1.1 Introduction: Beximco Pharmaceuticals Ltd. (BPL) has been the trendsetter in Bangladesh Pharmaceutical Market since its inception in 1979. Over the last decade BPL actually rose to a new standard – moving beyond manufacturing quality medicines to win mind share of patients, physicians, shareholders, business partners, and communities where we work and live. Our dedication to add more value to the common wealth of the society compounded by innovative strategies for growth and diversification, pioneering role in bringing new technology and implementing new ideas, and commitment for total quality management distills the glory of our success. Today BPL is not merely a market leader. Most of the products that it actively markets enjoy leadership position demonstrating incomparable trust of the healthcare professionals. This is the reward for the outstanding quality of our products- at BPL we never compromise with the quality of our products so that our fellow citizens can live long, happy and better. BPL is the pioneer in introducing medical service activities: publishing a full-fledged medical newsletter regularly, conducting clinical seminars and symposiums to have better understanding of various diseases and their management. BPL is the first national company who dared to diversify its business into manufacturing bulk drugs to integrate it self backwards as well as develop the nation’s pharma industry. While it would have been relatively easy to diversify the business into consumer products, BPL chose the harder path with a longterm vision. Today BPL is ready to face the challenge of scarce sourcing of Active Pharmaceutical Ingredients (API) in the post-WTO era, with its advanced API manufacturing capability. BPL is one of the first companies to have an extensively computerized and automated Working environment connecting every corner of the country to the centre. Productivity through connectivity is one of our heritage of progress. BPL is the first company to go beyond the national boundary, exporting its quality products in overseas markets in Asia, Africa, and Europe. More than that, BPL has probably fulfilled a national aspiration of turning a once import dependent country into an exporter of quality medicines. We believe, With our technological and managerial know-how and ability to take on challenges, we will be able to progress much faster towards our objective of becoming the nation’s most Visionary company.
1|Page
1.2 Rational of the Study Knowledge and learning become perfect when it is associated with theory and practice. Theoretical knowledge gets its perfection with practical application. This report is prepared as a requirement for the completion of the Bachelors of Business Administration (BBA) Program of ASA University Bangladesh (ASAUB). The primary goal of project is to provide an on the job exposure to the student and an opportunity for translation of theoretical conception in real life situation. Students are placed in enterprises, organizations, and research institutions as well as in development projects. The Project report titled “HR Practices of Beximco Pharmaceuticals Limited”. The topic of the report was granted by the respectable supervisor of the organization and was approved by the faculty supervisor to satisfy both organizational requirement as well as the fulfillment of Project Paper. This report has been prepared under both of their supervision.
1.3 Objectives of the Study 1.3.1 General Objective Our main objective is to prepare this report to know about the human recourse practice in an organization. We try to focus on the report about the HR practice in BEXIMCOPHARMA. The objectives of the study are as follows:
1.3.2 Specific objectives 1. To know the HRM policies followed in Beximco Pharmaceuticals Limited. 2. To identify the various avenues for improving the HRM policies of Beximco Pharmaceuticals Limited”. 3. Suggesting strategies to improve the HRM policies of Beximco Pharmaceuticals Limited”.
2|Page
1.4 Scope of the Study My project paper is only document basis so we have not opportunity to take interview, survey and make observation. As it is a report about an organization so we have opportunity to collect data by reading documents from their web sites. In twenty-first century’s world without any organization can’t run in any moments. Basically my topic is
“HR Practices of Beximco Pharmaceuticals Limited”. Here knowing scope is available but time is very short. There are many things, which are not invented yet. So there are many scopes for further research.
1.5 Limitations of the study There we face some limitation to prepare this report. Those are noted below1. The abundance of computer in our lab is very poor more than students demand. 2. In lab all computers are not connected with internet. 3. We don’t get much time to prepare this report. 4. This is the time of early final examination, so we can’t give more time to prepare this report. 5. All information was not available. 6. The company was not agreeing to give their confidential information that is related to their market policies. 7. Data from different sources were quite inconsistent which created some problems in making the report.
3|Page
2.0 Literature Review 2.1 Pharmaceutical Industry One industry that needs a proactive human resource function that actively drives change is the pharmaceutical industry. This industry faces a rapidly changing and deteriorating environment (Buxton, 2010; Garavan, 2012). In the last few decades, the major players in this industry were used to double-digit growth, but they now face several challenges (Gilbert, Henske, & Singh, 2003). The pharmaceutical industry has been slow to respond to industry challenges as long development cycles tend to hide costs and divorce accountability from action (Gilbert, Henske & Singh, 2003). Pharmaceutical companies are also relatively late adopters of human resource activities like global talent management programs. Historically, they have hired from within, which limited their exposure to outside challenges (Buxton, 2010). Recent literature (e.g., Garavan, 2012; Hunt et al., 2011) has focused on several trends currently transforming the industry.
Recent or soon-to-be patent loss of several blockbuster products, in combination with low R&D productivity, have left major industry players with low growth or stagnation compared to the high sales and profit growths of the last decades (Gilbert, Henske & Singh, 2003; KPMG, 2011).
As compounds lose patent protection in major large primary care indications (e.g., lipid lowering and hypertension), this environment becomes less attractive for investment because of the availability of generics (Gilbert et al., 2003). Thus, companies are increasingly forced to focus on cost reduction and organization restructuring (Hunt et al., 2011).
Increasing pressures from government and regulatory agencies have forced companies to reevaluate their product pipelines in terms of value delivered (Hunt et al., 2011) and indications for future development.
The pharmaceutical market is becoming increasingly global, with a strong focus on China and other emerging countries (Garavan, 2012).
Despite large mergers among big pharmaceutical companies, the industry has become more fragmented with highly specialized 4|Page
companies (e.g., focused solely on generics) entering the market (Hunt et al., 2011).
Competition
is
intensifying,
and
the
time
to
earn
back
investments is becoming shorter. Patent protection is an issue in certain regions, as is the time a drug is unique in its first indication. In the 1970s, only 23% of first-in-class products faced a follow-up product that was at least in Phase II of the development process, but by the end of the last millennium, 90% of first-in-class products faced this issue (Stirling, 2011). This transformation of the industry will continue in the coming decades. The patent loss of large drugs in the primary care setting in the Western hemisphere will be partly offset by growth in emerging countries such as Brazil, China, and India as well as the
growth
of
generics
(Buxton,
2010),
changing
the
geographical spread and focus of the industry.
Another focus of the pharmaceutical literature is the transformation of attitude that is currently taking place. The 2005 USA Today/Kaiser Family Foundation/Harvard School of Public Health Care Costs Survey found that society held a rather low level of trust in the pharmaceutical industry. This industry reputation issue is reflected in the strong increase in legal settlements for violations of laws since 2003, such as the promotion of drugs outside its licensed disease area (Stirling, 2011). In order to regain trust, the pharmaceutical industry must comply with promotion and development rules and regulations and work closely with government agencies (Raidolska, Scott, & Oliver, 2005). Good relations with government agencies are crucial, as government agencies control access and, to a large extent, the prices pharmaceutical companies can charge for their innovations (Davidson & Greblov, 2005). Given the pressures in the industry to simultaneously improve productivity, efficiency, and innovation, clear processes and responsibilities and compliance with internal and external rules (e.g., regulatory, good clinical practice [GCP], good manufacturing practice [GMP]) are deemed important. Shohet (2013) has therefore identified three factors—in addition to Peters and Waterman’s factors (1982) from the McKinsey 7–S framework (structure, strategy,
5|Page
system, skills, staff, style, and shared values)—that are especially relevant in today’s pharmaceutical industry: governance, business compliance, and talent management. These necessary strategic changes in the pharmaceutical industry require pools of talented people with skillsets that enable them to work in joint ventures; create strategic alliances; manage cross-border communication; and work across different cultures, divisions, and affiliates (Shohet, 2013; Steiner et al., 2007), though pharmaceutical companies currently lack strong leadership pipelines (Garavan, 2012). Several studies (e.g., Deng, Lev, & Narin, 1997; Rigby, Gruver, & James, 2009) have emphasized the importance of talent in the pharmaceutical sector. Scientific talent is vital for the innovative potential of a pharmaceutical company (Deng et al., 1997), and innovative talent is considered especially valuable in turbulent times (Rigby et al., 2009).
2.2 Human Resource Management Studies with a strategic focus on the management of high potentials have only emerged in recent decades as contemporary human resource management (HRM) developed into a new profession (Silzer & Dowell, 2010). HRM has changed significantly in these last decades, evolving from an operational field to one with a strategic focus (Millmore, 2003) and from a passive service provider to an active partner within the company (Becker, 2007)). The literature on contemporary human resource management emerged in the 1970s, with employees becoming a critical element in the effective management of a company (Wright, Dunford & Snell, 2005). The view shifted from an earlier one that viewed employees as an expense to the perception that employees are a potential resource to be managed. This view is in line with the recognition that modern companies are increasingly dependent on their employees for their competitive advantage (Ulrich, Brockbank, Johnson, Sandholtz, & Younger, 2008). Contrary to a strong economic focus in earlier decades, the HR field became part of management and behavioral sciences, which contributed to a shift toward a more organizational and psychological orientation. The new model became known by labels such as “high-commitment workplace” and “high-performance work system” (Kaufman, 2007). HRM was now clearly differentiated from the classical “personnel” management, which was reflected in the mainstream management literature (e.g., Peters & Waterman, 1982; Pfeffer, 1994). Torrington, Hall, and Taylor (2008) describe six themes in the history of human resource management. The first period or theme is described as social justice, in which a few enlightened employers promoted a welfare approach by 6|Page
ameliorating the working conditions, which followed by a period of humane bureaucracy, which emphasized an incentive-based approach to managing people that was aimed at achieving efficiency and high morale at work. In the 1960s, a theme, called negotiated consent by Torrington et al. (2008), evolved in which workers were managed by representation and collective agreements. This was followed by a period (in the 1970s) of increased HR focus on career path and workforce planning known as the organization theme. In the 1980s and 1990s, the focus shifted toward flexibility, performance management, monitoring, and control under the HRM theme. The most recent theme, which focuses on global perspective, competitive advantage, engagement of employees at work, and customer-centered focus in organizations, has been labeled as new HR. However, there is a gap between the academic literature and the daily practice of HR. Kaufman (2007) observes that “still many companies continue to practice people management in a largely tactical, administrative, and cost-focused manner” (p. 42). However, Ulrich et al. (2008) posit that HR is growing dramatically in scientific sophistication and envisions that HR will someday be at the core of the company. In their view, HR is becoming more aligned with the business. The structure of the HR departments in most large private and public sector companies seems to have changed from the classical centralized HR department into a model with more specialized functions such as shared services (focused on administrative HR), business partners (focused on working directly with line management on strategic development, performance, and organizational design), centers of expertise like recruitment and organizational development, vendor management (e.g., management of pension administration provided by third parties), and corporate HR (developing HR and people strategy) (Farnham, 2010). A factor that has shaped the discussion of HRM is the development of the view that contemporary human resource management should be a strategic partner in a company, with a shift from short-term operational management toward a long-term vision regarding the human resource policy and a focus on sustainable competitive advantages.
7|Page
Figure 1: Alignment of company framework and functions. Adapted from In Search of Excellence: Lessons from America’s Best-Run Companies by T. J. Peters and R. H. Waterman, 1982, p. 11. Copyright 1982 by Harper Business Essentials. In contemporary strategic HRM theory, the various HR functions are integrated with other HR functions within the business framework and the overall business strategy (Gerhart, 2007; Gmür & Thommen, 2007), as seen in Figure 1 above.
8|Page
The concept of strategic alignment between HR strategy and business strategy is associated with contingency theory and based on the assumption that HR practices can be selected from a portfolio of possibilities to ensure they are supportive of the overall business and competitive strategy of the company (Taylor, 2010). Kinnie, Swart, and Purcell (2005) argue for a selective approach that takes the specific situation and company strategy into account, but others (Huselid, 1995; Silzer & Dowell, 2010) argue that there are some HR best practices that have a potential beneficial effect for all companies, irrespective of the business strategy. A third group of authors (e.g., Bowen & Ostroff, 2004; Datta et al., 2005) argue that some best practices, such as incentives for performance, may have an overall positive effect on performance but may be implemented differently based on the situation and strategy of the company. An alternative view of the alignment between business strategy and human resource strategy which has become prominent in HRM only in the last two decades (Allen & Wright, 2007), the resource-based view (RBV) of a firm, argues that a company would profit if it matched the business strategy to the current human resource base of the company instead of adapting HR practices to the business strategy. The focus is on those resources that give the company a competitive advantage over other companies (see Figure 2). The importance of alignment between HR policies and other strategic elements is expressed in the seminal McKinsey 7-S framework: structure, strategy, systems, skills, staff, style—all united by shared values, from Peters and Waterman (1982).
Figure 2: Alignment of HR functions. Translated from Retention Management für High Potentials by R. Buri-Moser and A. Saxer, 2003, p. 2. Copyright 2003 by the University of Bern. Saxer Moser, 2003) The framework from Peters and Waterman (1982) highlights the importance of the integration of hard factors like structure and systems with soft factors like style and 9|Page
shared values. Within the HRM setting, the importance of these soft factors, the culture of a company, and the values of employees and the fit between them, has been studied in stream of research on person-organization (P-O) fit (Sutarjo, 2011). The importance of P-O fit has been highlighted by various authors (e.g., Ployhart et al., 2006; Sutarjo, 2011), and its impact on company turnover and overall performance has been acknowledged (Westerman & Cyr, 2004). Collins and Kehoe (2009) assert that P-O fit is especially important in companies that emphasize a family-like environment that builds on long-term commitment and tenure. With the alignment of human resource strategy with the overall company strategy comes a shift in orientation from being a passive observer of business trends to a more active HR department that tries to understand and adapt to those trends (Ulrich et al., 2008). Analysis in human resource management was traditionally focused on the relation between employer policy decisions and individual performance. During the last two decades, however, HRM has evolved in that it also tries to understand the effects of employer-related policies on company level outcomes such as profitability, survival, and parameters such as overall cost and quality of output (Gerhart, 2007). Boudreau and Jesuthasan (2011) note that HRM needs to evolve further and propose a shift from an HR approach that often still relies on gut feel toward an evidence-based approach called transformative HR. In transformative HR, segmentation and optimization (investing in activities and segments that make a difference) play a key role. Davenport, Harris, and Shapiro (2010) propose six types of analytics to manage the workforce: Human capital facts: analyzing human resource key performance indicators; Analytical HR: reviewing units and departments in order to identify which ones need extra attention; Human capital investment analysis: identifying the parameters that have the most impact on the business; Workforce forecasts: making quantitative forecasts; Talent value model: identifying which items of the employer brand and value system drive retention and or turnover of employees; and talent supply chain analysis: predicting the adaptation of talent needs based on changes in the business environment.
10 | P a g e
3.1 Methodology of the Study Methodology of the study is an essential part of the study. It is designed in a way so that it correspondent to achieve the objectives of the study. It includes designing samples, sources of data, collection procedure of data, analysis techniques data, etc. It was an exploratory study. So the methodology of this study the project has used was observation and sometimes discussion with the executives of the company. 3.1.2 Sources of Data: The sources of data were of two types3.1.3 Primary Sources Discussion with employees Keen observation Conversation with clients. 3.1.4 Secondary Sources/ External Sources Official papers of Beximco Pharmaceuticals Ltd. Study reports on Bangladesh pharmaceuticals market Information published by Information Medical Statistics (IMS) Annual report of Beximco Pharmaceuticals Ltd and other Pharmaceuticals. The archive of the Beximco Pharmaceuticals Ltd. Websites of Beximco Pharmaceuticals Ltd. http://www.beximco-pharma.com/ 3.1.5 Study Design A study design provides guidelines, logical and systematic plan for the detailed study. It specified the objectives of the study. The methodology and techniques to be adopted for achieving the objectives. It constitutes the blue print for the collection, measurement and analysis of the data. 3.1.6 Study Population Clients of Beximco Pharmaceuticals Ltd. are the target population of Head office of BPL.
11 | P a g e
3.1.7 Sampling Technique I have used convenient sampling method among the Beximco Pharmaceuticals Ltd. and 20 sample size. 3.1.8 Data Collection Procedure: The project report gathered data from the Clients and employee. When they (Clients) came for service to this Company, The project provided questionnaire to those customers who were interested in participating in the survey. As well as project asked questionnaire to the employee, when they were free. 3.1.9 Data Analysis Procedure: After collecting the data, it was analyzed by Microsoft Word & Excel. Then the findings were made. Based on the findings, the present situation was explained and recommendation was made.
12 | P a g e
4.1 Company Overview Beximco Pharmaceuticals Ltd (Beximco Pharma) is an emerging generic drug player committed to providing access to affordable medicines. Company’s state-of-the-art manufacturing facilities have been accredited by the regulatory authorities of USA, Australia, European Union, Canada, and Brazil, among others, and it currently focuses on building presence in many emerging and developed markets around the world. Beximco Pharma is consistently building upon its portfolio and currently producing more than 500 products encompassing broad therapeutic categories and the Company has created strong differentiation by offering a range of high-tech, specialized products which are difficult to imitate. Beximco Pharmaceuticals Ltd. is a leading edge pharmaceutical company based in Dhaka, Bangladesh and is acclaimed for its outstanding product quality, world-class manufacturing facilities, product development capabilities and outstanding professional services. Beximco Pharma is the pioneer in pharmaceutical export from Bangladesh and has received National Export Trophy (Gold), the highest national accolade for export, for record three times. Year of Establishment
:
1976
Commercial Production
:
1980
Status
:
Public Limited Company
Business Lines: Manufacturing and marketing of Pharmaceutical Finished Formulation Products, Large Volume Parenterals, Small Volume Parenterals, Ophthalmic Preparations, Nebulizer Solutions and Active Pharmaceutical Ingredients (APIs) Overseas Offices & Associates: Australia, Bhutan, Cambodia, Chile, Ghana, Hong Kong, Indonesia, Jordan, Kenya, Kuwait, Malaysia, Myanmar, Nepal, Pakistan, Philippines, Saudi Arabia, Singapore, Sri Lanka, Vietnam and Yemen Authorized Capital (Taka) :
2,000 million
Paid-up Capital (Taka)
:
1,259.57 million
Number of Shareholders
:
Around 66,000
Stock Exchange Listings
:
Dhaka Stock Exchange, Chittagong Stock Exchange and AIM of London Stock Exchange
Number of Employees
:
2,310
13 | P a g e
4.2 Vision The company will be one of the most trusted, admired and successful pharmaceutical companies in the region with a focus on strengthening research and development capabilities, creating partnerships and building presence across the globe.
4.3 Mission BPL are committed to enhancing human health and well-being by providing contemporary and affordable medicines, manufactured in full compliance with global quality standards. We continually strive to improve our core capabilities to address the unmet medical needs of the patients and to deliver outstanding results for our shareholders.
4.4 Goals BPL has a strong market focus and is anticipating continued future growth by leveraging business capabilities and developing superior product brands and markets. The company is now moving to the world market and trying to expand their business worldwide with a good quality image. Innovation of new products and satisfying the ever-changing need of consumers remains a top priority goal. Ensuring full effort to enhance shareholders highest returns and growth of their asset also holds a key goal of the company.
4.5 Core Values Our core values define who we are; they guide us to take decisions and help realize our individual and corporate aspirations. Commitment to quality We adopt industry best practices in all our operations to ensure highest quality standards of our products. Customer satisfaction We are committed to satisfying the needs of our customers, both internal and external. People focus We give high priority on building capabilities of our employees and empower them to realize their full potential. Accountability We encourage transparency in everything we do and strictly adhere to the highest ethical 14 | P a g e
standards. We are accountable for our own actions and responsible for sustaining corporate reputation.
4.6 Corporate Social Responsibilities: Corporate social responsibility is an integral part of BPL’s business strategy which is reflected in its mission statement. Every employee of the company knows that the company does not view its success and achievements in financial terms only, but also in terms of its deep relationship with the society. Each year, an increasing amount of contribution is ploughed back into social causes, demonstrating Beximco Pharma's commitment to the nation. More importantly the company's contribution extends beyond one-time donation to ongoing participation as reflected in its partnership with NGOs working for AIDS patients, in supporting sports, and in raising disease awareness among the people. BPL donated medicines worth millions of taka to victims in national and international calamities. Donation of medicines to victims of earthquake in Pakistan and victims of tsunami in Sri Lanka are worth mentioning. The company maintains a team of scientists who works as pharmaceutical experts for good governance that give direct benefit to the common people and shareholders. Beximco Pharmaceuticals Limited carefully designed its facilities for reducing hazardous impact on the environment through operational excellence providing a friendly environment for a healthy society for tomorrow being the main responsibility of BPL.
15 | P a g e
4.7 Products of BPL
Our Product Range Allergic Disorders Analgesics & Antipyretic Anti-infectives Cardiovascular Central Nervous System Cough & Cold Endocrine & Diabetes Eye Care Gastrointestinal Hormones & Steroid Intravenous Fluids Muscloskeletal Oncology Other products Respiratory Skin Care Vitamins & Minerals Supplement
4.8 Products & Services Beximco Pharma currently produces more than 300 generic medicines which are available in well over 500 different presentations and the broad portfolio encompasses all key therapeutic categories including antibiotics, analgesics, anti-diabetic, respiratory, cardiovascular, central nervous system, dermatology, gastrointestinal etc. Many of its brands remain consistent leaders in their respective therapeutic categories and the company continuously reviews and expands this portfolio in order to ensure that people have access to newer generics, and better treatment options at affordable cost.
16 | P a g e
4.9 The organ gram of the position of the executives
Managing Director/Chief Executive Officer
Chief Operating Officer
Director
Executive Director
Senior Manager
Manager
Assistant Manager
Senior Product Officer
Product Officer
17 | P a g e
5.1 Human Resource Management: HRM is a field of management involves planning organizing, directing and controlling the functions of procuring, developing, maintaining and motivating a labor force.
Human Resource Management Process: Human Resource Management Process consists of eight activities necessary for staffing the organization and sustaining high employee performance. The process is described below:
HR Planning & Requisition
Selection
Orientation
Training
Appraisal & Evaluation
Benefits & Compensation
5.2 Human Resource Management in BEXIMCO Pharmaceuticals Ltd (BPL), Bangladesh Human Resource Planning in BPL: Planning is the core area of all the functions of management. It is the foundation upon which the other three areas should be built. Planning requires management to evaluate where human resource of the company is currently, and where it would like to be in the future. From there an appropriate course of action to attain the company's goals and objectives is determined and implemented. Every organization has employment planning. BPL has also its employment planning. They usually forecast their personnel needs based on their mission, strategic goals & objectives & technological and other changes resulting in increased productivity. Although there are several methods to predict personnel needs, but they use managerial judgment because it gives the more real world scenario for personnel needs. They think that the other methods can not give the accurate situation of the personnel needs. These are basically graphical methods, which can not measure the actual personnel needs. But managerial judgment method depends upon the change in productivity, market conditions etc. 18 | P a g e
5.3 Recruitment and Selection process in BPL: We are looking for top-caliber people who want the flexibility and resources to grow in their career. If you're the kind of person who has always stood out, we offer a place where you can continue to excel. No matter what your field or range of interests, there are vacancies where your talents can likely be applied and developed. We have thousands of diverse people from different cultures and backgrounds working in a variety of different jobs in different fields
Merit is the sole criteria for selection.
Attitude is given as much weight age as functional competencies.
Panel interviews comprising of Functional Head & HR Head.
Sources for recruitment are through campus, consultants, employee referrals, internal job postings and the internet.
Positions in Officer Cadre, GET and MT involve written tests.
Antecedent verification is an integral part of our recruitment process.
Medical fitness is pre-requisite for all positions.
We are an equal opportunity employer and do not discriminate on the basis of race, community, religion or sex.
Recruitment process: A responsibility for recruitment usually belongs to the HR department. This department works to find and attract capable applicants. Job description and speciation provide the needed information upon which the recruitment process starts. The functions of the recruitment office of BPL are given below: 1. Need Assessment 2. Defining the position description 3. Checking the recruiting options 4. Advertisement 5. Screening and Short – listing Applications 6. Written test 7. Selection interview (3 – tier) 8. Employment decision (Application Bank) 9. Pre- employment medical check-up 10. Offer letter 11. Orientation / Induction 12. Placement 13. Follow –up
Source of Recruitment: 19 | P a g e
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
Internal Source: 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. Job-posting programs: HR departments become involved when internal job openings are publicized to employees through job positioning programs, which informs employees about opening and required qualifications and invite qualify employees to apply. The notices usually are posted on company bulletin boards or are placed in the company newspaper. Qualification and other facts typically are drawn from the job analysis information. The purpose of job posting is to encourage employees to seek promotion and transfers the help the HR department fill internal opening and meet employee’s personal objectives. Not all jobs openings are posted .Besides entry level positions, senior management and top stuff positions may be filled by merit or with external recruiting. Job posting is most common for lower level clerical, technical and supervisory positions. Departing Employees: An often overlooked source of recruiters consists of departing employees. Many employees leave because they can no longer work the traditional 40 hours work week .School, child care needs and other commitments are the common reason. Some might gladly stay if they could rearrange their hours of work or their responsibilities .Instead, they quit when a transfer to a part-time job may retain their valuable skill and training. Even if part-time work is not a solution, a temporary leave of absence may satisfy the employee and some future recruiting need of the employer.
20 | P a g e
External Source: 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 BPL, 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. BPL, 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 BPL identify, the company attempts to attract the best potentials among all the others. Employee referrals: Employee referral means using personal contracts to locate job opportunities. It is a recommendation from a current employee regarding a job applicant. The logic behind employee referral is that “it takes one to know one”. Employees working in the, in this case, are encouraged to recommend the names of their friends working in other organization for a possible vacancy in the near future. 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. Walk-ins and Write-ins: Walk-ins are some seekers who arrived at the HR department of BPL in search of a job; Write-ins are those who send a written enquire .both groups normally are ask to complete and application blank to determine their interest and abilities. Usable application is kept in an active file until a suitable opening occurs or until an application is too old to be considered valid, usually six months.
21 | P a g e
Selection Process: Selection is the process of gathering information for the purpose of evaluating and deciding who should be employed in particular jobs. 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 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.
22 | P a g e
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: 23 | P a g e
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 paystructure/facilities, etc. the door of HR is kept open for any sort of relevant discussion. verbal offer:
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. written letter of offer:
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.
24 | P a g e
5.4 Employee Socialization Socialization is a process of adaptation. Organization entry socialization refers to the adaptation that takes place when an individual passes from outside the organization to the role of an inside member. BPL organize its Socialization process of three stages: 1. Pre-arrival stage: This stage explicitly recognizes that each individual arrives with a set of organizational values, attitude, and expectations. 2. Encounter stage: Here the individuals confront the possible the dichotomy between their expectations and reality. 3. Metamorphosis stage: Finally, the new member must work out any problems discovered during the encounter stage. The organization gets higher productivity, greater employee commitment, and lower turnover rates through socialization. Employees achieved reduced anxiety, increased awareness of what is expected on the job, and an increased feeling of being accepted by their peers and bosses. When socialization works, employees receive the confidence and satisfaction what comes from feeling that they are members in good standing in the organization.
5.5 Training and Development program of BPL: Training: A learning experience in that it seeks a relatively permanent change in an individual that will improve his or her ability to perform on the job. To make training a success, a trainer should take care of the following points: Make learning meaningful. Make skills transfer easy and Motivate the learner
5.5.1 Employee Training Method On-the-job Training: On the job training is a training that shows the employee how to perform the job and allows him or her to do it under the trainer’s supervision On the job training is normally given by a senior employee or a manager like senior merchandiser or a manager. The employee is shown how to perform the job and allowed to do it under the trainer’s supervision.
Advantages: Relatively inexpensive Trainees learn while producing No need off-site facilities Drawbacks: Low productivity while the employees develop their skills 25 | P a g e
The errors made by the trainees while they learn. Apprenticeship Training: It traditionally involves having the learner study under the tutelage of a master craftsperson. Informal Learning: This learning process is not determined or designed by the organization. But the organization may ensure it by creating a learning environment in the organization. Job Instruction Training: Listing each jobs basic task, along with key points, in order to provide step-by-step training for employees. Lectures: The most simple and quick way to provide knowledge to large groups of trainees. Simulated Training: It places the trainee in an artificial environment that closely mirrors actual working conditions. Off-the-job Training: It includes:
The Case Study Method: Here the manager is presented with a written description of an organizational problem to solve in a discussion with other trainees.
Management Game: The manager presented with a computerized decisions regarding but simulated situations.
Outside Seminars: Many organizations now are using this popular method on various aspects of business and management.
Behavior Modeling: It involves reinforcement-Transfer of training.
the
Modeling-Role
playing-Social
5.6 Development: Any attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills. Any effort toward developing employees must begin by looking at the organizations objectives. The objectives tell us where were going and provide a framework from which our managerial needs can be determined. Employee Development Method Managerial On-the-Job Training: The development of employee’s abilities can take place on the job. It includes:
Job Rotation: It involves moving a trainee from department to department to broaden their understanding of all parts of the business and test their abilities.
26 | P a g e
Coaching Approach: The trainee works directly with a senior manager or with the person they are to replace.
Action learning: Here the management trainees are allowed to work full-time analyzing and solving problems in other departments. Types of Training:
Technical Training
Management Training
Safety Training
Occupational Health
General Training (Management, Accounts, Sale etc.)
Social Skill Training
Refresher Training
Workers Education Training
Training Process
Identifying the training needs: What kind of training is needed for how many people to what standard of performance the objectives of the training must be determined.
Analyzing the attitudes, skills & knowledge(ASK)of the job:
Designing what has to be learned. Planning the training program & implementing
The stages of the training
Recording the results
Providing the stuff and equipment
Evaluating the results
Deciding whether the training objectives have been met
Considering how they could have been met more effectively
Training Aids The following training aids are generally used in training programs in BAT
Multi media
Overhead projector
Flip chart
White board etc.
27 | P a g e
5.7 Performance Appraisal: At BPL appraisals are done by the Self-appraisal system. Goals are set by participative management approach and performance is evaluated quantitatively against those previously set objectives. Managers appraise the performance of their subordinates through a 5 points Graphic Rating Scale. The total appraisal process is completely transparent to everyone within the organization. 1 for unsatisfactory 2 for marginal 3 for target 4 for superior 5 for outstanding
5.8 Employee Compensation: Employee compensation refers to all forms of pay or rewards going to employees and arising from their employment. It has two min components: 1. Direct financial payments: Wages, salaries, incentives, commissions, and bonuses. There are two ways to pay directly:
Time based pay: Daily, hourly, weekly, biweekly or monthly wages and salaries
Performance based pay: Ties compensation directly to the amount of product the worker generates. 2. Direct payments: Financial benefits like employer-paid insurance and vacations.
Factors influencing the design of compensation plan
Legal considerations in compensation
Union influences on compensation decisions
Corporate policies and competitive strategy
Policy issues affecting the plan of an organization
Establishing Pay Rates Step-1 The Salary Survey: A survey aimed at determining prevailing wage rates. A good salary survey provides specific wage rates for specific jobs. Formal written questionnaire surveys are the most comprehensive, but telephone surveys and newspaper ads are also sources of information.
28 | P a g e
Step-2 Job Evaluation: A systematic comparison done in order to determine the worth of one job relative to another. Job Evaluation method includes: 1. Ranking: Involves ranking each job relative to all other jobs, usually based on overall difficulty. There are several steps in this method:
Obtain job information for each job
Rank jobs by department or in clusters
Select just one compensable factor
Rank jobs
Combine ratings
2. Job Classification: Categorize jobs into groups 3. Point Method: A number of compensable factors are identified and then the degree to which each of these factors is present on the job is determined. 4. Factor comparison: Ranking jobs according to a variety of skill and difficulty factors, and then adding up these rankings to arrive at an overall numerical rating for each given job. Step-3 Group Similar Jobs into Pay Grades: A pay grade is comprised of jobs of approximately equal difficulty. Step-4 Price each Pay Grade-Wage Curves: This curve shows the relationship between the value of the job and the average wage paid for this job. Step-5 Fine-Tune Pay Rates: A series of steps or levels within as pay grade usually based upon years of service.
Benefits and Rewards Package Indirect financial and non financial payments employees receive for continuing their employment with the company. There are several types of benefits:
Supplemental Pay Benefits
Insurance Benefits
Vacations and Holidays 29 | P a g e
Sick Leave
Parental Leave and Family Leave
Medical Leave
Retirement Benefits
5.9 Health & Safety 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 nonmanagement staffs enjoy medical treatment at 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. Safeties 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 30 | P a g e
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 BPL (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 BPL, Bangladesh regarding safety. That is “ SAFETY FIRST – QUALITY MUST”. The safety policy of BPL, 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.
31 | P a g e
Finally it should be noted that BPL, 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.
5.10 Motivating Employees in Beximco Pharma: The advantage of having a Management by Objective (MBO) system is that everyone becomes Self-motivated. Everyone is motivated to achieve, to perform. The only challenges is to keep the employees’ moral high in times of failure. In BPL, one of the tasks of the management is counseling. Managers are there to help the employees to achieve the goals, which in turn keep the employees motivated. Apart from creating a healthy working environment and ensuring employee empowerment, BPL offers a number of benefits to keep them motivated. The benefits offered by the company are given below: 1.
Education costs of the children
2.
Permanent job facility
3.
Leave facilities
4.
Yearly Employee Awards
5.
Promotion
6.
Foreign Travel with Family Offers
7.
Share from revenue etc.
32 | P a g e
5.11 Data Analysis & Discussion:
Table no: 1 Title: Gender of employees. Response
Scale
No. of Employees
Percentage (%)
Male Female Total
1 2 -
14 8 20
60 % 40 % 100 %
Graph:
Interpretation In the above table, it is found that majority (60%) of the employees are male and (40%) Employees are female in this organization. This data is result of analysis and depend on the respondent this data finalized.
33 | P a g e
Table no: 2 Title: Age group of employees. Response
Scale
No. of Employee
Percentage (%)
20-35 35-50 50-65 65-above Total
1 2 3 4 -
15 5 0 0 20
75 % 25 % 0% 0% 100 %
Graph:
Interpretation Majority (75%) of the employees under survey mentioned that they are in (20-35) under this age group and rest of them are in (35-50) under this group. 0% are in (50-65) under this group and 0% are in (60-Above) under this group.
34 | P a g e
Table no: 3 Title: Regarding supervise others. Response
Scale
No. of Employee
Percentage (%)
Yes No Total
1 2 -
14 6 20
70 % 30 % 100 %
Graph:
Interpretation In the above table it is found that majority (70%) of the employees are agreed that they are supervising others, and (30%) are disagreeing.
35 | P a g e
Table no: 4 Title: Number of employees working in this organization. Response Less than - 150 150-500 500-1000 1000 - Above Total
Scale 1 2 3 4 -
No. of Employee 1 11 0 8 20
Percentage (%) 5% 55 % 0% 40 % 100 %
Graph:
Interpretation Majority (5%) of the employees under survey mentioned that less than 150 employees are working, (55%) are mentioned that 150-300 employees are working, 0% are agree with 500-1000 and rest of the (40%) are mentioned that 1000-above employees are working in this organization.
36 | P a g e
Table no: 5 Title: Duration of Recruitment and Selection process. Response 0 to 1 month 1 to 3 month 3 to 6 month 6 month to 1 year Total
Scale 1 2 3 4
No. of Employee 15 5 0 0 20
Percentage (%) 75 % 25 % 0% 0% 100 %
Graph:
Interpretation In the above table it is found that majority (75%) of the employees are agreed that the recruitment and selection process of this organization is take 0 to 1 month and (25%) are agree with 1 to 3 month.
37 | P a g e
Table no: 6 Title: Recruitment and selection process are impartial. Response Yes No Total
Scale 1 2 -
No. of Employee 17 3 20
Percentage (%) 85 % 15 % 100 %
Graph:
Interpretation Majority (85%) of the employees under survey mentioned that they are agreed that recruitment and selection process in this organization are impartial and (15%) are disagree.
38 | P a g e
Table no: 7 Title: Regarding training after recruitment. Response
Scale
No. of Employee
Percentage (%)
Yes No Total
1 2 -
17 3 20
85 % 15 % 100 %
Graph:
Interpretation Majority (85%) of the employees under survey mentioned that organization give training after recruitment and (15%) are disagree with this statement.
39 | P a g e
Table no: 8 Title: Employees are benefited by training program. Response Fully Agreed Agree Neither Agree Nor Disagree Partially Disagree Fully Disagreed Total
Scale
No. of Employee
Percentage (%)
1 2
4 15
20 % 75 %
3
0
0%
4 5 -
1 0 20
5% 0% 100 %
Graph:
Interpretation Majority (75%) of the employees under survey mentioned that they are agree with the statement that training program is effective for employees, (20%) are fully agreed and (5%) are partially disagree.
40 | P a g e
Table no: 9 Title: Evaluation of Training. Response Learner’s Reaction Knowledge Acquired Behavioral Change Measurable Results Total
Scale 1 2 3 4 -
No. of Employee 1 6 0 13 20
Percentage (%) 5% 30 % 0% 65 % 100 %
Graph:
Interpretation Majority (65%) of the employees under survey mentioned that by measurable result organization evaluate training program, (30%) mentioned about knowledge acquire and 5% are agree with learners reaction.
41 | P a g e
Table no: 10 Title: Performance Appraisal Method. Response Graphic Rating Scale Method Ranking Method Paired Comparison Method Forced Distribution Method 360 Degree Appraisal Method All Of The Above Total
Scale
No. of Employee
Percentage (%)
1
0
0%
2 3 4
0 0 0
0% 0% 0%
5
20
20 %
6 -
0 20
0% 100 %
Graph:
Interpretation Majority (100%) of the employees under survey mentioned that 360 Degree Appraisal Method is used in this organization.
42 | P a g e
Table no: 11 Title: Performance Appraisal system is Extended to all employee. Response Fully Agreed Agree Neither Agree Nor Disagree Partially Disagree Fully Disagreed Total
Scale 1 2
No. of Employee 6 14
Percentage (%) 30 % 70 %
3
0
0%
4 5 -
0 0 20
0% 0% 100 %
Graph:
Interpretation Majority (70%) of the employees under survey mentioned that they are agree with the statement that performance Appraisal system is Extended to all employee and (30%) are fully agreed. None of them are disagreeing.
43 | P a g e
Table no: 12 Title: Employees Opinion on Performance Standard Development. Response Fully Agreed Agree Neither Agree Nor Disagree Partially Disagreed Fully Disagreed Total
Scale 1 2 3 4 5 -
No. of Employee 3 14 0 3 0 20
Percentage (%) 15 % 70 % 0% 15 % 0% 100 %
Graph:
Interpretation Majority (70%) of the employees under survey mentioned that they are agree with the statement that performance Standard are developed on the basis of employees opinion, (10%) are fully agreed and (15%) are partially disagree. None of them are disagreeing.
44 | P a g e
Table no: 13 Title: Practice of HRIS [Human Resource Information System] Response Yes, Fully Yes, Partially Yet to Practice It’s a Dream Total
Scale 1 2 3 4 -
No. of Employee 0 13 7 0 20
Percentage (%) 0% 65 % 35 % 0% 100 %
Graph:
Interpretation Majority (65%) of the employees under survey mentioned that they are agree with the statement that practice of HRIS is partially practiced in this organization and (35%) are told that HRIS is yet to practice.
45 | P a g e
Table no: 14 Title: Dismiss a permanent employee. Response Difficult Very Difficult Moderately Difficult Easy Very Easy Total
Scale 1 2 3 4 5 -
No. of Employee 13 1 6 0 0 20
Percentage (%) 65 % 5% 30 % 0% 0% 100 %
Graph:
Interpretation Majority (65%) of the employees under survey mentioned that it is difficult to dismiss a permanent employee from the organization, (30%) mentioned that it is moderately difficult and 5% mentioned that it is very difficult.
46 | P a g e
47 | P a g e
Table no: 15 Title: I am proud to tell others that I am part of this organization: Response Strongly Agree Agree Disagree Strongly Disagree Not Sure Total
Scale 1 2 3 4 5 -
No. of Employee 13 7 0 0 0 20
Percentage (%) 65 % 35 % 0% 0% 0% 100 %
Graph:
Interpretation Majority (65%) of the employees under survey mentioned that they are strongly agree with the statement that they are fell proud to tell others that they are part of this organization and (35%) are only agree with the statement. None of them disagreed.
48 | P a g e
5.12 SWOT Analysis:
Strength (Internal) 1. Employee Empowerment 2. Capability to Bring Innovation & product differentiation 3. Outstanding Product Quality 4. World Class Professional Service Weakness (Internal) 1. Insufficient Working Capital 2. Not Operating in Low Cost Market. Opportunities (External) 1. Ability to Retain Growth & market Focus In difficult Operating Situations 2. Ability to Exploit Opportunities of Patent Law as an LDC in International Market. Threats (External) 1. Strong Competitors in Domestic & International Market. 2. Political Instability 3. Government & International Regulations. 4. Rising Trend of Material Price
49 | P a g e
6.1 FINDINGS OF THE STUDY At the conclusion of the report I would like to say that the BPL, Bangladesh has practiced the standard human resource management. Here I have some recommendations that identify avenues for improving the human resource management Practices of BPL, Bangladesh. 1. The company should be prepared the standard human resource planning. Because the success and failure of the organization is highly depend on the proper human resource planning. 2. Recruitment and Selection policy: This organization selects their employees strictly based on his/her merit, potentiality and capabilities. 3. Lack of ideal recruitment and selection policy: I think there is lacking of proper staffing-that means “lack of right place”. So the main problem is found, lack of ideal recruitment and selection program. 4. Training and Development policy: In the company staff development policy is appropriate. Employees training and orientation is arranged frequently basis in the company. 5. Job Analysis policy: The job analysis program is standard as well as the manager of human resource Department is not capable of apply the various HRM functions. 6. Performance Appraisal policy: The Company does is accurately follow the performance appraisal program. There is being accurse some discrimination, nepotisms are exercised. Consequently, employees with some efficiency are given different score by different author. 7. Promotion: Some employees are not promoted for a long time. This issue is making that employees work very hard. 8. 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.
50 | P a g e
7.1 Recommendations 1. All employees should familiar with the activities of different departments. 2. The Organization should give more attention on promotion and campaign activities. 3. The Organization should adopt more technological devices to provide better services. 4. The Organization should try to arrange more training programs for their officials. Quality training will help the official to enrich them with more up to date knowledge. 5. They can improve their HR department by making it more efficient. 6. The company should follow both on-the-job and off-the –job method training when they are training their employees. 7. The HRD manager of the company should be analyzed the organizational jobs properly. Because job analysis serves 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. 8. 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. 9. 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. 10. The HRD manager should established the standard pay structure for the employees of the organization in order to reduce the high turnover of employees.
51 | P a g e
7.2 Conclusion Pharmaceutical Industry has grown in Bangladesh in the last two decades at a considerable rate. The sector consistently creates job opportunities for highly qualified people. Pharmaceutical companies are either directly or indirectly contributing largely towards raising the standard of healthcare through enabling local healthcare personnel to gain access to newer products and also to latest drug information. As one of leading pharmaceutical manufacturer Beximco Pharma plays a vital role in the industry as well as in the national economy. To be successful, relentless contribution and dedication of the organizations human resource management is very much needed. To compete in international as well as in local market in adverse situation the HR managers work has become much more difficult in today’s ever changing business environment. Developing plans in a dynamic situation demands critical analysis of the situation and strict adhering to the core principal of the organization. As Beximco Pharma is decentralized organization and core values are cherished by everyone within the organization, operating in dynamic situation is easier than it seems. With the development of healthcare infrastructure and increase of health awareness and the purchasing capacity of people, this pharmaceutical industry is expected to grow at a higher rate in future. Healthy growth is likely to encourage the pharmaceutical companies to introduce newer drugs and newer research products, while at the same time maintaining a healthy competitiveness in respect of the most essential drugs. So, it is a great responsibility for Beximco Pharma as well as other companies in this industry to concentrate on quality product and quality service to take this industry towards further success. The Bangladesh government should also be considerable and cooperative to help the businesses flourish.
52 | P a g e
Bibliography:
Books References i.
Text Books: Fundamental of Human Resource Management by S. P. Robbins, David A. DeCenzo
ii.
Cynthia D. Fisher, L.F. Schoenfeldt and J. B. Shaw, "Human Resource
iii.
Management", Fifth Edition, Indian Application, Biztantra, New Delhi, India D. A. Decenzo, S.P. Robbins, "Fundamental of Human Resource Management"
iv.
Eighth Edition, John Wiley & Sons Inv. ( Asia), Singapore Gupta C.B. " Human Resource Management", S. Chand & Sons, New Delhi, India.
Websites: i.
www.beximcopharma.com
ii.
www.scribd.com
iii.
www.google.com
Annual Report: Annual Reports: Beximco Pharma -2014 Annual Reports: Beximco Pharma -2015 Annual Reports: Beximco Pharma -2016
53 | P a g e
Questionnaires Please put a tic mark on the answer and write answer where needed: 1. What is your Gender? a) Male b) Female 2. Age group: a) 20-35 b)35-50 c)50-65 d)65 –above 3. What is your Job Title? Answer: ……………………………….. 4. How many people are worked in your organization? a) Less than -150 b) 150-500 c) 500-1000 d) 1000- above 5. How long recruitment and selection processes take time in your organization? a) 0 to 1 month b) 1 to 3 month c) 3 to 6 month d) 6 month to 1 year 6. Does your organization give training after recruiting? a) Yes b) No 7. How long you’re training period take time? a) …….days b)……..months c) …….months ……days d) ……. Year ……. Months 8. Does this training program effective for employees? a) Fully agree b) Agree c) Neither agree nor disagree d) Partially disagree e) Fully disagree 9. Please assign importance to the following criteria used in your organization for evaluation of training: a) Learner's reaction b) Knowledge acquired c) Behavioural change d) Measurable results 10. Which performance appraisal method is used in your organization? a) Graphic rating scale method b) Ranking method c) Paired Comparison Method d) Forced Distribution Method e) 360 degree appraisal Method f) Critical incident Method g) All of The Above 11. Organization's HR executives are fully aware of the business needs and strategies:
a) Fully agree b) Agree c) Neither agree nor disagree d) Partially disagree e) Fully disagree 12. Do you think that HRIS [Human Resource Information System] is practiced in your organization? a) Yes, fully
b) Yes, partially
c) yet to practice
d) it’s a dream
54 | P a g e
