it can be easier to find volunteers to complete outside projects that are necessary for improving company morale or the operation of the organization. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 65 | P a g e Customer Service Job satisfaction among the entire staff creates a positive experience for customers as well. Motivated warehouse employees work harder to speed up order fulfilment while maintaining accuracy, building maintenance workers keep the office clean and operational, and product repair personnel take it upon themselves to address customer concerns directly rather than funnelling the customer through a sales or service associate. Patience One of the benefits to a company that has a motivated and satisfied staff is patience. When a new policy is put into effect or major changes are made to the way the company does business, the entire company is affected. Employees who are satisfied in their jobs are more apt to offer suggestions to make a transition smoother than disgruntled employees. Additionally, as changes are made, motivated employees work as a team to implement those changes as quickly and efficiently as possible. 11.3: Departments of BBS Cables Ltd. SL No. Department Name 01 HR & Admin 02 Sales & Marketing 03 Distribution 04 Accounting & Finance 05 Audit 06 Procurement 07 Brand 08 IT 09 Customer Service 10 Vat & Tax 11 Commercial 12 Distribution 13 Transport Factory 14 Administration 15 Accounts 16 Production 17 PVC Compound 18 Maintenance 19 Store 20 QC, Design & R&D 21 Operation HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 66 | P a g e 11.4: Number of Employee in BBS Cables Ltd. SL No. Sales Center Name HR S & M Acc. Dist. Audit Brand. IT Proc. Com. 01 Barishal 1 3 1 02 Bogra 3 7 1 1 03 Chittagong 5 18 1 04 Chowmuhni 1 2 1 05 Comilla 1 3 1 06 Feni 1 07 Faridpur 1 08 Gazipur 1 3 1 09 Jessore 1 2 1 10 Kaptan Bazar 1 2 1 11 Khulna 1 2 1 12 Moulovi Bazar 1 13 Mymansingh 1 4 1 14 Narayangonj 1 1 1 15 Nawabpur 1 2 1 16 Rajshahi 1 3 1 1 17 Rangpur 3 3 1 18 Savar 1 2 1 19 Sylhet 2 8 1 20 Tangail 1 21 Uttara 2 3 1 2 Head Office 22 HR & Admin 24 23 Sales & Marketing 66 24 Accounts & Finance 13 25 Audit 6 26 Brand 2 27 IT 2 28 Distribution 3 29 Procurement 2 30 Commercial 3 Total 51 137 31 7 6 2 2 2 3 241 Factory 465 Total Employee 706 HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 67 | P a g e 11.5: Employee satisfaction report of BBSCL I asked them (employees) 12 questions in the questioner. Questions are: 1. Working Environment. 2. Salary range. 3. Bonus facilities 4. Incentives 5. Satisfaction on your Supervisor (HR, Sales & Marketing, Distribution etc.) 6. Satisfaction on the management. 7. Satisfaction on the board of director. 8. Goodwill of company. 9. Job security. 10. Opportunity for promotion. 11. Training facilities 12. Appreciation for good work. A format of questioner attach in Appendix-2. The report is below against data those given by employees of BBSCL. The pie chart shows that the working environment is very good according to 19% employees, 41% said its good, 22% said its fair, 7% said its poor and 11% employee said its very poor. According to this report employees are satisfied on working environment and at the same time some employees also dissatisfied. So management should develop working environment to remove the little dissatisfaction. 11% 7% 22% 41% 19% 1. Working Environment Very Poor Poor Fair Good Very GoodHR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 68 | P a g e Salary range of BBSCL is very good according to 7% employees, 19% said its good, 37% said its fair, 22% said its poor and 15% employee said its very poor. According to this report salary range isnt well in BBSCL. So management should develop salary structure to increase employee satisfaction. Bonus facilities of BBSCL is very good according to 22% employees, 33% said its good, 37% said its fair and 8% employee said its very poor. Overall employees are satisfied on bonus facilities. 15% 22% 37% 19% 7% 2. Salary Range Very Poor Poor Fair Good Very Good8% 0% 37% 33% 22% 3. Bonus Facilities Very Poor Poor Fair Good Very GoodHR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 69 | P a g e Incentives of BBSCL is very good according to 4% employees, 26% said its good, 33% said its fair, 30% said its poor and 7% employee said its very poor. Employees are highly dissatisfied on incentives. So management should develop incentive facilities to increase employee satisfaction. Satisfaction on supervisor means satisfaction on departmental head who supervised the department. Such as Sr. Manger is the head of HR department, GM of sales & marketing etc. Employee satisfaction on their supervisor is very good according to 22% employee, 22% said its good, 34% said its fair, and 22% employee said its poor. I think supervisor of all departments should revaluate their self to make a sound industrial relation. 7% 30% 33% 26% 4% 4. Incentives Very Poor Poor Fair Good Very Good0% 22% 34% 22% 22% 5. Satisfaction on Supervisor Very Poor Poor Fair Good Very GoodHR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 70 | P a g e Employee satisfaction on overall management is very good according to 11% employee, 59% said its good, 22% said its fair and 8% employee said its poor. Undoubtedly this is a successful management. Just keep it up to continue growth of BBSCL. Employee satisfaction on the board of director of BBSCL is very good according to 22% employee, 59% said its good, 15% said its fair and 4% employee said its very poor. After all the board of directors are successful to earn satisfaction of their employees. To increase the growth of this company board of director should concern overall factor of employee satisfaction. 0% 8% 22% 59% 11% 6. Satisfaction on the Management Very Poor Poor Fair Good Very Good4% 0% 15% 59% 22% 7. Satisfaction on the Board of director Very Poor Poor Fair Good Very GoodHR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 71 | P a g e There 21% employee said that goodwill of BBSCL is very good, 47% employee said its good, 25% said its fair and 7% employee said its poor. Thats good for BBSCL. According to 26% employee of BBSCL job security is very good there, 44% said its good, 19% said its fair, 7% said its poor and 4% employee said its very poor. Job security is most important to motivate employee of a company which present here. 0% 7% 25% 47% 21% 8. Goodwill of Company Very Poor Poor Fair Good Very Good4% 7% 19% 44% 26% 9. Job Security Very Poor Poor Fair Good Very GoodHR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 72 | P a g e According to 26% employee of BBSCL that opportunity for promotion is good there, 30% said its fair, 33% said its poor and 11% employee said its very poor. Opportunity for promotion is most important to motivate employee of a company. But this is poor in BBSCL. The HR department should develop the opportunity of promotion to motivate their employee. 15% employee of BBSCL said that training facilities is good there, 11% said its fair, 44% said its poor and 30% employee said its very poor. Training is a part of developing an employee but unfortunately training facilities so much poor in BBSCL. Employees of BBSCL want to take part in training program to achieve organizational goals. So HRD should take proper step to develop training program. 11% 33% 30% 26% 0% 10. Opportunity for Promotion Very Poor Poor Fair Good Very Good30% 44% 11% 15% 0% 11. Training Facilities Very Poor Poor Fair Good Very GoodHR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 73 | P a g e 7% employee of BBSCL said that appreciation for good work is very good here, 19% said its good, 33% said its fair, 19% said its poor and 22% employee said its very poor. Everyone wants recognition of their work. This is non-financial motivational factor to motivate employee. But the result of appreciation for good work in BBSCL isnt optimal. So HRD should take proper step to develop appreciation for good work in BBSCL. 22% 19% 33% 19% 7% 12. Appreciation for Good Work Very Poor Poor Fair Good Very GoodHR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 74 | P a g e Chapter-12 Wind-Up Part HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 75 | P a g e 12.1: Findings During my internship period I observed some problems in BBS Cables, Which are given below: 1. Some sales executive work by standing for unavailable of his desk and computer. They share desk and computer with other. So working environment of marketing isnt suitable for sales executive in corporate office. 2. There is no despatcher. As a result latter and any other documents havent sent and receive properly. 3. There is no store keeper to distribute stationary & other equipment to the department and employees. 4. Customer care department hasnt sufficient manpower. 5. Different departments are situated in different building. This is the reason of increasing cost and lack of communication. 6. Brand department werent successful to advertise its name to all over the country. Unless the position of BBS Cables Ltd is 2nd in cables industry. They hire new idea for greetings card, calendar etc. from outsourcing. So whats the activity and need of Brand department? 7. IT department isnt enough strong. They cant solve IT related problem in time. 8. BBS Cables Ltd unable to supply cables to the dealer and customer according to the market demand. 9. They wishes their customer, employee, well-wisher and others with a nice greetings card but in late on special days. Like as New Year. They also gifted calendar in late. 10. Distribution department of BBS Cables Ltd use online system (ERP) to process delivery order (DO). But sales persons cant use to entry details of their sales. 12.2: Recommendations The recommendations for the above problems are given below: 1. BBS Cables Ltd should develop working environment by ensuring desk and computer for all employee. 2. They should recruit a despatcher to avoid missing of latter and document. 3. BBSCL should recruit a store keeper to store and distribute stationary and other equipment. 4. BBSCL should recruit sufficient manpower in customer care department for giving proper service to their customer. BBS Cables already reach the higher level of the market. So they have a lot of customer. So its need to increase the Customer Care department to serve the customer continuously. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 76 | P a g e 5. All department of BBSCL should work together in one building. Which will be decrease cost and increase cooperate with each department. 6. BBSCL should hire talent and creative person for brand department, who will develop brand image and speared its name to all over the country. 7. In IT department also should hire talent, co-operative minded and skilful person to develop IT department, who can ensure the safe technological process, which one is best for the company. And concuss about the safety of ERP. 8. BBSCL already establish a new plant to fulfil market demand. They should also produce more products to capture whole market of the country. For capturing more attention of the customer and to increase the profit margin of BBS Cables should open more showrooms in important market. 9. BBSCL should wish their customer, employee, well-wisher and others on time. 10. There should have scope to entry details of sales & delivery order in ERP by sales person. Then it will be approved by distribution department and higher authority. I think there is no need to involve account department. If it will apply then distribution channel will be smooth and avoid wastage of time & work. 11. HR and management should physical contact with late comer. 12.3: Conclusion Human Resources management is the part of management function which is concern with people at work and with their relationship within an enterprise. HRM is the part of the organization that is concerned with the people dimension. HRM deals with human relations of an organization starting from recruitment to management. It is a process of acquisition, development, motivation, and maintenance of human resources of an organization. In this age of modern technology and inventions it is very hard to stay competitive for the organization. Thought concept of organizations less than a hundred year old, it is ruling all over the world. Sometimes organization determines the nature of rules and regulations. This organization is a single entity but included many human beings into its arena. Thus organization is the combined effort a group of human being. Organization really does not do anything, man or woman dose it. As a result organization becomes profitable, share of the companies get higher price in the market. Behind everything, there is human being. So, people are the main assets. They are current which runs the organization. Human Resource works with these assets, which is more valuable than other product like service, money or any other thing. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 77 | P a g e References Book: D. Fisher, Cynthia, F. Schoenfeldt, Lyle & B. Shaw, James (2006). Human Resource Management (Sixth Edition). Boston, New York: Houngton Mifflin Company. Khan, Abdul Awal, & Taher, M.A (2009). Human Resource Management & Industrial Relations. Dhaka, Bangladesh: Abir Publication. Torrington, Derek, Hall, Laura, Tylor, Stephen, Atkinson, Carol (Feb. 2014). Human Resource Management (9th Edition). England. Bratton, John, Jeff Gold (2007). Human Resource Management: Theory and Practice (4th Edition). USA. Report and Journal: The Australian Human Resources Institute. (2013). Asia Pacific Journal of Human Resources (online ISSN: 1744-7941). Australia: Timothy Bartram and Fang Lee Cooke. Websites: http://bbscables.com.bd/ http://en.wikipedia.org/wiki/Business http://www.whatishumanresource.com http://www.custominsight.com http://smallbusiness.chron.com http://www.benefits.org http://www.investopedia.com http://www.businessballs.com http://www.amazon.co.uk/Human-Resource-Management-Derek-Torrington/dp/0273710753/ref=cm_lmf_tit_4/276-4102793-7483569http://www.amazon.co.uk/Human-Resource-Management-Theory-Practice/dp/0230001742/ref=cm_lmf_tit_8/276-4102793-7483569http://www.amazon.co.uk/Human-Resource-Management-Theory-Practice/dp/0230001742/ref=cm_lmf_tit_8/276-4102793-7483569http://bbscables.com.bd/http://en.wikipedia.org/wiki/Businesshttp://www.whatishumanresource.com/http://www.custominsight.com/http://smallbusiness.chron.com/http://www.benefits.org/http://www.investopedia.com/http://www.businessballs.com/HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 78 | P a g e 12.5: Appendix There are two forms for collecting information to make this report. One form for collecting data about benefit services to motivate employee and another one for making employee satisfaction report. Benefit services data collected from HR Manager and data of employee satisfaction report collected from employee of BBSCL. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 79 | P a g e Appendix-1 BBS Cables LTD. Corporate Office: 26, Road: 03, Block: I, Banani, Dhaka. Motivational tools used in BBS Cables LTD. Non-financial motivation Financial motivation Job security Salary Praise, recognition and reward Bonus (2 Eid Festivals) Feedback Incentive Competition Production bonus Participation in management Yearly Increment Autonomy in work Fringe Benefits: Opportunity for promotion Medical allowances Delegation of authority and responsibility Travel allowances Goodwill Dearness allowances Training facilities Housing facilities Good working environment Food benefits Cafeteria Retirement related benefits Transport facilities Earn leave (if not will pay) Dealer Conference Casual leave Corporate Night Maternity leave Iftar Party Paternity leave Picnic Insurance Internet facilities Mobile handset Mobile bill Lunch allowance Tiffin Loan facilities Welfare fund Sr. Manager HR & Admin HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 80 | P a g e Appendix-2 Employee Satisfaction Report of BBS Cables Ltd. [No need to mention your identity] Put the tick () mark on your choice. 13. Working Environment. Very Poor Poor Fair Good Very Good 14. Salary range. Very Poor Poor Fair Good Very Good 15. Bonus facilities Very Poor Poor Fair Good Very Good 16. Incentives Very Poor Poor Fair Good Very Good 17. Satisfaction on your Supervisor (HR, Sales & Marketing, Distribution, Operation etc.) Very Poor Poor Fair Good Very Good 18. Satisfaction on the management. Very Poor Poor Fair Good Very Good 19. Satisfaction on the board of director. Very Poor Poor Fair Good Very Good 20. Goodwill of company. Very Poor Poor Fair Good Very Good 21. Job security. Very Poor Poor Fair Good Very Good 22. Opportunity for promotion. Very Poor Poor Fair Good Very Good 23. Training facilities Very Poor Poor Fair Good Very Good 24. Appreciation for good work. Very Poor Poor Fair Good Very Good HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 81 | P a g e 12.6: Annexure In this part, I attach some form which is related with the HR departments works. Those are given below: HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 82 | P a g e Annexure-01 BBS Cables Ltd. Head Office, Dhaka JOB DESCRIPTIONS Individual Specifications: Name of Employee: I.D. Number: Designation: Department: Section: Report to: Supervises: Job Summary: Routine Functions: 1. 2. 3. 4. 5. 6. 7. Additional Tasks: 1. 2. --------------------------- ---------------------- Signature of Employee Dept. Head HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 83 | P a g e Annexure-02 BBS Cables Ltd. Head Office, Dhaka JOB SPECIFICATIONS Job Title: Department: Section: Educational Qualification: Professional Qualification: Professional Training: Required Experience: Other Qualifications: ---------------------------------------- Signature of the Head of the Dept. HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 84 | P a g e Annexure-03 BBS Cables Limited Manpower Requisition Form Name of Position: Department: Required Qualification: Additional/Professional Qualification: Required Experience: Brief Job Description of the required position: 1. 2. 3 4. 5. Proposed Salary: Expected Date of Joining: Mode of Advertisement: Newspaper / Website / Internal Source ---------------------------------------------------- Signature of concerned Department Head --------------------------------- Signature of HR Manager ---------------------------------------------- Approval from the Executive Director ------------------------------------------------ Approval from the Managing Director HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 85 | P a g e Annexer-04 HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 86 | P a g e Annexure-05 BBS Cables Limited Interview Assessment Form Name of the Candidate: Interviewed for the Position of: Date of Interview: Department: Assessment Indicator : Excellent = 5, Very Good = 4, Good = 3, Average = 2, Below Average = 1 SL. NO. Performance Factor Marks Obtained 01. Appearance 02. Job Knowledge 03. Professional Attitude 04. Team Spirit 05. Decision Making Capability 06. Leadership Quality 07. Conduct & Discipline 08. Dependability 09. Sense of Responsibility 10. Intelligence TOTAL: Present salary: Notice Period Required: Comment of Interviewer: ---------------------------------------------------- Signature of Interviewer --------------------------------- Signature of HR Manager HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 87 | P a g e Annexure-06 BBS Cables Limited Interview Status Report Name of Position : Department : Interview Date : Venue : Sl No Name of Candidate Selected Rejected Final Negotiated Salary Remarks 01. 02. 03. 04. 05. 06. 07. 08. 09. 10. Members of Interview Board: Name Signature Managing Director Executive Director Head of Concerned Department HR Manager HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 88 | P a g e Annexure-07 BBS Cables Limited Leave Application Form Name of Applicant ---------------------------------------------------------- ID Number: ------------------ Designation: ----------------------------------------------- ------- Department: -----------------------------Type of Leave applied for: (CL / EL): --------------------------------------Duration of Leave: From -------------------------- to ---------------------------Total: -------------- day (s) Reason for Leave: ------------------------------------------------------------------------- Date of Joining after Leave: ----------------------------------- Contact Address during Leave ------------------------------------------- Mobile Number --------------- ------------------------------ ----------------------- Allowed / Not Allowed Signature of Applicant Supervising Officer --------------------- Head of the Dept. Status of Leave: (To be filled out by Administration Department) Type of Leave Leave Enjoyed Remaining Balance Casual Leave (08 days) Earned Leave (15 days) ----------------------------------------------- Signature of the Administrative Officer Approval of the Management ------------------------- ----------------------- Executive Director Managing Director HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 89 | P a g e Annexure-08 BBS Cables Limited Leave Record Card Name of Employee: ID: Date of Joining: Department: Year Type of Leave 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Remarks 2012 EL CL 2013 EL CL 2014 EL CL 2015 EL CL 2016 EL CL HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 90 | P a g e Annexure-09 BBS Cables Limited Performance Appraisal Form Name of Employee: I.D. Number: Designation: Department: Date of Joining: Date of Confirmation: Date of Last Promotion: Following are the Key Performance Indicators to evaluate an employee. Each Indicator contains 10 marks out of which, the Evaluators shall mark an employee. Sl No. Performance Factor Marks Obtained 01. Job Knowledge 02. Dependability 03. Sense of Responsibility 04. Decision Making Capability 05. Leadership Quality 06. Team Spirit 07. Intelligence 08. Daily Attendance 09. Conduct & Discipline 10. Professional Attitude TOTAL: (Outstanding = 80 & above, Superior = 61 to 79, Satisfactory = 45 to 60, Underperformer = 30 to 44, Exit Category = below 30) Comment of the Evaluator: Promotion/Increment recommended by the Dept. Head: --------------- ---------------------- -------------- ------------------ HR Manager Executive Director Director Managing Director HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015 91 | P a g e Annexure-10 ERP Enterprise resource planning (ERP) is business management software, which is used by BBS Cables for their work in online. A snapshot of this ERP is given below:

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