Project on: Shwapno MGT 210 210Section: Section: 22 Semester: Spring 2013 Submitted to: Tasmia Ekram TsE! Prepared b": • •
#si$ Mohammad %akaria Md( Mahmudur )ahman
1120&2''&030
Schoo* +$ business ,orth South -ni.ersit"
Ms. Tasmia Ekram 1
/acu*t"& ,orth South -ni.ersit" Schoo* o$ usiness #dministration ashundhora haka 1230( etter o$ Transmitta*
ear Madam
4t is great p*easure $or us to submit our proposa* on the topic o$ 5Shwapno super store6 7e ha.e prepared this p*an as partia* $u*8**ment o$ the course( Mgt 210 Management )esearch! To To make this this research research up to the standard standard we tried our our best to $u*8** the the re9uirements b" imp*ementing the know*edge we ha.e gather $rom the course( Thank "ou .er" much $or pro.iding pro.iding us this this t"pe o$ opportunit" opportunit" and gi.ing us the the necessar" guidance and direction needed $or preparing the report( 7e epress our heart $u** gratitude to "ou to go through this research and make "our .a*uab*e comments( 7e hope this t"pe o$ research wi** be ab*e to $u*8** "our epectation towards us( ;ours ;ours tru*"
Md( Mahmudur )ahman (Group )ahman (Group Leader)
4nde #cknow*edgement
Page <'
#bstract
Page <= 2
Manageria* /unction
Page <>
P*anning
Page
ecision Making
Page
+rgani@ing
Page
StaBng
Page <10
Communicating
Page <10
Moti.ating
Page <11
Contro**ing
Page <11
Manageria* En.ironment
Page <12
PEST #na*"sis
Page <12
Po*itica* ega* En.ironment
Page <13
Economic En.ironment
Page <1D
usiness C"c*e
Page <1'
Socia* En.ironment
Page <1=
Techno*ogica* En.ironment
Page <1=
+rgani@ationa* eha.ior
Page <1>
Corporate Socia* )esponsibi*it"
Page <1?
uman )esource Management
Page <20
Competenc" based Career Path
Page <20
Too*s o$ the S"stem
Page <21
Competenc" ased Succession P*anning Conc*usion
Page <22
)e$erences
Page <2'
Page <2D
3
#
cknow*edgement
7e are tru*" thank$u* to our course $acu*t" member Tasmia Ekram ecturer Schoo* o$ usiness ,orth South -ni.ersit" without whose heart$e*t super.ision and suggestions it wou*d ha.e been etreme*" diBcu*t $or us to prepare this report( The success o$ this project work depends on a number o$ peop*e specia**" who took time to share thought$u* guidance and suggestions to impro.e the contents o$ this report( The peop*e who he*ped as a *ot are& one our $riends named #si$F ga.e us the address o$ Shwapno corporate oBce Miss( /ai@a uman resource manager o$ Shwapno $or te**ing us about their manageria* $unction so that we cou*d get an idea how do the" manage their business acti.ities( #nd *ast but not the *east we want to thank our group member Mahmudur )ahman who rea**" work hard $or the project( D
ast*" we wou*d *ike to conc*ude b" sa"ing that "ou ha.e been an ama@ing*" nice person and we enjo"ed e.er" moment o$ "our c*ass( 7e are proud to ha.e "ou as our mentor(
Thanks a *ot $or e.er"thing
#bstract Shwapno is a new dimensiona* superstore in ang*adesh( #*though there are some estab*ished superstore here but Shwapno is $ormed dierent*" to this countr" with new ideas( +thers superstore is situated in the $amous areas in the cit" and there product price is .er" high so that genera* peop*e cannot bu" their dai*" products $rom there( ut Shwapno is growing rapid*" and estab*ishing their super shop e.er" area o$ the cit" e.en the who*e countr"( 4n e.er" area the" are estab*ishing there showroom because the" want to reach a** o$ the peop*e in the countr"( Their product price is simi*ar to the open market and the" pro.ide $resh to their customers( #s a new superstore shopno is $acing some prob*em a*though the" are tr"ing to o.ercome it(
'
Manageria* /unctions: The $unctions which describe manageria* job when put together make up the management process( This process is ana*"@ed into ke" $unctions o$ management .i@( p*anning organi@ing staBng directing and contro**ing( P*anning organi@ing and contro**ing which dea* most*" with non&human aspects are known as mechanics o$ management whereas staBng and direction which are primari*" concerned with human aspects constitute d"namics o$ management( 4n the conceptua* scheme though the $unctions are *isted out in a se9uence 4 practice the" are inter*ocked as a s"stem( #s a** $unctions are not e9ua**" important $or a** managers time spent b" them $or each o$ these $unctions .aries according to their *e.e*s in the organi@ation( These $unctions has been discussed be*ow =
P*anning P*anning a*so ca**ed $orethought! is the process o$ thinking about and organi@ing the acti.ities re9uired to achie.e a desired goa*( P*anning in.o*.es the creation and maintenance o$ a p*an( #s such p*anning is a $undamenta* propert" o$ inte**igent beha.ior( This thought process is essentia* to the creation and re8nement o$ a p*an or integration o$ it with other p*ansF that is it combines $orecasting o$ de.e*opments with the preparation o$ scenarios o$ how to react to them( P*anning is a re*ati.e $unction o$ goa* Shwapno goa* is to increase their market share in net 8.e "ear the" want to pro.ide consumer one stop comprehensi.e ser.ice to the customer it means i$ a customer comes to Shwapno heHshe wi** get >
a** o$ necessities there( The" are basica**" $o**owing the wa" o$ 7a*&Mart the *argest retai*er o$ the wor*d! To achie.e this goa* the" p*anned to pro.ide high 9ua*it" product to their customer that wi** work as their competiti.e ad.antage( Ioining *i$est"*e items its branch( Make more pro8t etending their business
ecision making: ecision making is the second step o$ manageria* $unction( ecision making can be regarded as the menta* processes cogniti.e process! resu*ting in the se*ection o$ a course o$ action among se.era* a*ternati.e scenarios( E.er" decision making process produces a 8na* choice( The output can be an action or an opinion o$ choice( Most o$ the decision o$ Shwapno is made b" the eecuti.e director o$ Shwapno and he made the decision based on high*" re*iab*e data that has been got b" a sur.e" or market reach( The in$ormation o$ operationa* managers is a*so takes in account to make the decision( So a$ter making a big market sur.e" and ana*"@ing its outcome the eecuti.e director o$ Shwapno came to know that customer wants to spend *ess time $or bu"ing their commodities and the" *o.e it when the" got 9ua*it" product under one roo$ at a reasonab*e price( and he a*so obser.e there is no shop in ang*adesh which pro.ides the $aci*ities o$ wet market dai*" necessar" goods and *i$est"*e goods so he decided to gi.e the customer one stop comprehensi.e ser.ice( That is basica**" etending their business item( 4n that purpose the" ha.e decided to add *i$est"*e item 8rst and then home app*iance( The" a*so $ound that $orma*in is major prob*em in ang*adeshi wet market so the" decide to pro.ide $orma*in $ree product and to pro.e it the" decide to keep machines that detects $orma*in in an" substance So the" decided two things: 1( Pro.iding one stop comprehensi.e ser.ice 2( Pro.iding $orma*in $ree product
?
+rgani@ing: +rgani@ing is the act o$ rearranging e*ements $o**owing one or more ru*es( #n"thing is common*" considered organi@ed when it *ooks *ike e.er"thing has a correct order or p*acement( ut itJs on*" u*timate*" organi@ed i$ an" e*ement has no dierence on time taken to 8nd it( 4n that sense organi@ing can a*so be de8ned as to p*ace dierent objects in *ogica* arrangement $or better searching( Shwapno got eecti.e team to organi@e e.er"thing the" need to pursue their p*an organi@ing is a .er" important part because i$ things are not organi@ed we** there is a .er" *itt*e chance o$ success so the" made organi@ing soon a$ter make the decision the" made a team in the *ead o$ eecuti.e director that decided what needs to be co**ected $or accomp*ishing the project( /or imp*ementing p*an one the" ha.e the" ha.e started the process o$ etending their shop making contact with the *i$est"*e brand *ike #rmani *e.ies and shoe brands *ike ,ike per$ume and bag brand *ike Gucci denim and man" more the" are basica**" making the wor*d c*ass brand a.ai*ab*e to ang*adeshi customer( /or imp*ementing p*an two which is partia**" imp*emented the" are direct*" co**ecting the products $rom the $armers which are a.ai*ab*e in ang*adesh and preser.e in hea*th" wa" it means not b" $orma*in which is harm$u* $or peop*e hea*th(
StaBng: StaBng is a term used in the sphere o$ emp*o"ment( 4t has been app*ied to more than one aspect o$ the working en.ironment( A
4n other word StaBng is the process o$ ac9uiring dep*o"ing and retaining a work$orce o$ suBcient 9uantit" and 9ua*it" to create positi.e impacts on the organi@ationKs eecti.eness( /or the imp*ementation o$ the p*an Shwapno is not considering their current work $orce good enough so the" are p*anning to emp*o" more 8$t" $u** time sa*esmen and one hundred part time sa*es men( #nd ten more distributor who wi** distribute their product to dierent shop
Communicating: Communication is an important $unction o$ manageria* $unction( Communication is the acti.it" o$ con.e"ing in$ormation through the echange o$ thoughts messages or in$ormation as b" speech .isua*s signa*s writing or beha.ior( Communication is an" act b" which one person gi.es to or recei.es $rom person in$ormation about that personJs needs desires perceptions know*edge or aecti.e states( Communication ma" be intentiona* or unintentiona* ma" in.o*.e con.entiona* or uncon.entiona* signa*s ma" take *inguistic or non*inguistic $orms and ma" occur through spoken or other modes( Communication re9uires a sender a message and a recipient a*though the recei.er doesnJt ha.e to be present or aware o$ the senderJs intent to communicate at the time o$ communicationF thus communication can occur across .ast distances in time and space( Communication re9uires that the communicating parties share an area o$ communicati.e commona*it"( The communication process is comp*ete once the recei.er has understood the message o$ the sender 4n case o$ communication Shwapno depends on their sca*ar chain it means managers send the message to their immediate junior emp*o"eesK (the" think this is the best approach o$ communicating because their nature o$ job doesnKt a**ow them to communicate with a** emp*o"ees at a time b" power point presentation the" be*ie.e more $ace to $ace communication(
Moti.ating: 4n modern era o$ business moti.ation is considered the ke" to an organi@ationa* success( 4t is a ps"cho*ogica* $eature that arouses an organism to act towards a desired goa* and e*icits contro*s and sustains certain goa* directed beha.iors( 4t can 10
be considered a dri.ing $orceF a ps"cho*ogica* one that compe*s or rein$orces an action toward a desired goa*( /or eamp*e hunger is a moti.ation that e*icits a desire to eat( Moti.ation has been shown to ha.e roots in ph"sio*ogica* beha.iora* cogniti.e and socia* areas( Moti.ation ma" be rooted in a basic impu*se to optimi@e we**&being minimi@e ph"sica* pain and maimi@e p*easure( 4t can a*so originate $rom speci8c ph"sica* needs such as eating s*eeping or resting and se( Moti.ation is an inner dri.e to beha.e or act in a certain manner( 4tJs the dierence between waking up be$ore dawn to pound the pa.ement and *a@ing around the house a** da"( These inner conditions such as wishes desires goa*s acti.ate to mo.e in a particu*ar direction in beha.ior( Shwapno be*ie.e moti.ation o$ emp*o"ees is .er" important so the" a*wa"s tr" to moti.ate their emp*o"ees( Shwapno basica**" use two method $or moti.ating their emp*o"ees those are •
Per$ormance appraisa*
•
#nnua* increment
Contro**ing: Contro**ing is one o$ the manageria* $unctions *ike p*anning organi@ing staBng and *eading( 4t is an important $unction because it he*ps to check the errors and to take the correcti.e action so that de.iation $rom standards are minimi@ed and stated goa*s o$ the organi@ation are achie.ed in a desired manner( #ccording to modern concepts contro* is a $oreseeing action whereas ear*ier concept o$ contro* was used on*" when errors were detected( Contro* in management means setting standards measuring actua* per$ormance and taking correcti.e action( #$ter a p*an being imp*emented the" continuous*" keep update to the impact o$ that decision on their pro8tabi*it"( ,orma**" the" keeps a time period $or the obser.ation o$ p*an the" obser.e weather the p*an is going we** or itKs not bringing an" bene8t $rom them i$ it doesnKt bring an" bene8t $rom them the" change it immediate*" and i$ it does better $or them the" tends to continue on the course o$ action
11
Manageria* En.ironment: To understand the manageria* en.ironment o$ an organi@ation we need to $ocus on PEST ana*"sis( PEST #na*"sis is use$u* $or $our main reasons: •
•
•
•
4t he*ps "ou to spot business or persona* opportunities and it gi.es "ou ad.anced warning o$ signi8cant threats( 4t re.ea*s the direction o$ change within "our business en.ironment( This he*ps "ou shape what "ouJre doing so that "ou work with change rather than against it( 4t he*ps "ou a.oid starting projects that are *ike*" to $ai* $or reasons be"ond "our contro*( 4t can he*p "ou break $ree o$ unconscious assumptions when "ou enter a new countr" region or marketF because it he*ps "ou de.e*op an objecti.e .iew o$ this new en.ironment(
PEST #na*"sis: Pest ana*"sis Po*itica* Economic Socia* and Techno*ogica* ana*"sis! describes a $ramework o$ macro&en.ironmenta* $actors used in the en.ironmenta* scanning component o$ strategic Management(
12
The Po*itica*&eaga* En.ironment: 4n ang*adesh Peop*e and organi@ations are high*" inLuenced b" po*itica* en.ironment( #*so the business en.ironment is not that much po*itica**" $a.orab*e( #s Shwapno is now strugg*ing with their eistences and incurring *oss $or "ears the" are .er" much neutra* in terms o$ po*itica* responses(
4n terms o$ $o**owing other po*itica* strategies such as Campaign 8nancing obb"ing Coa*ition bui*ding 4ndirect *obb"ing F surprising*" the" $o**ow none o$ these strategies( ut "et the" are tr"ing to en*arge their brand .a*ue b" en.o*.ing in .arious po*itica* and socia* campaign(
13
The Economic En.ironment o$ Shwapno: Shwapno is the be*ie.er o$ a dream( # dream to do something $or the countr" and to make a sma** contribution e.er" da" in their act that wou*d make the $ortune o$ this countr"( The 8e*d o$ career the" epects $o**owing $rom an emp*o"er
1D
usiness c"c*e: As we know that there are 59 Shwapno outlets are operating at this time in Dh aka and there are 16 Districts that Shwapno have their outlets the" do not ha.e a stab*e business c"c*e(
Comparing with the other retai* out*ets such as #gora Mina a@ar etcF the" are *agging behind(
This is ShwapnoKs usiness C"c*e $rom the "ear 200? to "ear 2011( 4t seems *ike the" are strugg*ing $rom the "ear 200? as their re.enue kept on $a**ing ti** 2011( #nd at 2012 the" rea**" put on a good 8ght when competing against the other retai* shops( So their re.enue is now increasing noticeab*"(
1'
Socia* En.ironment: Shwapno be*ie.es that toda" $armers who are in.ariab*" depri.ed o$ ha.ing minima* sca*e o$ socia* rights to make the *i.e*ihood through $arming are the most un$ortunate communit" in ang*adesh despite ser.ing the nation with supp*"ing basic need&$ood( 4n addition hard*" do the" get an" assistance $rom go.ernment in terms o$ supp*"ing $erti*i@er diese* oi* seeds cu*ti.ation e9uipment at rationa* price whereas $armers in de.e*oped and de.e*oping countries are the most respected communit" who can a.ai* subsidies $rom go.ernment 9ua*it" seeds $erti*i@er and diese* oi* at cheap price( This ironic situation o$ our $armers is *eading them to embrace some unproducti.e pro$essions most o$ten some anti&socia* acti.ities thereb" impacting econom" negati.e*" dragging the countr" to more re*iance on $oreign aid( owe.er a *arge portion popu*ation especia**" $armer and end user has been depri.ed o$ ha.ing such bene8t e.en though market is Looded with a wide range o$ products since the producers do not get appropriate price $or their production and consumers in.ariab*" are decei.ed b" se**ers who o$ten se** in$erior goods goods with inaccurate measurement and so on( +$ *ate most o$ the business 8rms $orm carte* which has been worsening the condition o$ *i$e o$ $armers as we** as consumers to dictate the market and the" are success$u* in this case( #C4 has been *ooking $or wa"s to 8nish this carte* o so as to bene8t both $armers and consumers( esides most o$ the .egetab*e produced in rura* areas get rotten due to *ack o$ proper transport $aci*ities whereas cit" dwe**ers ha.e to pa" etra mone" $or scarce .egetab*e in the cit"(
The Techno*ogica* En.ironment: The de.e*opment o$ .arious kinds o$ in&store techno*og" in Shwapno that in recent "ears has *ed to new in-store ser.ices( These techno*ogica* inno.ations inc*ude the 1=
widespread use o$ bar codes and point-of-service price scanning re*ated too*s such as interacti.e kiosks as we** as emerging app*ications based on radio $re9uenc" identi8cation )/4! tags( 7ith these techno*ogies retai*ers can manage stock in a more eBcient and eecti.e manner and at the same time a**ow customers to conduct transactions or obtain product in$ormation and ser.ice with minima* assistance $rom store emp*o"ees(
+rgani@ationa* eha.ior: +rgani@ationa* eha.ior +! is the stud" and app*ication o$ know*edge about how peop*e indi.idua*s and groups act in organi@ations( 4t does this b" taking a s"stem approach( That is it interprets peop*e&organi@ation re*ationships in terms o$ the who*e person who*e group who*e organi@ation and who*e socia* s"stem( 4ts purpose is to bui*d better re*ationships b" achie.ing human objecti.es organi@ationa* objecti.es and socia* objecti.es( +rgani@ationa* studies encompass the stud" o$ organi@ations $rom mu*tip*e .iewpoints methods and *e.e*s o$ ana*"sis( /or instance one tetbook di.ides these mu*tip*e .iewpoints into three perspecti.es: modern s"mbo*ic and postmodern( #nother traditiona* distinction present especia**" in #merican academia is between the stud" o$ micro organi@ationa* beha.ior N which re$ers to indi.idua* and group d"namics in an organi@ationa* setting N and macro strategic management and organi@ationa* theor" which studies who*e organi@ations and industries how the" adapt and the strategies structures and contingencies that guide them( To this distinction some scho*ars ha.e added an interest in meso sca*e structures & power cu*ture and the networks o$ indi.idua*s and i(e( ronit units in organi@ations N and 8e*d *e.e* ana*"sis which stud" how who*e popu*ation o$ organi@ation interact 4n this case we ha.e $ound out that shwapno is maintaining their organi@ation beha.ior .er" poor*"( This is one o$ the main reasons $or their strugg*e in marketp*ace in recent "ears( 7e ha.e asked se.era* 9uestions to them regarding organi@ationa* beha.ior( The answers o$ those 9uestions are gi.en be**ow
1( /irst*" we asked how do "ou manage peop*e $rom dierent cu*tureO 4n rep*" the" said that the" a*wa"s tr" to maintain good re*ation with a** the emp*o"ees( so that the workers ne.er $ee* uncom$ortab*e whi*e working together 1>
2( The" be*ie.e in co**ecti.ism instead o$ 4ndi.idua*ism (ecause there are two main objections to co**ecti.ism $rom the ideas o$ indi.idua*ism( +ne is that co**ecti.ism stiLes indi.idua*it" and di.ersit" b" insisting upon a common socia* identit" such as nationa*ism or some other group $ocus( The other is that co**ecti.ism is *inked to sadism and the diminution o$ $reedom when po*itica* authorit" is used to ad.ance co**ecti.ist goa*s( 3( #bout time maintaining the" said the" $o**ow straight *ine method $or their emp*o"ee( ecause Leib*e timing is not the right wa" to maintain such emp*o"ees( D( The" are pro.iding EE+ materna* paid *ea.e o$ D months $or minorit" peop*e the" donKt ha.e an" specia* oer an"bod" who 9ua*i8ed $or the job are assigned( '( The" do ,ot pro.ide an" specia* training to their emp*o"ees but emp*o"ees are gi.en a 3&Dda"straining in their head oBce where the" are *earnt where the" ha.e to work and how the" wi** manage( #nd we think this is the most important $actor $or their strugg*ing in the market p*ace(
Corporate Socia* )esponsibi*ities: Shwapno is a *eading retai* chain in the superstore sector o$ ang*adesh ha.ing stores in 1= districts( 4t be*ie.es customers more and more e.a*uate them according to their socia**" responsib*e beha.ior( The managers o$ Shawapno be*ie.es that the" are not on*" responsib*e to their shareho*ders but are responsib*e to the pub*ic as a who*e because a compan" is 5permitted and encouraged b" the *aw primari*" because itKs a ser.ice to the communit" rather than because it is a source o$ pro8t to its owners6( 1. Supp*" chain monitoring: Shawapno provide evidence that their codes of conduct are more than words and being tested in suppl chain! and in their own retail environment. ". e*ping the $armers: /or #gricu*tura* product such as $ruit .egetab*es pou*tr" 8sh shrimp meat dair" etc( are direct*" co**ected $rom the $armers( Shawapno a*so encourage a** its supp*iers to $o**ow best practice and to maintain consistent*" high standards( 1?
#. )esponsibi*ities towards emp*o"ees: Emp*o"ees are the ke" to its business and are the most .isib*e part o$ the business to its customerKs ( Shawapno alwas responsible towards their emploees. $t gives incentives it%s emploees who are directl working in the super shops. Shawapno in.est signi8cant*" in the training and de.e*opment o$ its peop*e enab*ing them to do their jobs to the .er" best o$ their abi*it" and to oer its customers the .er" best ser.ice(
&. 'ducating the farmers! with a focus on 'nvironment (riendl )ractices* Shawapno has undertaken etensi.e programs to educate crop $armers o$ rura* area o$ )ajshahi Good #gricu*tura* Practices( 4t has a team o$ agricu*tura* eperts working at the 8e*d *e.e* a** across the rura* area ho*ding a range o$ technica* trainings and 8e*d demonstrations( Their acti.ities inc*ude •
/ie*d demonstrations on .arious methods o$ crop protection that pose the *east ha@ard $or the en.ironment
•
Training on new techno*ogies o$ cu*ti.ation $or higher "ie*ds and new crops
•
Training to channe* partners
Shwapno is economica**" responsib*e current*" shwapno is the market *eader o$ super shop industr" o$ ang*adesh it a*so maintain itKs *ega* responsibi*it" 1A
b" pa"ing ta and pro.iding anti $orma*in campaign it is a*so responsib*e ethica**" to its stake ho*der
+ther CS) #cti.ities: •
•
Pro.iding trucks $or disaster re*ie$ when tsunamis earth9uakes t"phoons or other natura* disasters strike( #nnua* picnic $or the emp*o"ee sports and price gi.ing ceremon"(
)M o$ Shwapno: Career pitching in.o*.es making a series o$ job&person matches based on the demands o$ the job s"stem in the organi@ation that enab*e the person to grow into greater *e.e*s o$ responsibi*it" thus pro.iding the organi@ation with the ta*ent that it re9uires to meet goa*s( This shou*d in.o*.e the care$u* assignment o$ an indi.idua* to positions that pro.ide her or he with opportunities $or dep*o"ing the competencies needed $or a more cha**enging position( est approaches to career patching combine an ana*"sis o$ positions in terms o$ both the tasks and the organi@ationa* beha.iors needed $or superior per$ormance( The combined approach is essentia* $or each o$ the jobs in the chain because there ma" be marked dierences between the characteristics demanded in one job and those needed in another in the same career path( 20
Steps to 4mp*ement the Competenc"& based Career Path: 1( Put together a resource pane* o$ eperts on the target and $eeder jobs who wi** set direction and speci$" the epected job per$ormance criteria( 2( e8ne tasks and characteristics through the resource pane* and sur.e" job incumbents to obtain their perceptions o$ which job tasks and persona* characteristics contribute to success in the target and $eeder jobs( 3( 4denti$" top per$ormers in the target and $eeder jobs using per$ormance criteria speci8ed b" the pane*( D( Conduct in&depth inter.iews with both superior and a.erage incumbents in the target and $eeder jobs to 8nd out what the" do and how the" do it( '( ased on the outcome o$ stage D de.e*op a competenc" mode* o$ peop*e in the target and $eeder jobs b" identi$"ing those competencies that make the biggest contribution to outstanding per$ormance as opposed to the competencies that a** job ho*ders need( =( #na*"@e career paths b" combining the sur.e" stage 2! and the inter.iew stage 3! resu*ts $or target and $eeder jobs( >( 4mp*ement the career patching s"stem through a number o$ options: •
+omputer-based tasks and competenc inventories
•
)erformance and potential assessment linked to new ,ob opportunities
•
Sstematic counseling
•
+areer development and related training programs.
Too*s o$ the S"stem The too*s o$ a competenc"&based career path s"stem inc*ude: 21
& # description o$ the tasks re9uired b" target and $eeder jobs e.entua**" broken down b" job $ami*ies & # competenc" mode* $or the target and $eeder job s"stem & # dictionar" o$ beha.iora* descriptions o$ each competenc" in the mode* & Per$ormance indicators that pro.ide the materia* $or a competenc"&based e.a*uation program and a computeri@ed ski**s bank & # competenc" pro8*e grid $or either interna* or eterna* recruiting and se*ection o$ candidates & # career map o$ the organi@ation identi$"ing which jobs are the ke" $eeders to higher&*e.e* positions & # competenciesJ gap ana*"sis showing main dierences re9uired to Low through the job s"stem to reach high&*e.e* jobs & )ecommendations $or training in or se*ecting $or each competenc" in the path(
C+MPETE,C;&#SE S-CCESS4+, P#,,4,G Competenc"&based succession p*anning enab*es an organi@ation to determine the critica* current competencies necessar" $or success in ke" jobs and the strategic competencies necessar" $or $uture success( +nce this has determined the Jbest 8tJ peop*e speci8c de.e*opmenta* p*ans can then be $ormu*ated that bui*d upon these competenc" re9uirements to a**ow the indi.idua*Js abi*ities to meet the strategic business needs o$ the organi@ation( Steps to imp*ement Competenc"&based Succession P*anning /or the competenc"&based succession p*anning to be comp*ete a *ogica* process consisting o$ a certain number o$ steps must be $o**owed( These ke" steps are as $o**ows: 1( 4denti$" critica* jobs that the organi@ation needs to 8**
22
2( e.e*op a competenc" mode* $rom critica* jobs determining the competencies needed at each step o$ the job $ami*" *adder 3( e.e*op the most appropriate assessment methods assessment center screening inter.iewing etc! and assess peop*e against the competenc" mode* o$ the job
D( Make the decision whether to: •
promote $rom inside
•
now or a$ter competencies " @ ha.e been de.e*oped
•
not promote but consider
•
Possib*e *atera* trans$er
•
recruit $rom outside i$ no one in the organi@ation is read" or can be de.e*oped in time
'( /eed the human resource management in$ormation s"stem to track: •
Promotab*e emp*o"ees $or $uture competencies monitoring
•
Competenc" re9uirements o$ target jobs(
23
Conc*usion: 4n the conc*usion we can sa" that as a growing retai* store in ang*adesh “Shwapno” need to work more and more on their manageria* competencies( The" need to $o**ow a proper wa" to reach their organi@ationa* objecti.es( +therwise their business ma" co**apse in $ront o$ the other *eading retai* stores( /ocusing on *ower cost epanding more and more out*ets are not the on*" thing the" can doF the" a*so need to sort out their manageria* incompetencies as we**(
2D
)e$erences: Tasmia EkramF Faculty at Business school of North South University ShwapnoKs oBcia* website: www.shwapno.com Shwapno main branch: Novo tower (8th oor)! "e#$aon! %ha&a '8 Miss( /ai@a: *uman resource mana$er of Shwapno
2'
