Human Resource Management Prac

Human Resource Management Practices in Bangladeshi Organizations: A Case Study on Bangladesh Centre for Communication Program

Abu Zafour

Faculty of Business Administration and Management

Patuakhali Science and Technology University
Human Resource Management Practices in Bangladeshi Organizations: A Case Study on Bangladesh Centre for Communication Program

Abstract

Human Resource Management is a modern version of personnel management. It is concerned with the ” people” dimension in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to high levels of performance, and ensuring that they continue to maintain their commitment to the organizations are essential to achieving organizational objectives. This paper aim at explaining the HRM practices of Bangladesh Centre For Communication Program.

Keywords
Dimension, Performance, Management, HRM, PM, Workshop, Strategy, Bangladesh.

Introduction
The Bangladesh Centre For Communication Program (BCCP), Since evolving out of the Johns Hopking University/ Centre For Communication Program (JHU/ CCP) into an independent, self- sustaining organization has consistently striven to develop innovative strategic communication programs, revitalize its existing programs, and play a significant role in imparting training to thousands of workers in Behavior Change Communication (BCC) in the field of health and family planning. Its efforts are directed towards improving family and reproductive health and alleviating poverty in this country by reaching the vast urban and rural masses and enabling them to adopt positive and beneficial health behavior changes through informed choices. New horizons in providing coordinated ands comprehensive health care services throughout Bangladesh have been delineated through strategic programs like the ” Smiling Sun Campaign”, television drama serials like Shabuj Shathi, Shabuj Chhaya and Eyi Megh Eyi Roudro, and radio programs like Janate Chai Janate Chai. Evaluation has shown a spectacular response. People have come to accept family planning as a way of life and realize their roles and responsibilities in family, maternal, child and adolescent health issues. Customer flow to the urban and rural health clinics of the National Integrated Population and Health Program (NIPHA), which offer the Essential Service Package (ESP), has increased.

BCCP continues to play a vital role in the development of the National BCC strategy. It participates in all national conferences, task forces and comities responsible for creating and prioritizing BCC strategy, and conducts a number of training programs and workshops each year. The two core workshops are ” Advances in Family Health and Social Communication” and “Message Development Workshop”. The workshops, which are attended by participants from Government Ministries, Health and Family Planning Directorates, UN bodies, local and foreign objective of BCCP is to pinpoint the audience, identify and analyze their needs, and educate them with special tools, such as BCC Programs, so that they are well equipped to make educated decisions and help themselves in improving the quality of life.

Working closely with its partners, the Ministry of Health and Family Welfare, the Directorate of Family Planning, the Directorate of Health Services and the Behavior Change Communication Unit and NGOs, BCCP has already set a standard in showing the way to excellence by bringing message consistency and synergy into the program. BCCP has trained about 3,000 government and over 4,000 non-government professionals in communication to enhance and help institutionalize the BCC capacity of GOB and NGO counterparts.

BCCP has managed their employees through the HRD. HRD deals with Human Resource Planning, Recruitment, Selection, Training, Job Analysis and Job Evaluation, Performance Appraisal, Salary and Compensation Benefits ect. HRD has made various teams for performing the organizational activities with more effectively and efficiently. Each team comprises of five members, with the Human Resource General Manager as the Head.

Objectives of the Study
The objectives of the study are as follows:
? To know the HRM policies followed in BCCP, Bangladesh.
? To identify the various avenues for improving the HRM policies of BCCP,
Bangladesh.
? Suggesting strategies to improve the HRM policies of BCCP, Bangladesh.

Scope of the Study
This study covers the HRM policies of BCCP, Bangladesh along with some recommendations to improve the HRM policies of BCCP, Bangladesh.

Methodology of the Study
This study is based on both primary and secondary data/ information. Primary data/ information was collected through face-to-face interview of HR personnel of BCCP, Bangladesh and secondary data/ information was collected from published articles, magazines, different books, internet ect.

Limitations of the Study
I was really unable to collect enough information from due to their official restrictions. Many things were so confidential that I was not entitled to access there.

Findings and Analysis of the Study

Human Resource Policies and Positions at a Glance of BCCP, Bangladesh
1. Human Resource Planning of BCCP, Bangladesh
BCCP, Bangladesh is an equal opportunity employer, as it makes good business sense to recruit, select and appoint based on the skills, qualifications, experience and competencies of candidates rather than personal factors. Equal opportunity ensures that the best person is recruited and selected for the job regardless of the presence of some ” discriminating factors”. BCCP, Bangladesh doesn’t consider the following factors to gauge the qualifications of a candidate.
? Political belief
? Religious belief
? Race
? Sex / Gender
? Color
? Marital Status
? Impairment

HR relationship in BCCP, Bangladesh is excellent and to maintain this HR has certain policies. As the inter-link of management and graded staffs happens in the plant and factory locations, the policy and strategies should be implemented in the areas keenly.

There are certain issues that should be known before handling the staff at the office. These are as follows:

? Each employee will work 48 hours per week.

? If it is required to engage them for overtime duties then the duty time
will be maximum 60hours/ weeks.

? But if it is overtime duty is usual and will be continued for the next one year,
then the duty time will be 56 hours/ weeks (Average).

* Another information is regarding the festival leave, usually it is 10 days but
in BCCP it is 17 days.
2.Recruitment and Selection Policies of BCCP, Bangladesh
OMR is a tool to assist in planning the future people needs. Within the OMR process, potential successors are identified for certain management positions. When such a position becomes vacant, an individual may be approached about the vacancy. However, this may not be precluding advertisement, or consideration of people who respond to that advertisement. Vacant positions not filled through the OMR process are advertised.

The immediate line manager and HR personnel are accountable for the recruitment and selection. The concerned line manager is the person who will work with the person in achieving the CSFs and KPIs. He/ she is in the best position to assess the candidate’s performance and judge whether the recruited person is the right one in the team.

The recruitment and selection process in BCCP, Bangladesh is done in four ways depending on the job category of the vacant position. Therefore, the recruitment process of this organization is classified into four types, which are done based on the job grade/ group. These are as follows:

? Entry-level management

* MT (Manager Trainee)
* ? Mid or / and Senior level management

? Graded staff / Non- management staff

? Entry-level management
The following procedures take place for the recruitment and selection of the entry- level managers. The stages involved in the recruitment process are as follows:

Need Assessment
Defining the position description
Checking the recruiting options
Advertisement

Screening and Short – listing Applications
Written test
Selection interview (3 – tier)
Employment decision (Application Bank)
Pre- employment medical check-up
Offer letter

Orientation / Induction
Placement
Follow -up
Need Assessment
The need for a new recruitment is assessed when the following occurs:

a) Probable vacancy in an existing post in the near future
b) Market expansion
c) Increase in production capacity
d) Launching of a new product
e) Introducing to a new system that requires new hands

The line manager of a particular function identifies the need for an additional employee and informs the HR Department about the recruitment. The position is defined, justified and authorized. He / She has to present a job specification for that certain position along with the range of period within which the recruitment has to be done. Before considering the recruitment probability, the line manager has to evaluate the following points:

a) Does the position assist in achieving his/ her CSFs and KPIs?
b) What are the consequences of not filling the position?
c) Is there an alternative to putting on more staff?
d) Are these alternatives cost effective?
e) Is the position an ongoing requirement?
f) Will this position add value?

Then the line manager has to bring all the previously discovered information together into a position description. A position description should include the following:

a) A description of the main purpose of the role.
b) The reporting relationship.
c) The skills, knowledge, qualifications and competencies required.
d) Level of authority.

The management then checks out whether the new recruitment conforms to the regulations regarding the human resource requirement of the company. For example, there may be an estimated ratio of the managers to the number of graded staff, so the creation of a new post or any new requirement has to match with the calculation. The cost associated with the procedure also has to be taken into account. The management also makes necessary adjustments between the actual human resource need and that stated by the line manager. For example, there may be cases where the line manager calls for a management staff to do a particular task that could be done by a graded officer, and vice versa.

Defining the Position Description
Prior to checking the recruiting options, the skills, qualifications, experience and competencies the ideal candidate needs to have, should be identified. Asking the following questions can help in building a profile of the ideal candidate:

A Describe a typical day in the role or what the person would do on a typical
day?
b) Is the position one of other similar position?

c) Think about the best performers. What are the attributes common to the

people who succeed in those positions? What is it that they bring to the role

makes them superior performers?

d) Think about an average / less-than-average performer. What is it that they

lack that makes them average / less-than-average?

e) If there is / was somebody in the role:

What is / was that person’s strengths in that role?

What is / was that person’s weaknesses?

If there were something that would have made that person perform

at a higher level, what would it have been?

f) Why did the previous incumbent leave?
g) What will be the new person’s CSFs and KRIs?
h) What will be their biggest challenges?
i) What type of people will the person deal with and on what leave? That is,
what interpersonal skills are required?
j) Does the person require any particular educational / professional standard?
e.g. tertiary qualification, certified practicing accountant, registered engineer,
trade certificate.
k) What are the technical and behavioral competencies required?
L) Are there any special requirements for the role? Such as:

Location Licenses

Equipment Hours: shift work or overtime

Physical aspects Travel

Having reviewed the position description and the above questions being asked the key selection criteria for the role could be identified. This will be a useful source of information when writing the advertisement as well as determining appropriate questions to ask in an interview. It is useful to separate the essential from the desirable skills, qualifications, experience and competencies in a structured format like the one below.

Essential
Desirable

Checking the Recruitment Options
The management prepares a detailed job description for the person to be recruited, mentioning criteria for the selection. The required personnel are then searched based on that description. This procedure involves four stages.
Internal Search: There could be a person competent for the required job working within the organization. If there is, the existing manpower is then shuffled to place the selected person in the new post. If there is no such person inside the company, then the management goes for the second step.

Consulting the CV Bank: The unsolicited applications stored in the data bank are consulted. If the quality of a person matches with the requirements mentioned in the position description, then he / she is called for interview. If not, then the third step is followed.

Employment Agency: An agency finds and prescreens applicants, referring those who seem qualified to the organization for further assessment and final selection. An agency can screen effectively only it has a clear understanding of the position it is trying to fill. Thus it is very important that an employer be as specific and accurate as possible when describing a position and its recruitment to an employment agency.

Executive Search: This one is a unique case when people with special expertise are searched (such as work experience in a special field). In this case, candidate(s) already employed in other organization(s) is attracted to switch the organization. This has a relatively low rate of success, because the targeted candidate may not consider the change in job. If unsuccessful in this stage, too, then management decides to go for public advertisement.

External Recruiting: All the above options being considered, the company goes for external recruiting if needed. Those who best meet the skills, qualifications, experience and competencies required for the position should fill vacancies. Therefore, if there is no candidate within BCCP, Bangladesh who is suitable for the role, external advertisement should be placed to attract the potential candidates followed by the selection procedures.

Advertisement
The Company gives advertisement in national dailies (both Bangla and English) to attract the talents from the market. BCCP, Bangladesh puts two types of advertisements in the newspapers. It sometimes keeps the identity concealed in the ads, mentioning a GPO BOX number only. The purpose of the concealed identity is to avoid the unwanted pressure from the stakeholders for the employment of their desired candidates. But this way the company may lose the talents out there in the market who would have applied for the same post had they known the name of the organization. This is why the company kept the identity open in their recent job advertisement when the quality of the candidate was a very important factor to consider. By revealing the BCCP identify, the company attempts to attract the best potentials among all the others.

Screening and Short-listing Applications
The responses to the advertisements are sorted and screened. The CVs as well as the Covering letters are judged. In the covering letter, the style and language of writing, the emphasis put on the areas asked for tin the advertisements and the quality of the letter (whether it is specifically tailored to the advertisement or just a standard response) are the aspects that are judged. Different weights are assigned to the selection criteria mentioned in the man specification depending on their relative importance. (for example, educational institutions like IBA, BUET are given the highest weight among the local ones and the foreign universities of UK, Australia, etc. are put at par with the best of the country). Based on the presence of these factors to the desired extent (experience, educational degree, computer literacy, etc) the cumulative weights for all the applicants are counted and the short list of a sizable number of the top most candidates is generated. However, the HR officials also study the CVs with the respective line manager to check whether any valuable deciding parameter is missed that are mentioned in the CVs. Then the candidates selected in the short list are called for the written test.

Written Test
Written test is not a regular part of the normal recruitment process. It is conducted as and when required. Previously no written test was taken for the management employee, the applicants had to go directly through the interview process. After the introduction of the manager trainee program, the written test before the interview process has proved to be effective and a useful tool to select the desirable candidates. The written test includes psychometric test, test on behavioral competency, and written test on communication skills. The candidates are called for the preliminary (first) interview based on their performance in the written test.

Selection Interview (3-tier)
The interview process is a three-tier one. A preliminary interview is conducted which follows the “elimination method”. After that, the second interview takes place with a very few number of candidates. Then the finally selected person is called for the final interview. The interview time is kept convenient for the candidate especially if s/he is working elsewhere at the time of interview. In that case the chosen time is after the business hour.

Interview 1: The board for the first interview consists of the following people:
* A representative from the concerned department on behalf of the associated line manger.
* A subject specialist to assess the depth of knowledge of the interviewee on the specific field.
* HR representative (s)

The interviewers sit together before the interview and discuss, plan the strategy to be followed for the interview. The discussion includes the following factors:
* Maneuver the interview process
* Expectation (potentiality) from the candidates
* Assessment sheet
* Behavioral competencies (10 competencies)
* Awareness of all the eligibility factors to be judged
* Familiarity with the CVs of the candidates
* Duration of the interview

All the interviewers have to bring consensus among them regarding the interview. Usually the interview process in the BCCP, Bangladesh is semi-structured. The duration of each interview varies within 15-45 minutes and more depending on the approach of the candidates. The aim of the first interview is to further shorten the list of candidates for the second interview by eliminating the apparently ineligible candidates. The subject specialist judges the in depth knowledge of the candidate in the concerned area as well as her/his essential educational knowledge. Again weights are assigned to some deciding factors (that are desirable in the position description) by the interviewers. The objective of the interview is to do more listening than speaking, that is, allowing the interviewees do most of the talking. The questions asked are therefore open-ended. So the personality of the candidate will be revealed that helps to assign relevant weights. The target of the board is making the interview a discussion rather than a question and answer session. Cross-checking is preferable, if necessary than any argument. The eagerness, inquisitiveness of the candidate about the job as well as the company is measured by asking questions related to the job, organization, the time s/he has applied, etc. after 5-7 minutes of informal chat, the board switches to the main interview where the nine competency factors are judged; which are:

Functional capability: The decision-making expertise and job-related skill of the candidate is measured in this category. It is seen that whether s/he has updated her/his competency with changing need of the business world.

Customer orientation: It is seen whether the candidate has the willingness to be proactive towards customer, deliver the best quality, maintaining good relationship with the customers. The deciding factor here is ‘how s/he considers the customers’.

Change orientation: The ability of the candidate to adjust with the changing business environment is judged in this part.

Performance orientation: The eagerness of the candidate to deliver the best performance out of him is considered at this level.

Strategic capability: The candidate’s tendency to reflect the vision/mission of the company into practice is measured.

Leadership: It is seen whether the candidate possesses the quality of being accepted and getting things done by others.

Negotiation and influencing: The candidate has to have the ability to lead the transactions smoothly and persuade others to get the better edge in the bargain.

Teamwork: The interviewers judge how skillful the candidate is in teamwork, in which the interpersonal communication skill of that person is a very important deciding factor.

Organizational Commitment: The loyalty of the candidates towards the organization and sincerity to the work is necessary.

After the completion of the first interview, another shortlist is prepared for the second interview. Usually, the number of candidates at this stage is kept within the approximate ratio of 1:4 to the number of people to be recruited. The assessors send a recommendation letter to the second board along with the CVs of the candidates. In this recommendation paper, the interviewees are rated in 4-point scale. The rating manner is specified below:

A rate of 4 means excellent
A rate of 3 means good
A rate of 2 means average
A rate of 1 means below average

In addition, the subject specialist gives some additional comments (individually) about the technical and education skills of the candidate. The recommendation paper contains the assessor’s signature, rating, date and comments.

Interview 2: In the second interview, the Head of HR and the respective line manager will be present in the board, who again test the interviewee’s knowledge, skills, experience, competencies, attitude and aptitude and also about their employer organization, the range of salary they expect, the possible day of joining provided s/he is selected etc. This interview is a comprehensive one. The observation of the interviewer is the deciding factor for the selection.

Interview 3: the selected candidate (s) from the second interview has to go through the final interview that facilitates the employment decision. Here the candidate is informed about the facts regarding the responsibilities of the job, location of posting, challenges s/he has to face —– etc. in addition, her/his personal problems related to the family, locations —etc. are consulted in this interview. This is a notable fact that the selected person by the second board is not selected finally. In the third interview, the emphasis is mostly given on the choice and preference of the selected person. If these do not match with requirement of the organization, s/he has the liberty to reject the job offer.

Reference Check
Reference checks allow obtaining information and opinions regarding the person’s character, quality of the work and suitability for the position. It is an opportunity to validate the information received from the candidate via their resume and the interview. Speaking to the candidate’s manager or other people whom they have worked with should also check internal candidates. The opinion of a referee who has worked can for an extended period is likely to be more accurate than the assessment from one to two hours of interviewing.

The candidate’s immediate supervisors are needed to be contacted. Permission should be obtained to contact the candidate’s referee especially if their current employer is contacted. It is not unusual for a candidate to be uncomfortable with the organization’s speaking to a current employer. If they are uncomfortable, an alternative person other than the current employer has to be chosen by the candidate (work colleague, for example). Unless the candidate is a graduate or school leaver with no prior work experience, only contact work related referees should be contacted. At least two reference cheeks should be done, however the more the better.

There is a sample reference-checking guide that is more or less followed. It is important to prepare a reference check guide that asks the referee about the key skills, competencies and experience required for the position. Reference checks need to be done by line manager or personnel of the HR department.

During the interviews, the candidates would have given some examples of incidents, tasks or projects that can be asked about. The referee should be asked what the candidate did in those examples, which ascertain whether the information received from the candidate is consistent with that of the referee.

Subjective questions may not always be a reliable guide; however it can be useful to get the referee’s opinion on areas such as quality and quantity of work, strengths and weaknesses etc. a format of Reference Checking Guide is presented in Appendix-1.

Employment Decision
If the candidate has no problem with the stated terms and conditions of the job and the organization mentioned and discussed in the final interview, s/he is offered an application blank. The application blank is a standard format of employee-information that includes all the information the organization needs regarding the personnel. The candidate has to fill this blank and submit this to the company along with a CV.

Pre-employment Medical Check-up:
After submission of the application and the CV, the selected person has to go through full medical check-up that guarantees her/his physical fitness to perform the job successfully. A medical practitioner who uses a physical capability analysis that assesses the candidate against the physical capabilities documented for each role conducts the medical. A medical is also appropriate for internal candidates if they are applying for positions that require different physical capabilities.

Offering the Role:
Once the health check-up is done, the candidate is given an offer letter specifying the salary package, job responsibilities, utilities that will be provided by the organization. Even at this stage the selected candidate has the chance to withdraw her/himself from the job offer. s/he is always free to discuss whatever difficulty may arise regarding pay-structure/facilities, etc. the door of HR is kept open for any sort of relevant discussion.

The verbal offer of the role to the candidate is given once the medical and reference checks have been successfully completed. The discussion should cover the following:

? Tell the candidate that you would like to offer them the role.
? Congratulate them.
? Tell them the remuneration package that is being offered, including superannuating.
? Ask them if they are happy with it.
? Ask them if they verbally accept the position.
?Tell them that we will be sending them a written letter of offer and introductory package.

A written letter of offer must be forwarded to the candidate. Once the candidate has verbally accepted the position, the appropriate letter of offer is organized. This letter should be sent to the candidate within two days of making the verbal offer. An introductory package will be sent to the successful candidate, along with the letter of offer. At least one week before the person commencing in their new position, an appointment notice will be placed on notice boards and/or the internet.

Orientation/Induction:
The newly selected employee has to pass through the induction period that is usually of 10 days to 2 weeks. After that s/he has to write a report on her/his learning experience during this period.

An induction process should achieve the following objectives:

*To give the person an understanding of the Vision and Values of the BCCP, Bangladesh, encourage a belief in them.
*To provide the person with the critical information and resources they need to perform their role.
*To make the person independently productive as soon as possible.
*To communicate quality and safety requirements and expectations.
*To welcome the person.
*To make the person feel that they are an essential part of the organization.
*To start the person in the organization with a positive attitude and facilitating a commitment to BCCP, Bangladesh.

Induction does not only apply to new people. An induction program should also be planned for internally transferred people, as they need to be inducted into their new roles.

The planning of the Induction Program should include the following steps:

* Once the candidate has accepted the offer, the new person’s induction should be prepared.

* There is an Induction Plan template (“pre-induction”, “Induction day” and “Post-Induction” checklist) in the Appendix-2 as guides to structure the person’s induction. The tools are not prescriptive, but prompt on activities which could occur in the person’s first 1-2 months.
*The tasks listed under “one week prior to commencement” of the manager’s induction checklist have to be completed. This also includes completing the Induction Plan template.

*On the first day meet and greet the new person. Go through the remainder of the Manager’s Induction Checklist, which includes outlining the activities that will be occurring over the first one to two months.

*The person then participates in activities, which they have pre-arranged.

*Completed checklists are placed on the person’s Performance Management file.

Placement
After the candidate is given proper orientation and induction, they are placed in the concerned department under the supervision of the line manager.

Follow-up:
The HR department continuously interacts with the new entrants regarding his job satisfaction/work environment and problems. In this stage the management tries to help the employee to get settled her/his problems in the job, work environment and workplace-culture.

Manger Trainee (MT)
The MT program is a new scheme in BCCP; followed at par with the global practice. This practice does not fall into the OMR procedure. The MTs are trained as future potential senior managers of the Company.

The Purposes of Recruiting MT are as follows:
* To increase BCCP’s succession strength via the development of employees who have the potential to move to senior positions within the Company at an appropriate time.
* To add value to the organization within each development block.
* The experience the MTs gather whilst employed in development blocks directly impacts on their motivation and commitment to stay with the organization.
* To bring in fair competition and challenge among the workforce.
* To develop creativity and maximize the return on the investment.

The Recruitment of MT
The MTs are always recruited externally. The recruitment tool so far followed by the BCCP, Bangladesh is advertisement. Advertisements in important national dailies are given seeking applications for the position of Manager Trainee (MT). The ads are placed both in Bangla and English newspapers.

Screening and Short-listing
The selection of the MT includes the steps almost similar to those of the entry-level managers. Weights are put on all the applications as per previously set criteria and standard following the guidelines of BCCP (Education background, Experience, Computer Literacy, Organization of previous employment). A shortlist is prepared after analyzing the applications based on the set criteria for the Aptitude test, screening the top applicants.

Aptitude Test
The 3-hour aptitude test (written) includes the followings:
* Psychometric test, with the help of a professional psychologist who is a professor of the psychology Department of Dhaka University.
* Intelligence questions test.
* Test on mechanical aptitude.
* Test on skill in English as a language.
Assessment Center
A number of candidates among those in the top are then selected to go through the assessment center. To set up Assessment Center, the assessors are from the outside sources with sufficient experience to run Assessment Center. The assessors from within the organization are trained by the organization to lead the assessment center effectively.
MTs are subject to rigorous selection process using the assessment center approach. This approach combines the competitive ability testing, interviewing and competency-based behavior exercises. The following procedures are followed in the Assessment Center.
-Case Study
-Role-Play
-Group Discussion
-Individual Interaction.

Interview Employment
The selected candidates from the Assessment Center are called for the final interview that is rather a discussion regarding the job and requirements between the employer and the employee. Then the final employment decision is made and the candidate is offered the application blank. A pre-employment medical check-up is inducted to ensure the physical fitness of the candidate. Finally, the selected candidate is given an offer letter specifying the salary-package, job responsibilities, utilities that will be provided by the organization. Even at this stage the selected candidate has the chance to withdraw her/himself form the job offer. S/he is always free to discuss whatever difficulty may arise regarding pay-structure /facilities, etc. the door of HR is kept open for any sort of relevant discussion.

Allocation Blocks:
After a 15-day standard orientation program of the company, the MTs are put into their block assignments. During their 2-year of probationary period, they have to work in each and every business areas and enabling functions that includes,
-Operations
-Sales and marketing
-IT
-HR
-Commercial
-Finance

Blocks are developed by line/business managers, keeping in view the CSFs and KPIs to achieve and add value to the department of business for the stipulated period of time that ranges form 3 to 6 months. The MTs are expected to complete the tasks assigned to them with 100% success to pass through the next block. After completion of each block assignment, line manager evaluates MT’s performance based on CSFs and KPIs along with behavior competencies. He makes report on it and submits one copy to the HR/MTST (manager training steering team) and another to the next line manager. The MTST comprises of the members in the EMC (Executive Management Committee). He also hands over the MT along with the report to the line manager of the next block with the next assignment. Only the successful MTs will go to the next block assignments. The case of failure of any individual would be reviewed and dealt by the MTST. The committee will take the decision regarding what to do next with that MT (finding the reason behind the failure, whether the assignment was too impossible to complete, whether to keep that MT or drop him etc.

The blocks must have a development benefit for the MT and must not be submitted to fill ongoing resource requirement within the business function.

Along with the respective line managers, each MT will be guided, advised, inspired and coached by a mentor who is one form the senior management cadre. The mentor will keep constant liaison with the MT to keep track of the progress.

Administration of MT Program:
The MT scheme is paid for and administered by the HR function. Salaries and movement logistics and expenses are cost to HR centrally. The MT’s training team is responsible for the overall direction, management and success of the scheme. The MTST is comprised of EMC members.

For the development of each MT, a senior executive of BCCPB is made available to provide general advice and career counseling based on a thorough knowledge and unbiased view of the organization. The Mentor of each MT acts as an experienced and trusted advisor, an overseer of development who guides and advises the MT in their professional development and understanding BCCPB culture. The mentor has to be available for the manager trainee by scheduling regular sessions to assist transition from other environment into BCCPB environment. They educate the MTs about the informal organizational channels; facilitate key contacts within business as a source of information and knowledge about BCCPB. They are to facilitate the MT’s block selection, promote the individual’s strengths, counsel, advice and coach by presenting themselves as role models.

Induction of MT’s Program
Normally they go through the company’s standard orientation / induction program to two week’s duration covering visiting all important business function and locations. After completion of this standard orientation program of the company, the MTs are expected to submit a report giving feedback of their experience and highlighting the learning elements. Again, all MTs moving into a new area need the standard induction into the specifics of the business units, the people and the physical environment. Communicating into the rest of the team, about the MTs role and team members’ relationship with the MTs is important to avoid resentments and smooth way for a successful transition into the new department / function.

Mid and /or Senior level Management:
When a vacancy occurs at the mid or senior level, there are some steps followed to recruit appropriate person for the vacant post.
Circulars within the Group
Ant vacancy at this level in any of the regional companies of the BCCP is made known to all the other BCCP. If nay person feels him / himself fit for that post, s/he may apply for that. Selection tests /interview are arranged if s/he is though to have the potential to meet the requirements.
External Recruiting
The mid level managers are recruited through head hunting, with reference of the head hunting agencies. The acquaintances of the BCCP, Bangladesh, also act as the referee for some potential candidates. Recruitment and selection process at this level is much informal. The persons with the experience in other multinational companies are preferred. The reputation of the candidate in her/his field is also checked. s/he must be familiar with the ongoing corporate culture.

For the selection of the candidate, s/he will be assessed through informal supper where s/he will be assessed through informal chart (semi-structured interview), though both the parties will be aware of the probable job offer. The CV of the person to be recruited is assessed. Questions regarding the working condition in the current company s/he is working in may be asked. The HR director, member(s) of the EMC (Executive Management Committee) and the concerning line manager of the company are usually present in the conversation. However, if the candidate is found suitable for the vacant post, s/he is offered the job. The expectations form both the candidate and the company are discussed and both the parties attempt to come to an agreement regarding the job offer. This could be a repetitive selection process for different likely candidates, unless the right person is found.

Graded Staff
Preference is given first to employees working for the company, while recruiting non-management staff. Promotion form within is usually preferred. External recruitment would therefore be made only for positions where it is deemed necessary due to the nature of the job, and the prevalent practices and in conformity with the company requirements.

The children of the existing and /or ex-employees of the company are given priority in recruiting graded staff, provided they meet the requirements for the vacant post. The contracts of the contractual workers are often renewed. The existing contractual labors are sometimes called to meet the vacancy within the organization if they have gained considerable experience and competence. The recruitment notice is advertised on notice boards at all company locations as per attached format to provide an opportunity to the vacant positions if their qualifications conform to the set recruitment standards. If no suitable candidates are available form amongst the employees and their children, the recruitment will be advertised in newspapers.

The graded staffs are selected based on the minimum educational requirement and through a standard written test that assesses their general knowledge, IQ and some basic educational understanding. After passing the written test, the applicants are selected through viva test. The selection interview is followed by the preliminary recruitment interview to list the potential candidates.

The finally selected person goes through the pre-employment medical check-up and other essential formal procedures before s/he is given the offer letter.

FIGURE: RECRUITING YIELD PYRAMID FOR THE MANAGER TRAINEE PROGRAM OF BCCP, BANGLADESH

Number of Candidates

Accept job offer Offers/Acceptance 4/4

Receive job offer Interview/offers 4/4

Interview Assessment Center/interview 11/2

Called for the assessment Center Written/assessment center 75/11

Invite for the written test Screens/Invites 8/3

Initially screened out Contacts/Screens 7/4

Initial contacts/Resumes received

THE RECRUITMENT AND SELECTION PROCESS OF BCCP AT A GLANCE
1. ENTRY LEVEL MANAGEMENT

2. Manager Trainee Program

3.Training Policies of BCCP, Bangladesh
BCCP gives emphasis both for internal and external training. Any new operations or product is marketed, they gives training to the employees attached to the operations. Resources persons are also come from other BCCP to do the job also.

4.Transfer Policies of BCCP, Bangladesh
There is no hard and first rule or policies for transfer of employees in BCCP, Bangladesh. However and whenever it is required, BCCP goes for transfer. Some facilities are given during transfer time.

5. Job Analysis and Evaluation Policies of BCCP, Bangladesh
Currently ABC Model appraises the performance of each personnel. This is the recent innovation of HR. ABC stands for ACTS and behavior competency. ACTS elaborated as

A for Accountability

C for Collaboration (Internal customer concept, Team work)

T for Transparency (To be clear about his job and make other clear)

S for Stretch (Intend to take higher responsibility)

This is a 90 – appraisal system. Line boss will issue competency statement for each individual, discussing with the individual. There is an up coming concept about 360 appraisals. It is included with the HR Module of SAP. BCCP, Bangladesh is checking the scope of implementation of the system here. However the present performance rating depends on the following issues:

CSFs (Critical Success Factors): It is the heading of the job responsibilities. Such as maintenance work, one may have numbers of CSFs.

KPI (Key Performance Indicators): Standards & activities to achieve CSF. There are numbers of KPI against each CSF.

6.Performance Appraisal Systems of BCCP, Bangladesh
BCCP, Bangladesh performance rating of employees is as follows:

1 for unsatisfactory
2 for marginal
2.5
3 for target
4 for superior
5 for outstanding

Note: If any employee scores 1 or 2 for two successive years then he /she may face special management action.

CSF (including nos. of KPIs) is determined at the beginning of year. Based on this appraisal there are LA (Learning agreement) and IDP (Individual Development Plan) for both the management and non- management staffs. The line supervisor will plan La for each individual. If some training is required, the supervisor will recommend that discussing with the individual. After approval of the training (both in house, national and foreign) the training schedule (wholly) for the next year is arranged by HR. After these training, the documentation of the training is prepared and all the documents will go the personal file of the individual. The orientation programs for new employees are also a sort of training activities of HR.

Actually there are no time based or other similar increment in BCCP, Bangladesh. All the increments are based on the above mentioned performance appraisal system. A standard service year is from ” October 01 to September 31″. At the beginning of the year ” IPM + LA” is determined based on the appraisal of the previous year. And at the end of the year PMD (Performance Management Documents) are evaluated.

The increment rate against the performance rating is decided at the meeting of EMC (Executive Member Committee). They basically consider three factors:

? Performance rating

? Company performance

?Inflation of the country

Last year (2006) BCCP, Bangladesh achieved its profit target but could not achieved the growth target. (Target was 12%; achieved 10%). At this condition the increment was 12% (on basic salary) for performance rating 3 and 15 against performance rating 4.

PERFORMANCE MANAGEMENT DOCUMENTS

CSF
KPI
SELF
ASSESSMENT
PERFORMANCE
ASSESSMENT
PERFORMANCE
RATING
1
a)
b)
c)

2
a)
b)

3
a)
b)
c)

The rating will be assigned against each KPI and the superior will calculate total final rating considering the weightage against each KPI.

Individual Development Plan:

Name:………………………………………………..

Position: ……………………………………………..

Career Direction: ……………………………………..

Alternative: …………………………………………..

ACTS BEHAVIOR COMPETENCY ABCs

Strength
Weakness

KPI & CSFs
Strength
Weakness

SET FINAL PLAN INDIVIDUAL FOR NEXT YEAR

Based on the performance of each individual, there exists three groups of employees who are listed and the list is maintained secretly by HR Department.

Merit Rating
BCCP, Bangladesh does its merit ratings by the following way
a) Key Personnel: Who are the most required personnel for the business operation?
b) Watch List: Who are doing well and have the ability to take further responsibility?
c) High Valued Employee: Who are doing very well at his present job but not capable to take higher responsibility?

Successors List:
Among the key personnel and watch list personnel there are a successors list, which describes the replacement of each key personnel if they leave the job. The successors are developed in such a way that they are able to take the responsibilities easily. The list of successors is changed due to their yearly performance factors.

7. Promotion Policies of BCCP, Bangladesh
Through the OMR process, potential successors are identified and developed to meet the requirements of the future vacancy. Through OMR, prospective candidate is groomed to fill the probable vacancy that may arise in the future.

8. Disciplinary Programs of BCCP, Bangladesh
BCCP, Bangladesh very conscious about the disciplinary programs and actions. After verbal and written warning a staff will be liable for dismissal without notice or payment in lieu thereof for any of the following reasons:

? Dishonesty with company’s business or properties.

? Conduct unbecoming of a gentleman.

? Financial insolvency or being adjudged as insolvent by competent court of

law.

? Willful disobedience to any lawful order or instruction issued by any superior.

? Conviction for an offence involving moral turpitude.

? Trying to influence company’s decisions through external means.

9. Legal Activities of BCCP, Bangladesh
All the legal activities of the company is governed by NGO Bureau of Bangladesh Government and also according to the policy of BCCP, Bangladesh. Proper co-ordination is maintained with government authority and their visit to different locations are arranged to ensure proper standard and fulfilling of the requirements of the law. Moreover, many sorts of authorization and license are required for the business. These papers are maintained by HR Department. Such as follows:

a) License from municipality
b) Trade license
c) VAT
d) TIN
e) Explosion certificate
f) Bank certificate

All the legal activities of the company are maintained by HR Department including money sue against out trading customers and other criminal, civil, and police cases.

10. Public Relations Systems of BCCP, Bangladesh
All the public relations required for the business operation of the company (with government; Non-government; public body) are maintained by HR Department.

11. Trade Marks Of BCCP, Bangladesh
All the issues related to the trademarks, HR Department maintains patent rules and registrations.

12. Internal Communication of BCCP, Bangladesh
HR Department also performs the internal communication activities among the employees.

13. Administrative Activities of BCCP, Bangladesh
Administration Department which is belongs to the HR Department is responsible to provide all the necessary support to all the employees. All the logistic supports are also provided from here. All the work facilities like telephone, transportation, security, furniture, and premise, ect are provided and arranged by admin wing. Managers in case of complex situation counsel with the central administration for taking the best decision. After recruitment of an employee the admin division gives him support regarding:

? Understanding his job.
? Limits of authority.
? Traveling facilities and supports.
? Other facilities and benefits that he is eligible to enjoy.
? Limits of authority of the other related persons, ect.

Actually HR recruits a person in company, helps him to be familiar with the work & culture of the company and then lodge him to different departments. Hr does not admin the directly, line supervisor will do that, but follows up the whole system and give the employee necessary support. HR also performs the increment & other related procedures based on the appraisal system.

14.New Projects / New Concepts
Through the innovation of the new concept the department takes some new projects to make the business operation most smooth and cost effective and modern. As example, recently the security and vehicles (transportation & distribution) are arranged on contract basis.

15.Pay Policies of BCCP, Bangladesh
a) Pay scale: No information is given, as this is considered highly restricted
information.
b) PF (Provident Fund): In BCCP Bangladesh, 10% of the basic salary goes to the provident fund and the employee pays 10% of their basic salary
c) Health, Safety, Benefits and Reward Package
Health
Pre- employment medical check-up: The selected person before joining has to go through full medical check-up that guarantees his /her physical fitness to perform the job successfully. A medical practitioner who uses a physical capability analysis that assesses the candidate against the physical capabilities documented for each role conducts the medical check-up. A medical is also appropriate for internal candidates if they are applying for positions that require different physical capabilities.

Medical Facilities: Doctors are arranged to visit each location of numbers of times a week to provide necessary medical support to the employees. Moreover, the non-management staffs enjoy medical treatment at Holy Family Hospital at company arrangement.
Health Insurance Policy: Management staffs enjoy health insurance for self, spouse and two children up to 21 years for hospitalization only. Delta Life Insurance provides the insurance and the company pays the premium.

Safety

SHEQ ==> SHES (Safety Health Environment Security)

S for Safety
H for Health
E for Environment
Q for Quality

Why Safety and Environment Issues are required?

The safety and environment issues are required because of the following reasons:

* Safety leads improved productivity

* Employees Satisfaction

* To comply the national law and order

* To keep the work environment sound and healthy

* Maximum productivity through employees’ satisfaction

* Helps loss prevention

Now a day, safety is considered as the most vital issue for all occupation & work situation in all the developed country of the world. It is very good sign that in our country certain organizations are also emphasized on safety like other developed country of the world. Safety aspects are also incorporated with ” IMMSS Policy” i. e., integrated management system & standard. It is developed from the following standard.
? In house safety of the BCCP (that was previously practiced)
? NOSA
? ISO (Specially for electrode business)
? Environment Laws of Bangladesh
? Labor Law of Bangladesh (it comes from the Salt Act (1905) then Indian Labor Act (1935) and finally modified through The National Assembly on Bangladesh on 1982.

From these standards IMSS has taken 36 sections under consideration. 20 sections are included from ISO and rest from others. It should be noted here that IMSS is now on implementation phase and it will take 4 to 5 years to get a shape in BCCP, Bangladesh.

Company Safety Policy
It comes from the group chief executive to adapt in all the country. The local CEO counter signs the policy for each individual country and the copy of the policy is circulated to all the levels in the organization. So it is the duty of all the employees to emphasize on safety. There is an Oath in BCCP, Bangladesh regarding safety. That is ” SAFETY FIRST – QUALITY MUST”.

The safety policy of BCCP, Bangladesh ” safety health and environment management” which is signed by the CEO carries certain messages for us. It complies with the local safety laws of Bangladesh. One important issue of this policy is DUTY OF CARE. It can be described as ‘ not to do any thing that may cause risk to others, properties even to myself and also let other not to do even that may hazardous to himself only. There is another planning for emphasized on safety. Safety aspect may include in every one’s KPI & CSF. There are some other important points of the policy that we should care and implement in hour daily work. The copy of the safety policy is attached herewith for the ready reference.

Finally it should be noted that BCCP, Bangladesh not only believes the oath ” safety first” but also implements it through their works. Beginning of the orientation program with Safety Department may be an example of this practice.

Benefits and Rewards Package
Benefits and rewards packages are different for management and graded staffs.

a) Benefits and rewards for Management Staffs: All management staffs get 6 bonuses in a year (6 basic), 5% PF (Provident Fund) whose basic salary is less than Tk. 9,000, an annual bonus (pro-rata basis), Leave Fare Assistance (the amount depends upon the job grade of the employee). Each year the salary increases on an average 10%- 12% of the total salary depending upon money inflammations and job market.

An interest free loan facility is also there for different grades like car loan, home loan, household loans etc. In each three years after all most all management staffs are upgraded. Management staffs also get provident fund, gratuity and pension. Some other insurance policy is also here.

b) Benefits and Rewards for Graded Staffs: All graded staffs get 4 bonuses in a year (4 basic), 5% WPPF (Worker Profit Participation Fund) whose basic salary is less than Tk. 6,000, an annual bonus (pro – rata basis), Leave Fare assistance (2 basic) . After two years the salary increases on an average 20% -24% of the total salary depending upon money inflammations and job market and agreement between CBA and management. They also get increments, double increments etc. Graded staffs also get provident fund and gratuity.

An interest free loan facility is also there for different graded utility loan, home loan, household loan etc. Some other insurance policy is also there.

16. Trade Union
There are two registered trade unions organized by the graded staffs of BCC, Bangladesh.

Conclusions and Recommendations
At the conclusion of the report I would like to say that the BCCP, Bangladesh has practiced the standard human resource management. Here I have some recommendations that identify avenues for improving the human resource management policies of BCCP, Bangladesh.

1.The company should be prepared the standard human resource planning. Because the success and failure of organizations is highly dependent on the proper human resource planning.

2.The OMR process practiced in the organization is a very effective tool to fill probable vacancy. The in -house circulars within the group also act as a useful device to find the right person of the right job.

3.The manager – training program of the company is a good way to groom a to -be – manager for the probable vacancy in the future. The organization should regularly follow this procedure to build a productive and valuable workforce. The selection tools and procedures used in this program have also provided to be very effective. To cope with the ever-changing, competitive corporate world, the organization should welcome new ideas as well as fresh -starters to trigger innovative ways to nature overall workforce competence. The assessment center approach is designed to identify the essential expertise of the candidates that enable to locate and select the right person for a managerial. This method is formally followed only in the manager trainee selection system. But this should also be followed in selecting the entry-level managers too.

4. The HR Department should look into the matter of consuming more time in the process of calling the applicants after their responses very seriously. The organization could control the size of applicants’ pool by using more clear and specific statements in the ad in terms of the minimum educational degree, preferred institutions and other necessary criteria based on which the initial screening of the applications were conducted.

5. BCCP, Bangladesh could participate in the job fairs for their recruitment. A considerable volume of applications is dropped in the organizations as a result of the exposure created in the job fairs. The organization can promote its image as a potential recruiter through its successful participation in the job fairs.

6.The company can also for campus recruiting that could bring a yield of highly educated fresh-starters for the entry-level the organization could arrange seminars in the top business schools country. Also the company should facilitate online CV-posting system that is a very popular and effective practice used by the top business organizations.

7. The company should follow both on-the-job and off-the -job method training when they are training their employees.

8.The HRD manager of the company should be analyzed the organizational jobs properly. Because job analysis serves as the cornerstone of all human resource functions in an organization. Side by side the HRD manager should evaluate the different positions of employees in the organization in order to establish the well conceived for pay-structure.

9.Before appraising the performance of employees in the organization properly, the HRD manager should be established the standard. Here it is noticeable that the HRD manager should appraise the performance of all employees in the organization without showing any discrimination.

10.The HRD manager should prepare the standard promotion policy for the employees of the organization. Here it is very much important that the employees should get the promotion based on the performance not the nepotism, political influence and whatsoever.

11.The HRD manager should established the standard pay structure for the employees of the organization in order to reduce the high turnover of employees.

References

1. Moyeen, AFM, Abdul and Huq, Afreen, (2001), ” Human Resource Management Practices in Business Enterprises in Bangladesh”, Dhaka University Journal of Business Studies, Vol. XX11, No.2, December 2001, ISSN 1682-2498. pp. 29-35.

2. Ahmed, Faruq, and Bhuiyan, Mohammad, Moqbul, Hossen, (2002), ” Experiences of Bangladeshi Companies in Strategic Human Resource Management”, Dhaka University Journal of Business Studies, Vol. XX111, No. 1, June, 2002, ISSN 1682-2498. pp. 97-106.

3. Mohiuddin, Mohammad and Mahmood, Monowar, Hossain, (2001), ” Personnel to Human Resource Management”, Dhaka University Journal of Business Studies, Vol. XX11, No. 2, December, 2001, ISSN 1682-2498. pp. 53- 65.

4. Aurther, William, and Davis, Keith, ” Human Resource Management”, (9th edition), McGraw-Hill Book Company, New York, 2005. pp.35-60.

5. Dessler, Gary, (2006), ” Human Resource Management”, (11th edition), McGraw – Book Company, Boston, 2006. pp.54-62.

6. Robbins, Stephen, P, and DeCenzo, (2004), ” Human Resource Management”, (12th edition, New Wally & Sons, New York, 2004. pp. 55-68.

7. Human Resource Management and Expatriate: http// www. hrmexp.com/ Retrieved date June 25, 2007.

8. Human Resource Management of BCCP, Bangladesh: http// www. hrm. bccpba. com/ Retrieved date May 31,-2007.

9. Anthony, William, P. and Others, (2003), ” Strategic Human Resource Management”, (6th edition), McGraw-Hill Book Company, Boston, USA-2003.pp.67-78.

10. Human Resource Management Practices in Bangladesh: http// www. hrmpb.com/ Retrieved date June 20, 2007.

11. Human Resource Management Practices in the 21st Century: http// www. hrmp21.com/ Retrieved date May10, 2007.

12. Rahim, Abdur, Shake, (2007), ” Role of Technology in Changing the Human Resource Management Practices: An Exploratory Study”, Southeast University Journal of Business Studies, Vol.4, No.2, ISSN 1815-3267.pp.23-30.

13. The Annual, Report of BCCP, Bangladesh 2006.

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