Executive Summary

In export oriented Ready made garments industries; KDS garment Industries Ltd. is probably topping the list in Bangladesh. It is a symbol of progress and advancement in the arena of garment export trade. ombined efforts of its !or"ers staff members and o!ners are the forces behind its uni#ue position of achievements to day. Believes in #uality and time and highly emphasi$es in maintaining a concerted harmony in its environment. I have seen a democratic environment of KDS. I have got a general idea about the management practices of KDS !hile I have visited the factory. KDS has al!ays tried to direct the business in the perspective of favorable national economy. Its related diversification !as strategically geared to!ards this. Indeed corporation such as KDS plays a recogni$able role% and the integrated !or" of such corporations and bodies li"e B&'() and other associations can pave the path to!ards enhanced national situation. *he year +,-. has da!ned !ith ne!er challenges for the country/s readymade garment sector. I !elcome the 0e! 1ear !ith a vo! to face those. 2n this occasion% I rene! our firm commitment to our mission to earn multiple successes for the sector !ill continue even bolder. It seems to me that the above all industry in situation is in a static position !hich means the industry is in maturity stage of life cycle.

Chapter 1 Introduction
3erformance means accomplishment of an expected course of action. 3erformance may relate to various disciplines. By 4R performance I mean the performance of an organi$ation relating to its human resources% vi$.% &et the people% Develop the people% 5or" !ith the people% Retain the people and so on. 6unctions of 4R' are Recruitment 7 Selection% *raining 7 Development% 3erformance management system% 3ay roll 7 compensation etc. In Bangladesh 4R practices are not that level as it is in !estern countries. But many organi$ations in Bangladesh are no! trying to incorporate comprehensive 4R practices in their organi$ation as part of company up gradation% moderni$ation% benefits of employees !hich may lead to the benefits of both employees as Ill as company to the success. *here are certain limitations in implementing comprehensive 4R practices in the organi$ations of Bangladesh due to non practice of labor la! 7 govt. lac" of support for it/s implementation% !himsical attitude 7 approach to it by the part of management etc. *hrough 2vercoming these congenial environment for 4R practice in the organi$ation of Bangladesh is possible unless it/s practice in Bangladesh !ill remain inade#uate.

1.2

Methodology of the study

*here are t!o sources of information in our study. 2ne is primary information and another is secondary information. Before collecting primary information I have prepared a #uestionnaire. I as"ed our selected #uestions to the selected expert officials of KDS &arments and they have responded to our #uestions. )t that stage I have follo!ed the direct intervie! method for collecting information. During the responding period they have provided us some informative% valuable information !hich Ire very much helpful for our study. *he secondary data is collected from the boo"s% articles related to 4R and 4R 4and boo" of KDS &arments. +

6or ma"ing our study more informative% useful and effective I have collected processed and analy$ed our information carefully and sincerely so that it becomes useful maintaining the re#uired standards and also may fulfill the expectations of our 8niversity )uthorities.

1.3 O !ectives of the study

*he 'ain ob9ectives are as follo!s: -; *o "no! about 4R planning of KDS garments Ltd. +; *o assess the future 4R demand and supply. .; *o study the recruitment process. <; *o "no! about selection process and tools

1." Scope of the study

I am assigned the topic =#uman $esource %ttraction practices in &'S garments (td) by the Department of 'B)% International Islamic university hittagong. I have collected all re#uired information from the garments office located at +>>% 0asirabad Industrial% hittagong. *he office is located in the factory building from !here 4R attraction practices of KDS &arments are controlled. So% it !as much easy for us to collect our re#uired information related to our topics. I also visited many of the departments of the ompany to "no! more about KDS &arments.

1.* (imitation of the Study

Due to short time !e cannot prepare the report properly. *hough the top management formulates the strategy of the industry% !hich is very much confidential% the manager failed to supply the relevant data in respect to our demand. It !as not possible to collect the all information to prepare the report 'ost of the official is so much busy to provide men enough time Difficult to contact !ith top management. 4igh officials have very little time to provide us the re#uired information. Due to inexperience it !as not possible for me to gather all relevant data.

1.+ ,he Company Overvie-.

&'S /roup is a reno!ned group in Bangladesh having diversified business activities li"e Steel% garments% *extiles% )ccessories% and many others. *hey have total employee strength of around ?,,, people !ith a turnover of 8SD +>, million. *hey are based in hittagong and Dha"a and aspire to become the largest and the most diversified business group in Bangladesh. &'S /arments 'ivision KDS has made its mar" in readymade garments manufacturing in Bangladesh% being the pioneer and one of the largest in the country. Since -@?.% KDS &arments has been gro!ing at a phenomenal pace and has bagged -- 0ational )!ards for highest exports in different years. *he customers of KDS include !orld leaders li"e 5alA'art% KA'art% 6ila% *arget and &lobe *rotter% among others. KDS &arments is a reno!ned name in the fashion industry. *he facilities at its production unit in hittagong include a highly s"illed !or"force including expatriates% benchmar"ed practices and technical facilities li"e the !ashing plant !ith !orldA reno!ned !ashing machinery. <

&'S ,extile A KDS has the finest textileAmanufacturing units in Bangladesh !ith complete range of (uropean machineries to produce the finest "nitted fabric. Other &'S /roup companies

&'S Steel 'ivision 2ne of the oldest and most reliable steel plants in Bangladesh !hich has built its reputation based on #uality and economics of the business. KDS has a ne! cold rolling meal and is the only (uropean steel mill in the country. KDS Steel Division consists of three individual factory having !or"force near about ?,, !ith the aim to delivering high #uality product as !ell as maximum #uantity.
&'S %ccessories A 3ioneering the lin"age to the robust garment industry% KDS has most comprehensive accessories offerings for the !idest range of products.

1.+.1 0ision
*o become a globally preferred supplier of apparel solutions upholding our social responsibility.

1.+.2 Mission
Delighting our customers through sustained performance )chieving excellence in process and technology Building a culture of cost consciousness Leveraging through competent people Leadership through innovation *hrust in ne! product design .

1.+.3 Core O !ectives

'aintain #uality of the product to the optimum level 5ith an aim to establishing an do ulture% team!or" is !hat unites everybody in KDS &arments. 5inning customers through loyalty by establishing culture offerings and thereby providing the best solutions. > of hearing rather than our

)chieving excellence in process and technology Building a culture of cost consciousness and climate of trust. Leveraging through competent people Leadership through innovation (xcellent product range to deliver a seamless diversity of customerAspecific solutions through a single point of access. 0ationally and internationally.

1.+." #ighlights
&'S /arments has a turnover of 1S 2 34 million per year
B KDS &arments has employees !ho have been !or"ing for the last +> years and are

essentially the first generation !or"ers. *hey are not adept to modern !ays of !or"ing and hence follo! traditional methods. *he !or"er/s efficiency level is lo! due to their lac" of exposure to modern !ay of conducting business. B KDS &arment is currently operating at .> C efficiency Dapprox; due to its inability in

optimi$ing resource utili$ation !hich primarily caters to the utili$ation of human resources. KDS has state of art machines but the mind set of employees are non competitive. B KDS garments aims at reaching 8SD ->, E million per year !ith the existing infrastructure%

by means of increasing the plant efficiency. Such efficiency enhancement !ill be only possible through the changing mindset of the !or"force. )long !ith this KDS needs induct ne! employees from other leading garment manufacturing companies across the globe. B KDS &arments !ant to move up the value chain in their line of business by creating higher

value products and also by designing ne! products to sell as their o!n labels. *o achieve this KDS !ill re#uire to orient themselves to!ards the development and design mode

1.+.* #$ organi5ational structure of &'S /arments

Chapter 2 Employee %c6uisition 7#$ 8lanning9 recruitment : Selection; 2.1 ,heoretical <rame-or=
2.1.1 Employment 8lanning
*he process of determining an organi$ation/s human resources needs. By such planning an organi$ation ensures that it has the right number and "inds of people% at the right place% and at the right time. It ultimately translates the organi$ation/s overall goals into the number and types of !or"ers needed to meet the goals. (3 involves three things: I. II. III. 6orecasting 3ersonnel 0eeds or Demand for 3ersonnel Supply of inside candidates Supply of outside candidates

2.1.1.1 <orecasting 8ersonnel >eeds

It is based on the follo!ing factors:

B B B B B B

'ission of the organi$ation Strategic &oals and 2b9ectives 6orecast of personnel re#uirements 3ro9ected turnover Huality and s"ills of employees in relation to !hat is re#uired if the needs of the organi$ation changes. *echnological and other changes resulting in increased productivity.

Several 'ethods to predict employment needs

*rend )nalysis. Study of a firm past employment needs over a period of years to predict future needs. It may be for the !hole organi$ation or for each subgroup li"e sales% administration etc. 4o!ever% it provides a simple estimation and ignores many other factors li"e sales gro!th% productivity etc. Ratio )nalysis. ) forecasting techni#ue for determining future staff needs by using ratios bet!een some causal factors Dli"e sales volume; and the number of employees re#uired% Dfor instance% number of salespeople.; *he Scatter 3lot. ) graphical method used to help identify the relationship bet!een t!o variables% such as a measure of business activity and your firm/s staffing levels. 6or example% 0umber of students and re#uirement of teachers.

2.1.1.2 <orecasting the supply of Inside Candidates

B Hualifications inventory: 'anual or computeri$ed records listing employees/ education% career% and development interests% languages% special s"ills and so on% to be used in selecting inside candidates for promotion. B B 3ersonnel replacement hart: ompany records sho!ing present performance and promotionAability of inside candidates for the most important positions. 3osition replacement ard: ) card prepared for each position in a company to sho! possible replacement candidates and their #ualifications.

2.1.1.3 <orecasting the supply of Outside Candidates

*o understand the supply of outside candidates the organi$ation should "no! about the general Business environment and unemployment rate in the country. It should also "no! the supply conditions in different occupational categories li"e% nurses% chartered )ccountants% leather technologists% radiologists% telecommunication engineers etc. (mployers may adopt the follo!ing sources: B B B 'onthly updates of Bangladesh ban" 3ublication of 3rofessional )ssociations 3ublications of employment agencies etc.

2.1.2 'ecruiting
5hen any oversupply of employment observed% 4R' must underta"e some difficult Steps to severe some of their people from the organi$ation.

2.1.3 Effective $ecruiting

*he effectiveness of recruiting lies initially !ith the number of applicant generated by the recruitment process. *he more applicants you have the more selective you can be in your hiring. Recruitment is a more complex activity than most managers thin" it is. It does not 9ust involve placing ads or calling employment agencies. *he recruitment effort should ma"e sense in terms of the company/s strategic plans. It should ta"e care of its timing% method and importance of nonArecruitment issues.

2.1." <inding Internal Candidates

B Iob posting: 3ublici$ing an open 9ob to employees Doften literally posting it on bulletin boards; and listing its attributes% li"e #ualifications% supervisor% !or"ing schedule% personnel records: pay rate etc. 4o!ever% the organi$ations usually don/t post supervisory 9obs.; B B 3ersonnel records: Information in the personnel records may reveal the potentiality of existing employees. S"ills ban"s: Some companies develop a skills bank that list current employees !ith specific "ills.

2.1.* Succession 8lanning

*he ongoing process of system% Identifying% assessing% developing organi$ational leadership to enhance performance.

2.1.+ outside Sources of Candidates

B B B B B B B B B )dvertising (mployee referrals (mployment )gencies Schools% olleges and 8niversities 3rofessional organi$ations 8nsolicited )pplicants yberspaceJInternet recruiting 4eadhunting Internship

-,

2.1.+.1 %dvertising
*he employers should address t!o issues related to ad: the advertising media and the ad/s construction.

B B B B B B B B B B B B

*he media: It depends on the positions for !hich I are I are recruiting. *he varieties of media may include: Iob posting at the factory gate )d in the local ne!spaper )d in the national ne!spaper )d in the international maga$ines )d in the professional 9ournals )d in the Internet onstruction of the )d: follo! the )ID) D)ttention% Interest% Desire and )ction; principle. )ttention: by using heavy margin% bac"ground% caption etc. Interest: crate interest about the 9ob !ith some interesting features li"e changing nature% location% salary pac"age etc. Desire: mention the re#uired #ualifications and s"ills re#uired. )ction: call for call or !rite. Be creative in preparing the )d.

2.1.+.2 Employee referrals

It is a very strong source of recruitment. Benefits:

B B B

*he candidates are li"ely to be more capable. Because other!ise heJshe !ill be accused. *he candidates !ill get a better and realistic picture about the 9ob. It !ill increase 9ob survival. It is considered a very useful means for hardAtoAfill positions. (ven some companies announce re!ard for referring an employee for such positions.

Disadvantages:

B B B

Sometimes it may be bac"ed by the existing employees/ personal interest. 'ay lead to nepotism. 'ay minimi$e the opportunity for diversification in the !or"place.

--

2.1.+.3 Employment %gencies

(mployment agencies act li"e an exchange for both employers 7 employees.

B B B B B B

Iob posting facility for the employers )ccess to the database by the employers K posting facilities for the candidates onducting screening for the employers 3roviding training on ho! to prepare K% face intervie! etc. 6acilitate employer in preparing 9ob advertisements etc.

2.1.+." Schools9 Colleges and 1niversities

*he employers may contact the management of the institutions or the placement center Dif there is any; for sending resumes or the candidates to their organi$ations. *hey also may visit campuses and ma"e a spot recruitment

2.1.+.* 8rofessional organi5ations

'any professional 2rgani$ations li"e% 0urse/s )ssociation% 'B) )ssociation% labor unions etc. operate placement services for their members.

2.1.+.+ 1nsolicited %pplicants

8nsolicited applications% !hether they reach the employer by post% eAmail% telephone% or in person% constitute a source of prospective applicants

2.1.+.? Cy erspace@Internet recruiting

Benefits:

B B

It is rather a very cheap means of advertisement. *he information about the candidates may be collected #uic"ly and uniformly.
It provides more information about the company itself to the candidates.

2.1.+.3 #eadhunting
8sed for the midlevel and topAlevel executives. It is usually based on informal contacts.

2.1.+.A Internship
'any organi$ations recruit their full time employees through internship placement. -+

2.1.? ,he Selection process

) standard and comprehensive selection typically includes the follo!ing steps:

Initial Screening intervie! ompleting the )pplication form

(mployment test omprehensive intervie!

Bac"ground Investigation ) conditional Iob offer 'edical or physical examination 3ermanent 9ob offer.

2.1.?.1 Initial Screening

Screening the candidates on the basis of inade#uate or inappropriate education% inade#uate or inappropriate experience% gap in employment history% many brief 9obs% poor result etc. Sharing detailed 9ob information% salary range etc !ith the candidates so as to un#ualified or disinterested candidates leaves the process. It also provides an opportunity to ma"e an initial assessment about the candidates/ level of "no!ledge% s"ills and motivation about the 9ob.

2.1.?.2 Completing the %pplication form

*his is a company specific employment form used to generate specific information the company !ants. It includes:

A A A A A

3ersonal information% 5or" history% (ducation 7 training% Specific s"ills and their level etc. Information about drug abuses% criminal offences etc.

2.1.?.3 Employment ,est

*he employment tests may include the follo!ing tests:

*est of cognitive abilities -.

 *ests of 'otor and physical abilities *ests of measuring personality% honesty and interest )chievement *ests Simulation tests

2.1.?.3.1 ,est of cognitive a ilities

ognitive tests include tests of general reasoning ability Dintelligence; and tests of specific abilities li"e memory and inductive reasoning.

Intelligence test: Intelligence tests DIH; are tests of general intellectual abilities. *hey measure not a single trait but rather a range of abilities% including memory% vocabulary% verbal fluency and numerical ability. Specific cognitive abilities. *here are measures of specific mental abilities% such as inductive and deductive reasoning% verbal comprehension% memory and numerical abilities.

2.1.?.3.2 ,ests of Motor and physical a ilities

*he tests of 'otor abilities measure the abilities li"e finger dexterity% manual dexterity% reaction time etc. *he physical abilities tests measure static strengths Dsuch as lifting !eights;% dynamic strength Dli"e pullAups;% body coordination Das in 9umping rope; and stamina

2.1.?.3.3 ,ests of measuring personality9 #onesty and interest

6actors li"e motivation and interpersonal s"ills are very important for 9ob performance. )s a consultant put it% =most people are hired based on #ualifications% but most are fired for nonperformance. )nd nonperformance Dor performance; =is usually the result of personal characteristics% such as attitude% motivation and especially temperament.L

2.1.?.3.3.1 8ersonality tests

*he personality tests measure different dimensions of personality of a person. It may include: 3ro9ective tests by using blurred pictures *hematic )ppreciation tests Sentence ompletion -<

 Story completion etc. &raphology

2.1.?.3.3.2 #onesty ,ests.

)n increasing number of business establishments are using honesty and integrity tests DMhonesty testsM; in the process of screening and selecting 9ob applicants. *he commonly used honesty tests are *he 3olygraph and paper and 3encil tests.

2.1.?.3.3.3 Interest inventory

) personal development and selection device that compares the person/s current interested !ith those of others no! in various occupations so as to determine the preferred occupation for the individual.

2.1.?.3." %chievement tests

)chievement tests measure !hat a person has learned. *hey measures the =9ob "no!ledgeL in areas li"e economics% mar"eting% or personnel etc.

2.1.?.3.* Simulation tests

Some employers emphasi$e on the 9ob itself and test the abilities of the candidates concerning the 9ob they have applied for. *o test this they may use

5or" samples or 'anagement )ssessment centers

2.1.?.3.*.1 Bor= Sampling

*he !or" sampling techni#ues measure ho! a candidate actually performs some of the 9ob/s basic tas"s. Designed properly% !or"Asampling tests exhibit better validity than do other tests designed to predict performance.
*he procedure:

hoose several tas"s crucial to performing the 9ob and test applicants on samples of each tas".

)n observer monitors performance on each tas" and indicate on a chec"list ho! Ill the applicant performs.

2.1.?.3.*.2 Management %ssessment Centers

->

) management assessment center is a t!o to threeAday simulation in !hich -, to -+ candidates perform realistic management tas"s Dli"e ma"ing presentations; under the observation of experts !ho appraise each candidate/s leadership potential. *he center itself may be a plain conference room or a special room !ith a oneA!ay mirror to facilitate observation. *ypical simulated exercises include: *he in bas"et Leaderless group discussion 'anagement games Individual presentations 2b9ective tests *he Intervie!

2.1.?." ,he Comprehensive Intervie )n intervie! Dselection intervie!; is a procedure designed to predict future 9ob performance on the basis of applicant/s oral responses to oral en#uires. ) research sho!ed that @@C employers use intervie!s for employee selection. 4R' intervie!ers% senior managers !ithin the organi$ation% a potential supervisor% and potential colleagues and so on% may intervie! the applicant. Structured and IllAorgani$ed intervie!s are more reliable. *he intervie! is most valid in determining an applicant/s organi$ational fit% level of motivation and interpersonal s"ills.

2.1.?.* Cac=ground Investigation

*he process of verifying information of those applicants !ho appear to offer potential as employees. *his may include:

ontacting former employers to confirm the candidate/s !or" record and to obtain their appraisal of his or her performance% ontacting other 9ob related and personal references%

Kerifying the educational accomplishments sho!n on the application% hec"ing credit references and criminal records.

Researches indicate that nearly half of all applicants exaggerate their bac"grounds or experiences

-F

2.1.?.+ Conditional Do Offer

*he offer made to the individual% !hich !ill become permanent after passing re#uired medical and physical tests

2.1.?.? Medical@8hysical Examination

)n examination indicating an applicant is physically fit for essential 9ob performance. 3urposes are:

*o ensure that the person is physically fit for the 9ob to be done. *o sho! that minimum standards of health exist to enroll in company health and life insurance programs. *o provide base data in case of an employee/s future claim of in9ury on the 9ob. *he employers pay for the exam.

2.1.?.3 8ermanent Do offer

*hose !ho perform successfully in the preceding steps are no! considered to be eligible to receive the employment offer. *he actual hiring decision should be made by the manager in the department !here the vacancy exists% because% 6irst% the applicant !ill eventually !or" for this manager% and fit bet!een boss and employee is necessary. Second% if the decision made is not correct
4o!ever% 4R' representative may send the official letter. )s a matter of curtsey% all the finalists !ho did not get the 9ob should also be notified that they didn/t get the 9ob.

therefore% a good

2.2 8ractices of the &'S /arments

2.2.1 #$ 8lanning.
(very organi$ation has o!n 4R planning and usually an organi$ation forecast their personnel needs based on their mission% strategic goals 7 ob9ectives 7 technological and other changes resulting in increased productivity. )lthough there are several methods to predict personnel needs% but KDS &arments uses managerial 9udgment because it gives the more real !orld scenario for personnel needs. But managerial 9udgment method depends upon the change in productivity% mar"et conditions etc.

-G

2.2.1.1 Employment Standard

*hese policies define #ualification standards for KDS &arments 9ob applicants. *he 4ead of 4R along !ith the 'D !ill be responsible for introduction or modification of any policy and the 4R department as a !hole is responsible for implementation of the policy. Standards of Employment 0ational I.D. ard

)ll 9ob applicants must have a valid Koter I.D. ardJ3assport photocopyJ or an official &overnment Document proving Bangladesh citi$enship. 3hysical

*he 4ead of 4R establishes healthAscreening standards and categori$es candidates according to these standards. 4andicaps and other ma9or physical limitations !ill be revie!ed 9ointly by 4R and to determine the availability of suitable 9obs% if any. )ge

*he 4ead of 4R establishes minimum age re#uirements for ompany employment in compliance !ith Bangladesh Labour and 5or"men La!. 'inimum age re#uirement for all Bangladesh recruitment categories is -? years and normal retirement age for all employees is >? years% unless other!ise mutually agreed to bet!een the employee and the ompany. (mployment offers to candidates age >? or older re#uire the approval of the concerned Business 4ead. (ducation ompany.

*he 4ead of 4R is responsible for establishing minimum educational re#uirements for the

Exceptions (xceptions to this policy re#uire endorsement by the 4ead of 4R !ith concurrence of the 'D. 8nless noted other!ise% exceptions must have the prior approval of the 'D and 4ead of 4R.

2.2.1.2 8ersonnel 8olicy

-?

KDS &arments facilitates !or" culture for commitment to profession and adherence to human values% beliefs 7 ethics. In pursuance of this% I underline the follo!ing commitments: 2perate an economically flourishing business so there exist consistent level of !or" and e#ual opportunity to gro!. Recruitment of Huality manpo!er at all levels in terms of "no!ledge% s"ills and attitude and character !ithout any discrimination on the basis of age% sex% religion% nationality or caste. Development of manpo!er is the basic ob9ective in ompany/s 3ersonnel 3olicy. KDS &arments believes in promotion of continuous gro!th and sustenance of "no!ledge% s"ill and proper aptitudes. *he company encourages free flo! of information and effective free and congenial up!ard communication to create amongst the employees the sense of participation% innovation and creativity to proceed ahead through the challenges of global competition in the present scenario. KDS &arments believes in culture of corporate family therefore the ompany does everything to build a sense of pride and belonging amongst employees. *he ompany aims at building up living standards for the employees by improving #uality of life on the !or" front and the family front as Ill. KDS &arments strongly believes in congenial and harmonious human relationship !ith mutual understanding and in maintaining healthy industrial relations.

2.2.1.3 Manpo-er 8lanning 8olicy

'anpo!er 3lanning is a strategy for the ac#uisition% utili$ation and preservation of the 4uman Resources of an 2rgani$ation 8rocess 6orecasting future manpo!er re#uirements either in terms of mathematical pro9ections of trends in the economy and development in the industry or of 9udgmental estimates based upon specific future plans. *o coordinate the re#uirements for the availability of different types of employees in the organi$ation. *o ensure that the organi$ation has the right "ind of people at the right time. *o ad9ust the re#uirements !ith the available supply.

-@

Inventorying present manpo!er resources and analy$ing the degree to !hich these resources are employed optimally. )nticipating manpo!er problems by pro9ecting present resources to the future and comparing them !ith the forecast re#uirements to determine their ade#uacy both #uantitatively and #ualitatively. 3lanning is the necessary program of recruitment% selection% training and development% motivation and compensation so that future manpo!er re#uirements !ill be met.

2.2.2 $ecruitment 2.2.2.1 $ecruitment 8olicy

*o have a recruitment process that provides e#ual opportunity based on merit and is process based and to ac#uire high #uality talent at the optimum cost. *his guidelineJpolicy is applicable to all personnel in the company !ho are engaged in the recruitment process for the company for any levelJgrade. 6or all employees of KDS &arments.

*he 4ead of 4R and the 'D are responsible for developing and implementing recruiting programs !hich comply !ith the Labor and 5or"men La!. 3ersonnel Re#uisition 3rocess: *he 4eads of the Departments are re#uired to give their budget for personnel to the 4R Department in the beginning of the financial year and as and !hen the need arises% depending upon the expected increase in business and !or" load. *his should be in the Specified 6ormat A =3ersonnel Re#uisition 6ormatL Drefer )nnexure; )ny re#uisition !ithout the 3R6 format !ill be returned bac" to the re#uisitioned for modification and resubmission. 3R6 should be filled by the immediate superior of the vacant J ne! position and approved by the department head before sending it to the 4uman Resources Department. *he 4R Department !ill for!ard the duly completed 3R6 to the 'D for ratification. )ll 3R6 need the approval of the 'D. )fter ratification from the 'D% the 4R Department !ill ta"e necessary action on the same. 4R Department may maintain the records of all 3R6s. *his !ill help in the process of future budgeting and recruitment of personnel.

+,

(xceptions to this policy re#uire endorsement by the concerned 42D% concurrence of the 'D. 8nless noted other!ise% exceptions must have the prior approval of the 'D and 4ead of 4R.

2.2.2.2 'ecruit
KDS &arments also ta"es the do!nsi$ing process !hen any oversupply of employment observed. KDS maintains s"ills ban"s to find the internal candidates because employees/ specific s"ills are included here. )nd they also prefer succession planning.

2.2.2.3 Source of Employee

KDS &arments maintain both internal and external sources of employee for their employment need. *here are several methods to determine the supply of inside candidates. KDS &arments uses the computeri$ed information system to forecast the supply of inside candidates because all information of employees is included here. In case of outside recruitment% they use various sources such as% ne!spaper ad% 4R onsultancy 6irm. *hey give ad in the ne!spaper because it emphasi$es creative ad to ma"e it more attractive. *hey usually li"e to attract the attention 7 interest of the candidates by their exclusive ad. *hey use employment agencies because of their 9ob posting facility% K posting facility 7 conducting screening 7 other facilities. )pproximate percentage of employment recruited from external and internal sources:

6rom the above data% it is found that although internal candidates typically stay in positions and are more successful than external candidates% KDS &arments fill positions !ith external candidates% more

+-

often than internal candidates. Because they believe that external candidates have the potential to be high performing employees !ith the ability to drive for!ard the company/s business.

2.2.3 Employee Selection 2.2.3.1 Selection 8olicy

6rom the long selection process KDS &arment usually follo! only the follo!ing steps:

a. Initial screening b. c. d. ompleting application form omprehensive intervie! onditional 9ob offer

e. 3ermanent 9ob offer

*hey do not use some other steps for time saving in the selection process 7 for minimi$ing cost of the organi$ation.

2.2.3.2 Selection 8rocess

*he 4R Department !ill arrange for the re#uired resources through )dvertisement% ontacts% (xternal onsultants J 3lacement )gencies% or ampus Intervie!s Dif necessary;.

4R Department !ill also ensure that opportunity is given to internal candidates first based on )pproval by Immediate superior 3rofile fit in the existing vacancy redibility in the present 9ob

4R Department shall shortlist the candidates to be called for intervie!s from the database. *he short listing !ill be done in consultation !ith the respective 4eads of the Departments. )ll candidates coming for intervie!s !ill have to fill an =)pplication 6ormL Drefer )nnexure;. )n Intervie! 3anel !ill be formed for intervie!ing the candidates shortlisted by the 4R Department. *he panel should ideally comprise of at least three personnel% of !hich one !ill

++

be from the 4R Department. 6or 'anager Levels and above Dsenior levels;% the 'D !ill also form a part of the panel. *he panel !ill give their recommendations. )n =Intervie! (valuation SheetL Drefer )nnexure; shall be filled for all the persons shortAlisted. *he panel !ill ta"e final decision after the intervie!s are over% on the basis of the Intervie! (valuation Sheet. In case a candidate is selected% the 'D directly or on the recommendations of panel !ill give the approval% on the Intervie! (valuation Sheet. *he 4R Department !ill conduct a minimum of t!o =Reference hec"sL Drefer )nnexure; and record the feedbac" in the specified format. *he offer of employment is sub9ect to receipt of satisfactory references.

2.2.3.3 Salary fitment process

4R Department !ill then prepare a =6itment SheetL on the basis of the ompany 3olicy to ensure internal parity in terms of compensation and benefits to be offered to the selected candidate. Salary 6itment !ould be based on internal comparisons and 9ob value. *he 'D !ill approve the 6itment Sheet.

2.2.3." Do Offer
*he =2ffer LetterL Drefer )nnexure; !ill be sent to the selected candidates on the basis of the approved 6itment Sheet. *he offer !ill be clearly explained to the candidate. ) confirmation !ill be obtained from the candidate about acceptance of the offer through hisJher signature on a duplicate copy of the offer letter.

2.2.3.* %ppointment
)t the time of 9oining the employee !ill receive the =)ppointment LetterL Drefer )nnexure;% !hich !ill include details of his *erms and onditions for employment. In case of a ontractual )greement a ontract !ill be signed bet!een KDS &arments and the candidate

2.2.3.+ ,urnover $ate

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KDS &arments is very conscious to maintain their employee turnover rate. *hey have very lo! rate of employee turnover !hich is less than -,C. *o maintain this rate they al!ays loo" after empo!erment needs and they try to ma"e the 9ob is desirable to the candidate.

Chapter 3 Employee 'evelopment

7Employee Sociali5ation9 ,raining : 'evelopment9 8erformance %ppraisal;

3.1 ,heoretical <rame-or=

3.1.1 Sociali5ation
Sociali$ation is a process of adaptation that ta"es place as individuals attempt to learn the values and norms of !or" roles. Sociali$ationJadaptation is re#uired !hen I A begin a ne! 9ob% accept a lateral transfer or get a promotion. *his adaptation is re#uired% because of i; Different !or" activities% ii; ) ne! boss% iii; ) different group of co!or"ers and iv; 3robably a different set of performance standards etc.

3.1.1.1 >e- Employee Orientation

*he activities involved in introducing ne! employees to the organi$ation and their !or" units. )n orientation program should include: N N N 6amiliari$e the ne! employees !ith the organi$ation/s ob9ectives% philosophy% procedures ommunicate relevant 4R' policies such as !or" hours% pay procedures% overtime Revie! the specific duties and responsibilities of the ne! member/s 9ob. 3rovide a tour of the

and rules re#uirements and company benefits organi$ations physical facilities. Introduce the employee to his or her members% and co!or"ers.

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3.1.1.2 Employee ,raining and 'evelopment

*raining refers to the methods used to give ne! or present employees the s"ills they need to perform their 9obs. *raining is hallmar" of a good management% and a tas"% managers overloo" at their peril. &ood training is vital. *raining program consists of five steps: -. 0eeds analysis step: identifying the specific 9ob performance s"ills needed. +. Instructional Design: preparing the training program contents including !or"boo"s% exercises% and activities .. Kalidation Step: *he bugs are !or"ed out of the training program by presenting it to a small representative audience. <. Implement the program: proving actual training to the targeted audiences. >. 6ollo! up step: the 'anagers assess the program/s success or failures.

3.1.1.2.1 %naly5ing ,raining >eeds

)naly$ing training needs depends on !hether the company is training ne! employees or current employees. *raining to the ne! employees: A Determine !hat the 9ob entails and to brea" it do!n into subtas"s% each of !hich is then taught to the ne! employee. *raining needs to the current employees: A It is more complex !hen the company has to identify !hether the Lac" of performance is due to lac" of s"ill% right attitude or something else. 3erformance may hamper for lac" of motivation% unclear standers etc. *as" analysis and performance )nalysis are t!o main !ays to identify training needs. ,as= analysis *as" analysis is a detailed study of the 9ob to determine !hat specific s"ills the 9ob re#uires. Iob descriptions and 9ob specifications are helpful here. Some employers supplement the 9ob descriptions and specifications !ith a task analysis record form. *his consolidates information regarding re#uired tas"s and s"ills in a form that/s especially helpful for determining training re#uirements. 8erformance %nalysis

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3erformance )nalysis is the process of verifying that there is a performance deficiency and determines if such should be corrected through training or through some other means. 'ethods of identify a current employee/s training needs: Supervisor% peer% self and .F,Adegree performance revie!s Iob related performance data including% productivity% absenteeism and tardiness% accidents% grievances% product #uality% customer complaints etc. 2bservation by the supervisor or other specialists% Intervie! !ith the employee or his supervisor *ests of 9ob "no!ledge% s"ills etc )ttitude survey and Huestionnaire survey etc.

3.1.1.2.2 'ifferent methods of training are

OnEtheEDo ,raining

2nAtheAIob *raining D2I*; means having a person learn a 9ob by actually doing it. (very employee from cler" to ompany 3resident gets onAtheA9ob training !hen he or she 9oins a firm Do Instruction ,raining

Iob Instruction *raining is suitable for the 9obs that consist of logical se#uence of steps. It involves listing each 9ob/s basic tas"s% along !ith "ey points% in order to provide stepAbyAstep training for employees. (ectures

It is a simple and #uic" !ay to provide "no!ledge to large groups of trainees. Do $otation

) management training techni#ue that involves moving a trainee from department to department to broaden his or her understanding of all parts of the business and test hisJher abilities. Coaching@1nderstudy %pproach

4ere the trainee !or"s directly !ith a senior manager or !ith the person he or she is to replace. *he latter is responsible for the trainee/s coaching.

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%ction (earning

) techni#ue by !hich management trainees are allo!ed to !or" full time analy$ing and solving problems in other departments. *rainees meet periodically in fourAor fiveAperson pro9ect teams to discuss their findings. ,he case Study method

) development method in !hich the manager is presented !ith a !ritten description of an organi$ational problem to diagnose and solve in a discussion !ith other trainees. $ole 8laying

) training techni#ue in !hich trainees act out parts in a realistic management situation.

3.1.1.2.3 Evaluating the training Effort

)fter trainees complete their training the firm evaluates the program to see ho! Ill its goals have been met and !hether it is the best method for reaching the goals. 2ne can measure the follo!ing four basic categories of training outcomes:A Reaction: (valuate trainee/s reactions to the program. Did they li"e the programO Did they thin" it !orth!hileO Learning: test the trainees to determine !hether they learned the principles% s"ills and facts they Ire supposed to learn. Behavior: )s" !hether the trainee/s onAtheA9ob behavior changed because of the training program. Results: 5hat final results Ire achieved in terms of the training ob9ectives previously setO Did the number of customer complaints about employees dropO Did the re9ect rate improveO etc. If the program doesn/t produce result then it probably hasn/t achieved its goals. *o evaluate the result% the 'anagement may consider control experimentation. It is a formal method for testing the effectiveness of a training program% preferably !ith beforeAandAafter tests and a control group. ) controlled experiment uses both a training group and a control group that receives no training. Data Dfor instance% on #uantity of sales; are obtained both before and after the group is exposed to training and before and after a corresponding !or" period in the

+G

control group. *his ma"es it possible to determine the extent to !hich any change in performance in the training group resulted from the training rather than from some organi$ationA!ide change li"e a raise in pay that !ould have affected employees in both groups e#ually.

3.1.1.3 8erformance %ppraisal

3erformance )ppraisal means evaluating an employee/s current or past performance relative to the person/s performance standards. )ppraisal provides information upon !hich managers ma"e promotion and salary decisions. *hey provide an opportunity for managers and subordinate to revie! his or her !or" related behavior. It also helps initiating corrective measures should there be any deficiency. It provides an opportunity to revie! the person/s career plans in light of his or her strengths and !ea"nesses. )ppraisals help managers better manage and improve firm/s performance.

3.1.1.3.1 Steps in the %ppraisal 8rocess

i. ii. iii. 'efining the Do : It means that the manager and the subordinate agree on hisJher duties and 9ob standards. %ppraising 8erformance: 'easuring the subordinate/s actual performance and comparing it !ith the standards. 8roving feed ac=: 'anager and subordinate discuss about the performance and progress% and ma"e plans for any development re#uired.

3.1.1.3.2 %ppraisal pro lems

1nclear Standards: &enerally the traits that are included in the appraisal are unclear and the evaluation varies form person to person. *o solve this problem it is better to develop and include descriptive phrases that define each trait Central tendency: ) tendency to rate all employees the same !ay% such as rating them all average. Ran"ing employees rather than rating can reduce this problem Cias: )ppraise personal characteristics li"e% age% sex% race etc can affect ratings.

3.1.1.3.3 Bho should do %ppraisingF

,he Immediate Supervisor: Supervisor/s ratings are the heart of most appraisals. 4eJshe is% in fact% in the best position to observe and evaluate the subordinate/s performance.

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8eer %ppraisals. *he appraisal of an employee by his or her peers is becoming more popular.

$ating Committee. 'any employers use rating committees. *hese committees usually contain the employee/s immediate supervisor and three or four other supervisors.

SelfEratings. (valuation by employee himself. *he basic problem is that employees usually rate themselves higher than they are rated by their supervisor or peers.

3.2.2 ,raining and 'evelopment

8urpose *o provide opportunities for and encourage all employees to participate in activities% !hich !ill enhance their specific 9ob s"ills and their overall professional strengths% as Ill as their personal development. ) training ob9ective is the specific "no!ledge% s"ills% or attitudes that the trainees need to gain from the training initiative.

3.2.2.1 ,echnical S=ills @Conceptual S=ills and Cehavioral S=ills.E

*echnical s"ills or the onceptual s"ills include 9ob "no!ledge% methods and technologies. *hese s"ills are a must for each and every employee for successful completion of hisJher 9ob. Behavioral s"ills encompasses the area li"e ability to communicate% the interpersonal abilities% and the capacity to build relationships !ith clients as Ill as people !ithin the organi$ation. Span *he training policy applies to all employees of KDS &arments.

3.2.2.2 ,raining 8rocess

3hase ): 4o! to 3lan *raining 3hase B: 'ethods of *raining 7 Implementation 3hase : (valuation of *raining

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(very organi$ation should "no! ho! it should perform in order to be successful. 2nly then an organi$ation can impart relevant training to its employees to fulfill its needs and reali$e the goals. In any organi$ation needs identification is the first step in the training systems model and can be conducted at three levels. 2rgani$ational )nalysis% 2peration )nalysis% 3erson )nalysis. *raining programs in all organi$ation re#uire this threeAphased analysis. Organi5ational %nalysis *his involves identifying and gathering information regarding the operational activities !ithin the organi$ation% analy$ing them and successive reporting of that to the training decision ma"er. *he main purpose of doing this is to disclose ma9or problem areas !ithin the organi$ation that may indicate a need for training. Operations %nalysis *his analysis helps to identify and record the specific behavior re#uired to accomplish various tas"s. *his form of data collection enables the training personnel in creating programs focusing on the right !ay to perform a 9ob. Individual %nalysis Individual analysis refers to identifying the characteristics and capabilities of the employees% collecting% synthesi$ing and analy$ing data and finally reporting the findings to the decision ma"ers and the training designers. *he purpose of such analysis is t!o fold D-; 5ho currently needs training; and D+; !hat s"ills% "no!ledge% abilities and attitudes need to be strengthened. *his is done !ith the vie! to bridging the gap betIen the desired and actual performance.

'ata collection methods for Individual %nalysis %dvisory committee

)dvisory ommittees are comprised of the various levels of management across different functional areas to determine the usefulness of a particular training program. %ssessment Centers

*his is primarily used for selection process and re#uires the participants to go through a series of tests both technical and behavioral to determine their "no!ledge base and for the purpose of ascertaining their strengths and !ea"nesses. Satisfaction surveys

.,

*hese surveys are used to determine the satisfaction level !ithin the organi$ation and help in identifying the training need areas. /roup 'iscussions

*his method involves meeting !ith employees of a specific !or" area !ith an ob9ective of getting their emotional commitment to!ards training. Guestionnaires

*he training needs in the organi$ation are identified through the responses from the #uestionnaires. *he #uestions range from the s"ill set re#uirements to their usefulness and the employee/s perception of training. S=ills ,est

In s"ill oriented 9obs test of s"ills are re#uired to identify training needs. *hese tests are 9ob related and measure those s"ills and abilities re#uired for successful 9ob performance. O servation of ehaviors

*rainers or supervisors may directly observe employees behavior to identify training needs. 8erformance %ppraisal

*his is the most important method of individual analysis. ) 9ob related performance appraisal system !ould highlight the strengths and !ea"nesses in the employee performance and eventually lead to the design of a training program based on the identified needs. 2rgani$ations maintain detailed records of employee performance on a regular basis and thereby streamline the training programs depending upon the current trends and re#uirements in the organi$ation. Exit Intervie-s

) high turnover rate may help in identification of organi$ational problems and the need for training. *he validity of exit intervie!s depends on s"ills of the intervie!ers and honest feedbac" from the employees.

3.2.2." ,raining Implementation

.-

) *raining implementation brings trainees and the trainer together. It is constructed to design the *raining plan for a particular sub9ect during a certain time frame. 'ore and more precision on the topics and the time ta"en !ill result in a successful *raining program . ) detailed coAordination is re#uired !ith the trainers for a full proof plan.

3.2.2.* Evaluation of ,raining

*he *raining program is re#uired to be evaluated to determine !hether the purpose !ith !hich it !as imparted !as accomplished. *his is a very important tas" as it has the involvement of both time and money and the employees !ho get the training are expected to perform in a desired fashion. *raining evaluation can be done at the follo!ing four levels as suggested by Kir"patric":

3.2.2.+ 8articipants $eaction

In the training process each employee conceives opinions and attitudes to!ards the overall effectiveness of the program. )t this level a 6eed Bac" #uestionnaire is filled up by each and every participant stating hisJ her individual vie!s regarding the content of the training program% the relevance of the sub9ect !ith the operations of the organi$ation and the s"ill of the trainer. 2n the basis of the overall revie! the program/s #uality is 9udged. *his gives a very sub9ective response. (earning Curve of the 8articipants

*his level is assessed by testing an employee simultaneously before and after the program% !ith the expectation that his J her "no!ledge base !ill be higher after the program. If it is possible to conduct a test on the sub9ect matter of the training then such an evaluation is possible other!ise this process is not valid. In case of training in different behavioral s"ills it is difficult to ascertain the effectiveness through a test. Change in the participantHs ehavior

3articipants are expected to learn a s"ill or "no!ledge that results in a positive change in his 9ob performance. But unli"e the other t!o processes this level re#uires greater time commitment% as until and unless the learning is put to effort% it is difficult to 9udge the contribution of training. Effectiveness in organi5ational goals

*raining is sub9ect to result in a better and more effective organi$ation. *his level ascertains the impact of training on the overall productivity% development of a better !or" place% better achievement of the organi$ational goals in terms of values and mission% decrease in manpo!er turnover and many

.+

others. In practical terms it is very difficult to associate the organi$ational goals to the ac#uired learning of an individual. KDS &arments has a nice training facilities and Ill defined policies to conduct training for ne! and old employee. *hey almost conduct all types of training for developing employee s"ills and "no!ledge. But resource persons of KDS &arments informed due to the production load and buyer re#uirement they are not able to follo! through all the training they conduct properly. )s it is a labor intensive industry so they give importance on onAtheA9ob training. But still they could not prepare proper training module for every training. *he turnover of this industry is very high due to the lo! !age scale. Due to this factor they could not identify training needs of an individual in a prescribed form !hich they formulated. *o evaluate the training they also have a training evaluation form. *heir training need identification format and evaluation form are attached in the annexure. *hese are the training lac"ing of KDS &arments. *hey also informed they have a training manager !ho is no! !or"ing on these training short comings to compete their human resources globally.

3.2.3 8erformance %ppraisal

8urpose *o enable our officers to set ambitious targets and to appraise them on achievement of these targets in a fair and ob9ective manner. Span )ll the employee% supervisor and above levels. $esponsi ilities *he Departmental 4eads are responsible for implementation of the performance policy in their departments.

8rocedure KDS &arment/s 3erformance Revie! System integrates the organi$ational vision to its strategy% goals and their achievement. It is an allApervading system% !hich facilitates lin"ages to sub processes li"e culture% values% the !ay I !or" and the core 4R processes% that move the revie! system from evaluationAoriented to developmental. 6or this purpose I follo! a process based on ob9ective performance planning and target setting.

..

3erformance planning !ill be done by the officer to set targets against his Key Result )reas DKR)s; at the beginning of the assignment along !ith his department head.

*he performance plan must have direct lin"age !ith the orporate 3lan of the department DBalanced Scorecard; and each target must have a date by !hich it must be achieved.

)ction plans for achieving the target by the set date must be developed and included in the performance plan.

*he officer !ill be 9udged on the basis of achievement of his targets. *he assessment !ill have a provision for a mid term and yearly revie!. *he performance of the officer !ill be rated and this information !ill be used for promotional and developmental decisions *he Departmental 4eads !ill prepare their performance plan according to their Departmental Scorecards in consultation !ith the 'D.

KDS &arments follo! t!o performance appraisal formats for his t!o levels of employee !hich is attached !ith this report. <or !unior level they measure performance out of five scales and for seniors they measure out of four scales. Dunior levels are up to shift in charge and senior level starts from assistant manager and up. ,hey do not have any performance measurement standard for -or=er level. &'S officials said as turnover of -or=er level is very high so they do not measure their performance. ,hey also informed in future they -ill implement performance measurement system for all level of employee. 5ith the performance measurement system they evaluate employee for their promotion% training and pay raise. In performance appraisal procedure they have t!o levels of 9udgment one is appraisal and another is revie!er. But the official of KDS &arments informed everybody is not properly trained !ith evaluation process. *hereby the ob9ective set by the supervisor still not tas" oriented. *hey are in a process of formulating 9ob description for all employees. 2nce it is finished they are hopeful that their performance measurement process !ill be more refined.

Chapter "
.<

Compensation and Cenefits ".1 ,heoretical <rame-or=

".1.1 Employee Compensation
(mployee compensation refers to all forms of pay or re!ards going to employees and arising from their employment. It has t!o main components: Direct financial paymentsA5ages% salaries% incentives% commissions% and bonuses. *here are t!o !ays to pay directly: A A *ime based pay: Daily% hourly% !ee"ly% bi!ee"ly or monthly !ages and salaries 3erformance based pay. *ies compensation directly to the amount of product the !or"er generates. Indirect paymentsAfinancial benefits li"e employerApaid insurance and vacations

<actors influencing the design of compensation plan Legal considerations in ompensation: various la!s specifying things li"e minimum !ages% overtime rates% holidays and benefits significantly influence the compensation plan of an organi$ation. 8nion Influences on ompensation Decisions: *rade 8nions periodically negotiate terms and conditions of employment and compensation pac"age of the !or"ers !ith the management. So they play a ma9or role in designing the pay plan of an organi$ation. ompany policy regarding the issues li"e% being leader or follo!er regarding pay Seniority based or performance based paymentP 3ay cycle% !ee"ly% bi!ee"ly% monthly etc. Salary increases 2vertime payment Salary ompression Dislocation (xpatriate/s compensation etc. also affects the pay plan of an organi$ation. (#uity consideration: *he management must ensure that the pay rates are e#uitable both internally and externally.

.>

".1.2 Esta lishing pay rates

StepE1 E ,he Salary Survey. ) survey aimed at determining prevailing !age rates. ) good salary survey provides specific !age rates for specific 9obs. 6ormal !ritten #uestionnaire surveys are the most comprehensive% but telephone surveys and ne!spaper ads are also sources of information. StepE2 E Do Evaluation. ) systematic comparison done in order to determine the !orth of one 9ob relative to another. Iob (valuation methods:

1. $an=ing. Involves ran"ing each 9ob relative to all other 9obs% usually based on overall difficulty. *here are several steps in this method: 2btain 9ob information for each 9ob Ran" 9obs by department or in clusters Select 9ust one compensable factor Ran" 9obs ombine ratings

2. Do Classification. ategori$e 9obs into groups 3. 8oint Method. ) number of compensable factors are identified and then the degree to !hich each of these factors is present on the 9ob is determined. ". <actor comparison. Ran"ing 9obs according to a variety of s"ill and difficulty factors% and then adding up these ran"ings to arrive at an overall numerical rating for each given 9ob.
StepE3 E /roup Similar Do s into 8ay /rades. ) pay grade is comprised of 9obs of approximately e#ual difficulty. StepE" E8rice each 8ay /radeEBage Curves. *his curve sho!s the relationship betIen the value of the 9ob and the average !age paid for this 9ob. StepE* E<ineE,une 8ay $ates: ) series of steps or levels !ithin as pay grade usually based upon years of service. ".1.2 Incentive 8lans

.F

Because of overriding influence of 4uman relations movement% the financial incentive declined in popularity. But due to recent competition and turbulence in the business% this system of incentive is ma"ing a comebac". Incentive plans can be classified in several !ays. Individual Incentive plans. &roup Incentive 3lans 3rofit sharing plans Kariable 3ay plans.

".1.2.1 Incentives for Operations Employees ".1.2.1.1 8iece-or= 8lans

) system of pay based on the number of items processed by each individual !or"er in a unit of time% such as items per hour or items per day. *here are many variations of piece!or" plan. Straight piece!or": )n incentive plan in !hich a person is paid for each item he or she ma"es or sells !ith a strict proportionality bet!een re!ards and results. 4o!ever% payment should not be less than the minimum !age fixed by the government. Differential 3iece rate D)lso called *aylor 3lan;: It uses t!o separate piece!or" rates: one for those !ho produce belo! or up to a standard and another for those !ho produce above standard. *his system !as designed to re!ard the highly efficient !or"er and penali$e the less efficient. *he Standard 4our 3lan: ) plan by !hich a !or"er is paid a basic hourly rate but is paid an extra percentage of his or her base rates for production exceeding the standard per hour or per day. It is used to save on time or perform more in a given time period.

".1.2.1.2 ,eam or /roup varia le pay Incentive 8lans

*eam or group incentive plans pay incentives to the team based on the team/s performance. *here are different approaches: Set !or" standard for each team member and then calculate each member/s output. 'embers are then paid based on one of three formulas: o o o )ll members receive the pay earned by the highest producer )ll members receive the pay earned by the loIst producer )ll members receive pay e#ual to the average pay earned by the group.

.G

Set an engineered production standard based on the output of the group as a !hole: all members then receive the same pay% based on the piece rate for the group/s 9ob.

".1.2.2 Incentives for managers and executives ".1.2.2.1 ShortE,erm Incentives. %nnual Conus
'ost firms have annual bonus plans aimed at motivating the shortAterm performance of managers and executives. *here are three basic issues to consider: (ligibility% fund si$e% and individual a!ards.

".1.2.2.2 (ongE,erm Incentives

Stoc" 2ption: ) stoc" option is the right to purchase a specific number of shares of company stoc" at a specific price during a specific period of time. 3erformance plans: Stoc" options often don/t build in any real ris" for the executive% so the executive/s and the shareholders/ interest could diverge.

".1.2.2.3 Organi5ationE-ide 0aria le 8ay 8lans ".1.2.2.3.1 8rofit Sharing 8lans

) plan !hereby employees share in the company/s profits. *here are several types of profit sharing plans. Cash plans. the firm simply distributes a percentage of profits Dusually ->C to +,C; as profit shares to employees at regular interval. ,he (incoln Incentive 8lans. profit is distributed as a percentage of net income Dafter tax% certain percentage of dividends% and reserve; to the employees based on their merit rating. 'eferred 8rofitEsharing plans. *he firm places a predetermined portion of profits in each employee/s account under a trustee/s supervision. *here is a tax advantage here% since income taxes are deferred% often until the employee retires and the money is taxed at a loIr rate.

".1.2.2.3.2 Employee Stoc= O-nership 8lan 7ESO8;

(S23 is a companyA!ide plan in !hich a corporation contributes shares of its o!n stoc" Q or cash to be used to purchase such stoc" Q to a trust established to purchase shares of the firm/s stoc" for employees.

".1.2.2.3.3 /ain sharing 8lans

Scanlon 3lan is rather an old version of &ain sharing plan. &ain sharing plan is an incentive plan that engages employees in a common effort to achieve productivity ob9ectives and share the gains among the employees and the company. Steps in implementing a &ain sharing plan.

.?

-. (stablish general plan ob9ectives. *heses might include boosting productivity or loIring costs. +. hoose specific performance measures. 6or example% labor hour per unit produced% return on net assets etc. .. Decide on a sharing formula. 5hat portion of the gains !ill employees receiveO <. Decide on a method for dividing and distributing the employees/ share of the gains. >. 'a"e the disbursement significant enough to get participants/ attention and to motivate their behavior. F. hoose the form of payment. ash or stoc". productivity measures #uarterly or monthly. ?. Develop the involvement system. G. Decide ho! often to pay bonuses. 8sually financial performance measures annually and

".1.3 Cenefits
Indirect financial and nonAfinancial payments employees receive for continuing their employment !ith the company. *here are several types of benefits: Supplemental 3ay Benefits Insurance Benefits Kacations and 4olidays Sic" Leave 3arental Leave and 6amily Leave 'edical Leave Retirement Benefits

".2 8ractice of the &'S /arments

".2.1 Compensation ".2.1.1 Salary structure
*he ompanyRs salary structure is designed to attract and to retain highly #ualified employees. It is competitive !ith the salary structure of comparable companies !ithin Bangladesh. *he 4ead of 4R along !ith the 'D are responsible for framing the policy.

.@

8rocedure Elements of the Salary Structure *he salary structure consists of the salary ranges for every 9ob classified in each salary code. *he salary ranges have spreads designed to recogni$e differences in #ualifications% 9ob performance and length of stay in a 9ob salary code. *he salaries in each salary range recogni$e higher levels of duties and responsibilities as the 9ob salary codes go higher. (ach salary range has a minimal% a maximum% and a midpoint. Classifications of Do s

Iobs are classified through 9ob evaluation. Iobs !ith similar content are classified in the same salary code and have the same salary range. 8eriodic $evie- of Salary Structure

*he ompany revie!s the salary structure and salary ranges periodically to "eep them competitive !ith comparable companies !ithin Bangladesh.

".2.1.2 #iring $ate

*hese policies provide guidelines for hiring rates% !hich attract #ualified candidates. *he 4ead of 4R along !ith the 'D are responsible for framing the policy. 8rocedure &uidelines for computing hiring rates are as follo!s: Celo- minimum salary range: Is offered to candidates !ho do not meet the minimum re#uirements of the 9ob. *his should be limited to exceptional cases. 3rimarily the ob9ective of KDS is to recruit the right person for the right 9ob. Minimum of the range: Is offered to candidates !ho meet the minimum re#uirements of the 9ob. % ove minimum of the range: Is offered to candidates !ho exceed the minimum re#uirements of the 9ob. % ove midEpoint of the range: Is offered to outstanding candidates !hose #ualifications substantially exceed the minimum re#uirements of the 9ob. *he salary rates on these four attributes shall be finali$ed by the 4ead of 4R based on the preA determined manpo!er budget. Salary offers must have the prior approval of the 4ead of 4R% the 42D and the 'D.

".2.1.3 $evie- and Salary Increase

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*hese policies provide guidelines for planning salary increases.

8erformance Categori5ation 'anagement revie!s the performance of each employee assigned to a !hole 9ob at least once a year to determine hisJher performance category. *he revie! considers 9ob performance% and potential for promotion. *his revie! is used in planning the merit increases for the follo!ing year.

".2.1." Merit Increases

*hese policies provide guidelines for planning merit increases. &uidelines for administering merit increases are developed annually for all employees. Eligi ility criteria for a Merit Increase *he employee holds a permanent 9ob; *he employeeRs performance category conforms to the 'erit Increase guidelines; *he amount of the merit increase plus the base salary !ill not exceed the maximum of the salary range. *he merit increase is limited by the range maxima; *he employee is not scheduled for voluntary or involuntary termination or retirement !ithin three months of the effective date of the merit increase% !ith the exception that an employee leaving the ompany due to a ompanyAinitiated age >? separation is eligible for an earned merit increase in accordance !ith normal guidelines% provided the separation is not scheduled !ithin one month of the merit increase effective date.

<actors influencing merit increase 3erformance% as indicated by an employeeRs relative ran"ing versus peers !ith the same performance category rating. 3ay for the 9ob% as indicated by the position of the employeeRs salary in the range and pay versus peers !ith more or less experience and higher or loIr #ualifications. 3lans for promotions% !hich reduce the need to ad9ust merits as an employeeRs salary approaches the maximum of his current range. (conomic and business conditions% the business scenario of the economy as Ill as the business performance of KDS &arments

".2.1.* Salary 8ayment 'ates

*hese policies provide guidelines for payment of salary. Salary is paid on the G th of every month. In a situation !hen Gth is a holiday the payment date !ould be -,th.

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".2.2 Cenefits
KDS &arments provides different attractive amount of benefit to their employee. *he authority of KDS &arments gives priority to employee preference and setup strategy to retain highly #ualified employees

".2.2.1 Medical Cenefit Schemes

*he ob9ective of the Scheme is to provide financial assistance to meet the medical expenses of the employees J dependants. )ll confirmed employees of the ompany covered under this 'anual are eligible for 'edical benefits. *he 4ead of 4R after consulting !ith the 'D is responsible for developing and implementing the 'edical Benefit Schemes as per the Income *ax norms. Cenefits in certain cases 6or ne! entrants !ho 9oin in bet!een the year% this Scheme !ill be applicable from the date of confirmation. *he 'edical Benefits% in their case !ill be !or"ed out proportionately. It is done on the basis of annual basis #uota allotment. *he employee leaving the company during the year due to any reasons !ill be entitled to proportionate medical benefit up to the last day of service. *he employee% if any% !ill refund the overAutili$ed amount.

Medical Cenefits 'edical benefits under this Scheme !ill include: *he expenditure incurred by an employee J charges paid on conducting tests% or on the purchase of medicines or aids Dvi$. 4earing% Kisual Dental etc.;% doctor/s fees% etc. and expenditure incurred in the hospitalJ nursing homes as an outApatient or inApatient Dexcluding food and beverages expenses; . 'edical expenses !ill be borne by the company to the extent the incumbent is eligible as per the salary structure. /eneral 6or receiving the medical reimbursements% the claim should be submitted on the prescribed form duly supported by cash memos J receipts J bills etc. (mployees can claim 'edical Reimbursement as per bills submitted. *his supersedes all circulars J schemes J rules on the sub9ect.

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2n the day of occurrence of any accidents !ithin the factory premises the entire cost of treatment is borne by the company. D*his clause is solely under the discretion of the management.;

Billing period !ill be considered as the calendar year for all payments.

".2.2.2 $etirement Cenefits

*he ob9ective of Retirement benefits is to provide social security or a safety net to an employee !hen the person is superannuated. *he 4ead of 4R after consulting !ith the 'D is responsible for developing and implementing the Retirement Benefit Schemes as per the Income *ax norms. Eligi ility conditions for gratuity Cenefit 2n retirement or separation% an eligible employee gets gratuity 6or > years of continuous service A > times of last dra!n gross salary 6or G years of continuous service A G times of last dra!n gross salary plus one fourth of last dra!nS G x D- T U; 6or -, years of continuous service A -, times of last dra!n gross salary plus one half of last dra!nS -, x D- T -J+; <orfeiture of /ratuity &ratuity is also !holly forfeited in case of termination of services by the company for riotous or disorderly conduct or any act of violence on the part of the employee. In case of termination of service for any act% !illful omission or negligence of the member causing any damage or loss to or destruction of the property belonging to the company% gratuity payable under the scheme shall be forfeited to the extent of the damage or loss so caused. ) minimum of > years service in the company from the date of 9oining. It is entirely funded by the company.

".2.2.3 Company Cars %llotted to Employees

*he ob9ective is to provide a means of transport to all the senior employees of the company. ompany ar allotment is made as per grade structure and on 'D/s approval. 'river $eim ursement

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Driver is allotted as per grade structure. *he drivers are engaged by the company itself.

<uel $eim ursement 6uel is paid at actual as per the limits assigned for each grade. $epair9 maintenance : other periodic expenditure )ccessories% batteries% upholsteries etc. !ill be replaced as and !hen re#uired. *he 4R department !ill arrange for the annual rene!al of the tax to"en% insurance etc. of the company o!nedJ leased cars. 'onthly car expenses statements covering fuel consumption% repair% maintenance% etc. should be submitted to the 4R department and 4R !ill have the right to allot money based on &rade and also on the basis of re#uirement.

".2.2.". Company ,elephones at $esidence @ Mo ile 8hones

It is recogni$ed that due to exigencies of !or"% employees may need to be contacted at any point of time after office hours. 6or the benefit of the company and the employee% this facility is provided to "ey personnel in the company. *his policy also includes the 'obile 3hone allocation to employees.

8rocedure Key employees are provided !ith 'obile phones. 3eriodicJ monthly phone rentals for residential telephones J 'obile phones !ill be paid directly by the ompany% sub9ect to the limits as prescribed from time to time. 5here employees have their o!n J alternate telephone arrangements at residence% for them% payment !ill be made against bills and details filled in =*elephone Reimbursement 6ormL. *he company shall pay the rentals charges for the telephone% S*D J ISD calls duly approved and made on behalf of the company for &'/s and above based on the limits under each &rades structure.

".2.2.* Marriage /ift 8olicy

*his benefit motivates all the employees and to ma"e them feel part of the organi$ation. )ll the employees are entitled to get *". >,,, on the occasion of his J her marriage. (Ernst & Young Note: To be finalized after discussion with the Head of HR !

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".2.2.+. Out Of Country %ssignments

ompany business and operational re#uirements may direct temporary or permanent changes in employee !or" assignment locations. *he ompany covers employeesR reasonable additional expenses% !hich it determines appropriate for the assignment duration and location% incurred beyond normal expenses and resulting from the !or" location change. Cusiness %ssignments 6or Business )ssignments outside Bangladesh for more than F, days% the employees receive: Reimbursement for actual and reasonable expenses for lodging% food% transportation and incidentals. In lieu of reimbursement of actual transportation expenses% employees may elect to receive a nonAaccountable transportation allo!ance to cover round trip travel expenses. 5hen re#uested and authori$ed in advance to entertain ompany guests% the employee may be reimbursed% based on the follo!ing: )n unaccountable allo!ance per guest Dincluding employee; in accordance !ith those amounts specified in travel rules. )ctual and reasonable expenses as supported by original receipts and other supporting documentation.

Compensation : Cenefits Bangladesh based employees on Business assignments overseas receive the same salary% and benefits plan participation !hich the employee receives in Bangladesh. *he employee remains on the KDS payroll. Documented emergency medical treatment is reimbursed. <amily %ccompaniment )ccompaniment of family members is as per the follo!ing guidelines. Spouse %ccompaniment *he ompany may approve spouse accompaniment on a Business assignment at ompany expense. )pplication is made to 'D and he has the authority to approve such a re#uest. *he spouse may accompany an employee on a Business assignment once in a t!elveAmonth period D-+ months must have passed after the end of the last spouse accompanied trip; !hen:

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(mployee has completed three D.; Business assignments !ithin the past t!elve D-+; months; and (mployeeRs Business assignments outside Bangladesh reach a cumulative of thirty days% excluding this trip and travel days !ithin the past t!elve D-+; month period.

Children %ccompaniment *he ompany does not pay for children to accompany an employee on Business assignment% except in con9unction !ith repatriation vacation. Expenses for (odging9 Meals and Miscellaneous (mployeeRs (xpenses

*he ompany reimburses employees for necessary and reasonable expenses incurred. SpouseRs (xpenses

If the spouse is authori$ed to accompany the employee% the ompany reimburses expenses !ithin established procedures% including authori$ed stopover expenses for the spouse !ho travels separately. 5hen the spouse accompanies the employee% but the employee is subse#uently assigned to another location% the ompany reimburses the spouseRs actual expenses for lodging% meals and miscellaneous expenses. *hey must be separately identified on the expense report. hildrenRs (xpenses

In those extraordinary circumstances !here the ompany authori$es children to accompany the employee% only transportation and visa fee reimbursement are provided. 0o living expenses or babyAsitting costs are covered. Company Su sidi5ed Credit Cards 6or employees !ho regularly ta"e business trips% the ompany may reimburse the basic annual membership fee Dexcluding spouse/s fees or any other charges above basic membership fee; for their personal credit card. 0o other maintenance charges !ill be covered. *he Department 4ead must concur and attach the fee stub to the first expense report covering ompany business travel after payment of the annual fee. )n (mployee is eligible for reimbursement if: (mployee has made three or more business trips outside the area of permanent assignment !ithin a tIlveAmonth period; or employee is normally assigned thirty days or more in a tIlveA month period outside the country of permanent assignment.

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5hen the employee has a subsidi$ed credit card% the amount granted as a cash advance should normally be limited to *ravelersR hec" fees for Business assignments. *ravelerRs hec" fees are reimbursed to employees through expense report procedures.

,ravel 'ays *he number of travel days approved by the employee/s organi$ation may be influenced by the destination and !or" re#uirements of an assignment. *he urgency to conduct business% need for rest% traveling conditions% etc.% influence the travel days re#uired. *he maximum number of travel days in each direction is either one D-; or t!o D+; days.

KDS &arments has given priority to their valuable employee/s interest. 4RD of KDS &arments al!ays concentrates on this issue. *he authority believes that if company sacrifices some benefit for their employee then employee !ill give hundred percent efforts for the company.

Chapter *
<indings and analysis
*.4 Do analysis.E KDS &arments Ltd analy$e 9ob for several posts. Such as% 'ar"eting manager% 'ar"eting executive% production manager% production executive and also for merchandiser. *hese analysis are differs from each other by there nature. *o analy$e 9ob for various post KDS needs to describe the 9ob and specify the 9ob. Sometimes KDS speciali$e the 9ob. *.1 Do description for mar=eting manager. Daily tas"s and duties of a mar"eting manager of KDS garment Ltd: monitoring and analy$ing mar"et trends studying competitorsR products and services exploring !ays of improving existing products and services% and increasing profitability Identifying target mar"ets and developing strategies to communicate !ith them.

,ime: 'ar"eting manager of KDS garment Ltd !or"s .G hours a !ee"% bet!een the hours of @am and Fpm. Salary: Salaries can range from around ta"a >,%,,, a year for someone ne! to the role% to ta"a G,%,,, or more for a senior manager. <G

Skill: A marketing manager should:

have "no!ledge of a !ide range of mar"eting techni#ues and concepts be an excellent communicator be able to respond !ell to pressure thin" creatively be interested in !hat motivates people

*.2 Do specification for a mar=eting manager. *.2.1 Experience E.

-, years of progressively more responsible positions in mar"eting% preferably in a similar industry in t!o different firms.

*.2.2 Education E.

Bachelors Degree in 'ar"eting or a related field re#uired. 'asters in Business or 'ar"eting preferred.

*.2.3 $e6uired S=ills9 &no-ledge and Characteristics Strong effective communicator. 4ighly developed% demonstrated team!or" s"ills. )blity to coordinate the efforts of a large team of diverse creative employees. Demonstrated ability to increase productivity and continuously improve methods% approaches% and departmental contribution. ommitment to continuous learning. (xpert in Internet and social media strategy !ith a demonstrated trac" record. *.3 Matching demand supply.E KDS &arments Ltd forecast the future demand and supply for matching. 5henever any department needs employee for vacancies the 4R' Department fulfill their demand by supplying employee by promoting and transferring !here overstaffing may exist. Such as: A 'ar"eting executive can be promoted as mar"eting manager or may transfer from another department li"e production department. *." <indings of recruitment.E *o fill up existing vacancies or ne!ly created vacancies KDS recruit employee internally and also externally. *.".1 Internal source.E Internal sources are discussed belo!: *.".1.1 Do posting. 3osting notice of 9ob openings on company bulletins boards is an effective internal recruiting method. It informs employees about openings 7 re#uired #ualifications 7invites #ualified employees to apply. *he notices usually posted on company bulletin boards or electronics bulletin boards or are placed in the company ne!spaper. Hualifications 7 other facts are dra!n from the 9ob analysis information. *he types of candidates may apply here in either of t!o !aysAthrough DI; Self nomination and DII; Recommendation of a supervisor% employees !ho are interested in the posted opening report to the 4R Department 7 apply.

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*.".1.2 'eparting employees. Departing employees are those !ho leave the organi$ation because they can no longer !or" the traditional fortyAhour !or"!ee"% child care needs% education or others are the common reasons. If this situation is occur then the employer use Buybac". *.".1.3Employee $eferrals : $ecommendations. Recommendation from a current employee regarding a 9ob applicant. *.".2 External source.E KDS &arments L*D also recruit employee from external source. Such as supervisor% industrial engineering DI(; executive% information and technology DI*; executive% mar"eting manager% merchandiser% production manager etc. *.".2.1 %dvertisement. )dvertising a common part of the external recruiting process% often encompassing multiple media% such as the local 7 national ne!spapers% maga$ines% !ebsites% internet 9ob sites etc. *.".2.2 Employment agencies. *here are three forms of employment agencies. Such as Q *.".2.3 8u lic agencies. (mployer can register their 9ob vacancies !ith their local state employment office% and the agency !ill attempt to find someone suitable using its computeri$ed inventory of local unemployed individuals. *.".2." 8rivate agencies. 3rovide more comprehensive services and are perceived to offer positions and applicants of a higher caliber. *.".2.* Management consulting. *he third agency source consists of the management consulting% executive search% or =headhuntingL firms. )gencies of this type are actually speciali$ed private employment agencies. *.".2.+ OnEsite visit. (mployers generally invite good candidates to the office or plant for an onAsite visit. *.".2.".? Internships. 'any collageJuniversity students get their 9obs through internship.

>.<.+.? 8rofessional Organi5ations. 'any professional organi$ations% including labor

unions% operate placement services for the benefit of their members. *he professional organi$ations include such varied occupations as industrial engineer% psychologist and seafarer. *hese organi$ations publish rosters of 9ob vacancies and distribute these lists to members. *.".2.A Casual or 1nsolicited %pplicants. =5al"AinL !hether they reach the employer by letter% telephone% or in person% can be a source of prospective applicants. )lthough the #ualifications of unsolicited applicants !ill depend on economic conditions% the

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organi$ation/s image% and the 9ob see"er/s perception of the types of 9obs that might be available% this source does provide an excellent supply of stoc"piled applicants. *.".2.14Cy erspace recruiting. 'any companies use the Internet to recruit ne! employeesA increasingly by adding a recruitment section to their !eb site. 5ebsites: )ggressive 9ob candidates are also using the Internet. *hey set up their o!n !eb pagesAfre#uently called !eb someAto =sellL their 9ob candidacy. *.* <indings of selection. *o recruit employee they need to be selected. *o select employee for matching demand and supply KDS follo!s some processA *he selection process typically consists of eight processes: A Step 1 Step 2 Step 3 Step " Step * Step + Step ? Step 3 Initial Screening Completed %pplication <orm Employment ,est Comprehensive Do IntervieCac=ground Investigation @ $eference Chec=s Conditional Do Offer Medical @ 8hysical Examination Do Offer +; Screening intervie!.

Initial Screening. (liminate some of the respondents based on the description and specification. It is a t!oAstep procedure:A -; Iob in#uiries

Completion of %pplication <orm. 2nce the initial screening has been completed% applicants are as"ed to complete the organi$ation/s form. *he amount of information may be only the applicants name% address and telephone number. Some organi$ations% on the other hand% may re#uest the completion of amore comprehensive employment profile. In general terms the application from gives a 9ob performance related synopsis of !hat applicants have been doping during their adult life% their s"ill% and their accomplishments. )dditionally completing the application serves as another hurdle; that is if the 9ob re#uires one to follo! directions and the individual fails to do soon the application that is a 9ob related reason for re9ection. Lastly% applications re#uire a signature attesting to the truthfulness of the information given and to give permission to chec" references. Employment ,est. 2rgani$ation/s historically relied to a considerable extent on intelligence% aptitude% ability and interest tests to provide ma9or inputs to the selection process. (ven hand!riting analysis and honesty tests have been used in attempts to learn >,

more about the candidate. It is estimated that more than F, percent of all organi$ation use some type of employment test today. ,he Comprehensive Do Intervie-. *hose applicants !ho passed the initial screening% application form% and re#uired test are typically given a comprehensive intervie!% 4R' intervie!ers% senior manager !ithin the organi$ation % a potential supervisor% potential colleagues% or some or all of these may intervie! the applicant. *he comprehensive intervie! is designed to probe areas that cannot be addressed easily by the application form or tests% such as assessing one/s motivation% ability to !or" under pressure% and ability to =fit inL !ith the organi$ation. Cac=ground Investigation. *he next step in the process is to underta"e a bac"ground investigation of those applicants !ho appear to offer potential as employees. It is the process of verifying information 9ob candidates provide. *his includes contacting former employers to confirm the candidate/s !or" record and to obtain their appraisal of his or her performance% verifying educational accomplishments etc. Conditional Do Offer. If a 9ob applicant has passed each step of the selection so far% it is typically customary for a conditional 9ob offer to be made. onditional 9ob offer implies that if everything chec"s out o"ay passing a certain medical% physical% or substance abuse test the conditional nature of the 9ob offer !ill be removed and the offer !ill be permanent. Medical@ 8hysical Examination. *he next to last step in the selection process may consist of having the applicant ta"e a medicalJphysical examination. Remember% ho!ever% that in doing so a company must sho! that the reasoning behind this recruitment is 9ob related. 3hysical exam can only be used as a selection device to screen out those individuals !ho are unable to physically comply !ith the re#uirements of a 9ob. Do Offer. *hose individuals !ho perform successfully in the preceding steps are no! considered to be eligible to receive the employment offer. )n 4R' representative typically ma"es the employment offer. *he manager in the department should ma"e the actual hiring decision !here the vacancy exists 6or !or"ers% peon% security guard% Driver etc KDS does not follo! the selection process. *hose employees are directly recruited.

Chapter + Conclusion
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Recommendations +.1
KDS garments Ltd should evaluate and design responsibilities to achieve a certain ob9ectives KDS garments Ltd should use personnel replacement chart in order to recruit more efficient employees for a specific position #uic"ly. Since% they do not promote !or" samples they face problems !ith the employees in practical field. *hus they should bring more facilities for the 4.R. Division to chec" !or" samples for technical employees. KDS garments Ltd &roup !ould get benefit if they chec" the personality after the !hole selection procedure because; those employees !ho have personality problems might cause conflicts inside the organi$ation and also in the practical field. *o implement this% KDS garments Ltd should verify one/s personality by psychological tests and similar test used. *o select efficient candidates KDS garments Ltd should chec" bac"ground information. *he process can be implemented by verifying an applicant/s current position% motivation to !or"% technical competence and ability to !or" !ith others from the current or previous supervisor. KDS garments Ltd can implement situational intervie! so that they can have more efficient employee in their organi$ation. *he situational intervie! can be placed in intervie! session by providing specific #uestionnaires or situation or case for a specific 9ob. KDS garments Ltd can arranges 9ob fair

+.2 Conclusion

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)t the fag end it can be mentioned that overall =4R 3ractices in KDS &arments is commendable 7 appreciable !hich tries to "eep pace !ith the labor la! of Bangladesh. *he company al!ays tries to maintain 4R practices 7 stic" to it in each 7 every respect in spite of being certain limitations. *his report !ill best tell ho! KDS &arments are operating their business through maintaining legal compliances 7 4R practice as part of core 4R practices in effective initiation 7 efforts by the company despite of certain 4R activities in the organi$ation. 5hile ma"ing this report I observe organi$ation through having lac"ing of 4R areas !hich becomes visible to the reporters. So it/s a pleasant to ma"e report on the topic !hich is getting popular 7 being practiced in organi$ation gradually li"e KDS &arments. Last but not least this report is a comprehensive picture through !hich I can get vie! of ho! 4R practice is observed 7 follo!ed% !hat it/s importance 7 also it can be a set example of 4R practice to other companies !ho are still also lagging behind to this issue 7 intend to incorporate 4R practice in their organi$ation.

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