Human Resource Management Practice in Social Marketing Company

Human resource management (HRM, or simply HR) is the management of an organization's workforce, or human resources.
It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture, and ensuring compliance with employment and labor laws. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, H will typically also serve as the company's primary liaison with the employees' representatives (usually a labor union). H is a product of the human relations movement of the early !"th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. #he function was initially dominated by transactional work such as payroll and benefits administration, but due to globalization, company consolidation, technological advancement, and further research, H now focuses on strategic initiatives like mergers and ac$uisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion. In startup companies, H 's duties may be performed by a handful of trained professionals or even by non%H personnel. In larger companies, an entire functional group is typically dedicated to the discipline, with staff specializing in various H tasks and functional leadership engaging in strategic decision making across the business. #o train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have created programs of study dedicated e&plicitly to the duties of the function. 'cademic and practitioner organizations likewise seek to engage and further the field of H , as evidenced by several field%specific publications. In practice, H is responsible for employee e&perience during the employment lifecycle. It is first charged with attracting the right employees through employer branding. It then must select the right employees through the recruitment process. H then onboard new hire and oversees their training and development during their tenure with the organization. H assesses talent through use of performance appraisals and then rewards them accordingly. In fulfillment of the latter, H may sometimes administer payroll and employee benefits, although such activities are more and more being outsourced, with H playing a more strategic role. (inally, H is involved in employee terminations
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% including resignations, performance%related dismissals, and redundancies. 't the macro%level, H is in charge of overseeing organizational leadership and culture. H also ensures compliance with employment and labor laws, which differ by geography, and often oversees health, safety, and security. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, H will typically also serve as the company's primary liaison with the employee's representatives (usually a labor union). )onse$uently, H , usually through industry representatives, engages in lobbying efforts with governmental agencies (e.g., in the *nited +tates, the *nited +tates ,epartment of -abor and the .ational -abor elations /oard) to further its priorities. #he discipline may also engage in mobility management, especially pertaining to e&patriates0 and it is fre$uently involved in the merger and ac$uisition process. H is generally viewed as a support function to the business, helping to minimize costs and reduce risk. 1.2 Background of the Study It is mandatory for the every single student of 1/' 2rogram of International Islamic *niversity of )hittagong to prepare and submit a thesis report on his 1a3or +ub3ect. It is helpful for the students besides theoretical knowledge0 they should have practical, hands on knowledge and field work, which will enhance their learning by providing a great opportunity to achieve a very comprehensive and complete learning. #herefore, I have chosen to work on 4Human Resource management practice at Social Marketing ompany. Hence, this study report is the outcome of an academic need as well as practical knowledge. It has been possible to complete this report with the much needed help and direction from my supervisor.
1.! "#$ecti%es of the study 5. #o attain practical knowledge of organizational H system, H 1 areas and its management practices. !. #o get an overview of the human esource 1anagement system of +1). 6. #o evaluate and analyze the e&isting H 1 system of +1). 7. #o find out the recruitment and selection procedure and its practices in +1). 8. #o find out the training and development procedure in +1). 9. #o find out the acceptability and reliability of the performance appraisal system. :. -astly to provide recommendation on some effective measures in improving H practices of +1). 1.&. Methodology of the study 1ethodology can be defined as a body of practices, procedures, and rules used by those who work in a discipline or engage in an in$uiry0 a set of working methods. #he methodology used in our study was e&ploratory in nature. ;e used both primary and secondary sources of data. 'mong the primary sources of data, the employee $uestionnaire served the most in our analysis of the H 1 department of +1). 1ost of our findings resulted from the employee $uestionnaire and personal observation. 'mong the secondary sources, different H 1 te&tbooks, the internet and the +1) service rule book was used mostly. /elow primary sources and secondary sources of data are listed below< 2rimary Sources of data' 5. 2ersonal = depth interview !. #hrough $uestionnaire 6. 2ractical deskwork 7. >bservation in the organization Secondary Sources of (ata' 5. +ervice rule !. ,ifferent reports = publications 6. H 1 books 7. +1) website
8. 2erformance records 9. #raining records :. -ectures .otes 1.). *imitations of the Study #here was no ma3or significant limitation to analyze and write the pro3ect paper, but the resources were very limited. /ecause some of the respondents were afraid of providing information freely and some showed less interest on such assignment. +ome data could not be collected for confidentiality of +1). 'nd as a +1) is a biggest company its policies are in the line with other subsidiaries located at various companies. +ince the company policies are highly confidential that?s why all the information could not be included in this report.
hapter 2
*iterature Re%iew
2.1.1 Human Resource Management #he process of defining H 1 leads us to two different definitions. +he first definition of HRM is that it is the process of managing people in organi,ations in a structured and thorough manner. #his covers the fields of staffing (hiring people), retention of people, pay and perks setting and management, performance management, change management and taking care of e&its from the company to round off the activities. #his is the traditional definition of H 1 which leads some e&perts to define it as a modern version of the 2ersonnel 1anagement function that was used earlier. +he second definition of HRM encompasses the management of people in organi,ations from a macro perspecti%e i.e. managing people in the form of a collective relationship between management and employees. #his approach focuses on the ob3ectives and outcomes of the H 1 function. ;hat this means is that the H function in contemporary organizations is concerned with the notions of people enabling, people development and a focus on making the @employment relationshipA fulfilling for both the management and employees. 2.1.2. -mportance of HRM 5. .ormulation of HR polices% #o confirm the highest use of the workforce resource of the organization, it is very important to formulate the H polices of the company, which has been performed by the H 1 ,ept. !. -mplementation of HR policies% H 1 also responsible for follow upping, whether the polices are implemented entirely or not. 6. Re%iew of employee needs% In the current business environment, firms view their employees as more than 3ust resources and instead adopt a @people firstA approach. 'ccording to this concept, H 1 continuously review the employee needs to attain the most satisfaction. &. (e%elopment of social welfare% H 1 follow up with the company?s contribution to social welfare development.
). /tili,ation of Human Resources% H 1 is generally accountable to authenticate the hundred percent utilization of the organization?s human resources. 0. (e%elopment of *a#or Management Relation% #hese strategies define the ob3ectives of the organization to manage its relationships with employee and all other organizations. #hese strategies are aimed at enhancing the overall $uality of employee management and ensuring their participation and continuous improvement. 1. "%erall de%elopment of organi,ation% #he idea here is to adopt a holistic perspective towards H 1 that ensures that there are no piecemeal strategies and the H 1 policy enmeshes itself fully with those of the organizational goals. 2.1.! Scope of Human Resource Management Human resources are undoubtedly the key resources in an organization, the easiest and the most difficult to manageB #he ob3ectives of the H 1 span right from the manpower needs assessment to management and retention of the same. #o this effect Human resource management is responsible for effective designing and implementation of various policies, procedures and programs. It is all about developing and managing knowledge, skills, creativity, aptitude and talent and using them optimally. It also focuses on managing physical and emotional capital of employees. )onsidering the intricacies involved, the scope of H 1 is widening with every passing day. It covers but is not limited to H planning, hiring (recruitment and selection), training and development, payroll management, rewards and recognitions, Industrial relations, grievance handling, legal procedures etc. It?s about developing and managing harmonious relationships at workplace and striking a balance between organizational goals and individual goals. #he scope of H 1 is e&tensive and far%reaching. #herefore, it is very difficult to define it concisely. However, I try to classify the same under following heads< HRM in Personnel Management' #his is typically direct manpower management that involves manpower planning, hiring (recruitment and selection), training and development, induction and orientation,
transfer, promotion, compensation, layoff and retrenchment, employee productivity. It also includes performance appraisal, developing new skills, disbursement of wages, incentives, allowances, traveling policies and procedures and other related courses of actions. HRM in 2mployee 3elfare' #his particular aspect of H 1 deals with working conditions and amenities at workplace. #his includes a wide array of responsibilities and services such as safety services, health services, welfare funds, social security and medical services. It also covers appointment of safety officers, making the environment worth working, eliminating workplace hazards, support by top management, 3ob safety, safeguarding machinery, cleanliness, proper ventilation and lighting, sanitation, medical care, sickness benefits, employment in3ury benefits, personal in3ury benefits, maternity benefits, unemployment benefits and family benefits. HRM in -ndustrial Relations' +ince it is a highly sensitive area, it needs careful interactions with labor or employee unions, addressing their grievances and settling the disputes effectively in order to maintain peace and harmony in the organization. It is the art and science of understanding the employment (union%management) relations, 3oint consultation, disciplinary procedures, solving problems with mutual efforts, understanding human behavior and maintaining work relations, collective bargaining and settlement of disputes. #he main aim is to safeguarding the interest of employees by securing the highest level of understanding to the e&tent that does not leave a negative impact on organization. It is about establishing, growing and promoting industrial democracy to safeguard the interests of both employees and management. 2.2 Processes in Human Resource Management' Cach organization works towards the realization of one vision. #he same is achieved by formulation of certain strategies and e&ecution of the same, which is done by the H department. 't the base of this strategy formulation lie various processes and the effectiveness of the former lies in the meticulous
design of these processes. #he following are the various H processes< 5. Human resource planning ( ecruitment, +electing, Hiring, #raining, Induction, >rientation, Cvaluation, 2romotion and -ayoff). !. Cmployee remuneration and /enefits 'dministration 6. 2erformance 1anagement. 7. Cmployee elations. 2.2.1 Human Resource Planning Denerally, we consider Human esource 2lanning as the process of people forecasting. ight but incompleteB It also involves the processes of Cvaluation, 2romotion and -ayoff. Recruitment' It aims at attracting applicants that match a certain Eob criteria. Selection' #he ne&t level of filtration. 'ims at short listing candidates who are the nearest match in terms $ualifications, e&pertise and potential for a certain 3ob. Hiring' ,eciding upon the final candidate who gets the 3ob. +raining and (e%elopment' #hose processes that work on an employee onboard for his skills and abilities up gradation. 2.2.2 2mployee Remuneration and Benefits Administration' #he process involves deciding upon salaries and wages, Incentives, (ringe /enefits and 2er$uisites etc. 1oney is the prime motivator in any 3ob and therefore the importance of this process. 2erforming employees seek raises, better salaries and bonuses. 2.2.! Performance Management' It is meant to help the organization train, motivate and reward workers. It is also meant to ensure that the organizational goals are met with efficiency. #he process not only includes the employees but can also be for a department, product, and service or customer process0 all towards enhancing or adding value to them.
.owadays there is an automated performance management system (21+) that carries all the information to help managers evaluate the performance of the employees and assess them accordingly on their training and development needs. 2.2.! 2mployee Relations' Cmployee retention is a nuisance with organizations especially in industries that are hugely competitive in nature. #hough there are myriad factors that motivate an individual to stick to or leave an organization, but certainly few are under our control. Cmployee relations include -abor -aw and elations, ;orking Cnvironment, Cmployee heath and safety, Cmployee% Cmployee conflict management, Cmployee% Cmployee )onflict 1anagement, Fuality of ;ork -ife, ;orkers )ompensation, Cmployee ;ellness and assistance programs, )ounseling for occupational stress. 'll these are critical to employee retention apart from the money which is only a hygiene factor. 'll processes are integral to the survival and success of H strategies and no single process can work in isolation0 there has to be a high level of conformity and cohesiveness between the same. 2.! 4o# Analysis 5 A Basic /nderstanding Eob 'nalysis is a systematic e&ploration, study and recording the responsibilities, duties, skills, accountabilities, work environment and ability re$uirements of a specific 3ob. It also involves determining the relative importance of the duties, responsibilities and physical and emotional skills for a given 3ob. 'll these factors identify what a 3ob demands and what an employee must possess to perform a 3ob productively. 2.!.1-mportance of 4o# Analysis #he details collected by conducting 3ob analysis play an important role in controlling the output of the particular 3ob. ,etermining the success of 3ob depends on the unbiased, proper and thorough 3ob analysis. It also helps in recruiting the right people for a particular 3ob. #he main purpose of conducting this whole process is to create and establish a perfect fit between the 3ob and
the employee. Eob analysis also helps H managers in deciding the compensation package and additional perks and incentives for a particular 3ob position. It effectively contributes in assessing the training needs and performance of the e&isting employees. #he process forms the basis to design and establish the strategies and policies to fulfill organizational goals and ob3ectives. 2.& Moti%ation 1otivation is the word derived from the word ?motive? which means needs, desires, wants or drives within the individuals. It is the process of stimulating people to actions to accomplish the goals. In the work goal conte&t the psychological factors stimulating the people?s behavior can be % desire for money success recognition 3ob%satisfaction team work, etc. >ne of the most important functions of management is to create willingness amongst the employees to perform in the best of their abilities. #herefore the role of a leader is to arouse interest in performance of employees in their 3obs. #he process of motivation consists of three stages<% 5. ' felt need or drive !. ' stimulus in which needs have to be aroused 6. ;hen needs are satisfied, the satisfaction or accomplishment of goals. #herefore, motivation is a psychological phenomenon which means needs and wants of the individuals have to be tackled by framing an incentive plan. 2.) Performance Management as a HR Management concept' 2erformance management is the process of reviewing an employee?s performance during the preceding year or cycle and deciding where he or she stands as far as their peers in the same band are concerned. #he process of reviewing results, arriving at a rating and then deciding upon the bonus or salary hike is what performance management is all about. #here are different rounds to the performance appraisal process.
5. In the first round, the people who participate in an employee?s appraisal are the employee and his or her manager. In this round, the manager gives a frank assessment of the employee?s performance after giving a chance to the employee to self%assess. !. #he second round consists of the manager and the manager?s manager. #his round is mostly about deciding the band in which the employee falls post the rating and in comparison with his or her peers. #his process of rationalizing the employee?s performance with others is called @normalizationA. In some organizations, this takes place in the third round where the H manager is involved as well. In any case, the ratings cannot be decided without the H manager?s assent to the same. >nce these rounds are over, the bonus level or the salary hike are decided. 2.0 ompensation Management' @If you pick the right people and give them the opportunity to spread their wings % and put compensation and rewards as a carrier behind it % you almost don?t have to manage them.A G Jack Welch 1ost of us would have heard the term @compensationA in the conte&t of getting paid for the work that we do. (rom the perspective of the employers, the money that they pay to the employees in return for the work that they do is something that they need to plan for in an elaborate and systematic manner. It can be said that compensation is the @glueA that binds the employee and the employer together and in the organized sector, this is further codified in the form of a contract or a mutually binding legal document that spells out e&actly how much should be paid to the employee and the components of the compensation package. 2.0.1+ypes of ompensation #here are several ways to classy compensation. ;e have selected three of the most typical dichotomies< '. Intrinsic versus C&trinsic ewards /. (inancial versus .on financial ewards
). 2erformance based versus 1embership based ewards 2.0.2 4o# e%aluation #he Eob Cvaluation that is a system for arriving at the net worth of employees based on comparison with appropriate compensation levels for comparable 3obs across the industry as well as within the company. (actors like 26perience7 8ualifications7 26pertise and 9eed of the company determine how much the employer is willing to pay for the employee. 2.12mployee (e%elopment Individuals in an organization form its vital resource and must be valued, nurtured and retained. Cmployees are the most valuable assets and truly the backbone of an organization. Cvery employee in hisHher own way contributes towards the success or failure of an organization. ;ithout employees in an organization, even the most powerful machinery with the latest technology would not function. 2mployee de%elopment is a $oint initiati%e of the employee as well as the employer to upgrade the e6isting skills and knowledge of an indi%idual. It is of utmost importance for employees to keep themselves abreast with the latest developments in the industry to survive the fierce competition. 2.1.126amples of 2mployee (e%elopment Acti%ities' 2.1.1.A Professional :rowth Cmployee development activities must be defined keeping in mind an employee?s current stage and desired stage. Inowing an employee?s current and desired stage helps you find the gaps and in which all genres heHshe needs to be trained on. Human resource professionals must encourage employees to participate in internal or e&ternal trainings, get enrolled in online courses to increase their professional knowledge and contribute effectively.
2.1.1.B Personal :rowth

Cmployees start taking their work as a burden only when an organization does not provide any added benefits or advantages which would help in their personal growth. +oft skills classes, fitness sessions, loans with lower interest rates are certain initiatives which not only motivate an employee to do $uality work but also help in employee development. 2.;. "#$ecti%e of employee #enefits '. +ocietal >b3ectives< %#o urban nation of interdependent wage earners % #o help provide security % eceive most benefits favorable ta& treatment /. >rganizational ob3ectives educe (atigue ,iscourage labor unrest +atisfy employee ob3ectives 'id recruitment educe turnover 1inimize overtime costs ). Cmployee ob3ects< #he real advantages to employees of employer provided benefits are lower costs and availability. 2.;.1 ategories of #enefits and ser%ices 1ost companies today offer a wide variety of benefits, especially larger companies. +ome of the benefits are compulsory. (or the composition of benefit plans there are many ma3or categories of benefit plans may be offered. #hey are as follows 5. e$uired or mandatory security !. Joluntary security 6. etirement related security 7. #ime of security 8. Health insurance 9. (inancial service
:. +ocial = recreation service a. Re<uired =Mandatory Security (ederal = state government re$uires that an employer provide a certain limit of protection or a security floor for each employee. #here are three primary areas of compulsory securities% %;orkers compensation %*nemployment compensation %+ocial security benefit #. >oluntary security #wo of the ma3or security benefits programs used by employer?s are%% Joluntary severance % +upplemental unemployment benefits c. Retirement >ver K" percent of full%time workers at companies with more than 5"" employees are covered by retirement plans, according to the employee benefits esearch institute. d. +ime 5off related #enefits %Holiday pay %Jacation %-eave of absence e. Health and insurance related #enefits '. Health benefits )ost containment method Cmployee co%payment Cmployee payment of deductible ;ellness program 2roviding more information /. .on% 1edical insurance benefits
f. .inancial7 Social and Recreational Benefits' .on financial benefits +tock benefits C+>2 Cducational benefits
hapter !
-nstitutional Background of SM
!.1 SM At a glance +1) is regarded as the largest privately%managed not%for%profit organisation in the world for a single country. #he )ompany is registered under the )ompanies 'ct, 5K56 in /angladesh and is governed by a voluntary /oard of ,irectors.+ocial marketing in /angladesh was initiated to challenge the rapid population growth by marketing contraceptive products widely accessible at a price affordable to the general population and bring about behavioural change through e&tensive mass promotion +1) is now regarded as a significant contributor to the reproductive and child health services in /angladesh by complementing the public sector distribution with private sector social marketing model. In !"55, +1) provided 6.7K million )ouple Lears of 2rotection ()L2) through offering three modern methods M oral pills, condoms and in3ectables. 's /,H+ shows, 68 per cent of the modern contraceptive users reported that they use +1) brands. #he new ;H> formula%based packaged oral rehydration salt brand marketed by +1) called > +aline%. was introduced in !""7.;ith the ob3ective of becoming self%sufficient and receiving uninterrupted supply of > +aline%., +1)?s factory began its operation in 'ugust !""7 at /haluka, 1ymensingh. )urrently, the annual production capacity of the factory is !5" million sachets. +1) is one of the pioneers of social and market research in /angladesh. Cvery year, +1) sponsors and conducts a number of research studies to gather empirical data and necessary information in developing and evaluating its various pro3ects and activities. In 5KK", the (amily 2lanning and +ocial 1arketing 2ro3ect transformed into a not%for%profit private (-td.) company, which gave it a more comprehensive legal framework for operational fle&ibility. #he )ompany is now governed by a voluntary /oard of ,irectors. #he /oard of ,irectors consist of eminent personalities with private and public sector e&pertise in different fields.
!.2 SM ?s >ision +ocial 1arketing )ompany (+1)), /angladesh is dedicated to providing opportunities for better family health for the people of our country by addressing issues of social priority. +1)?s Jision to be the international model for sustainable social marketing built on the principles of cross subsidy using surplus funds from company?s business operations to support an e&panded portfolio of program activities designed to achieve social good. !.! SM ?s Mission +1)?s 1ission is to improve the health and well being of women, childer and families by increasing demand for an e&panding access to products and services in family planning, health, nutrition and other socially beneficial areas in partnership with the private sector, government and the donors. SMC aims to become a more results oriented organization with a more efficient management structure, more open communication channels at all levels, sounder financial management and planning capabilities, and a satisfying work environment for all its staff capabilities, and a satisfying work environment for all its staff. !.& Product +1) social markets a variety of oral pill brands ()ombination 6, .oret% !N, (emicon, 1inicon and (emipil)0 and condoms ( 'E', HC >, 2anther, +ensation, and *=1C)0 and clinical (In3ectable @+>1'%EC)#A) contraceptives. #he ;H> formula%based packaged oral rehydration salt brand marketed by +1) called > +aline%. was introduced in !""7. #o provide choices to the consumers and to encourage children who are unwilling to take > +, +1) introduced /.(%flavoured > + brand O> +aline (ruity? in 'ugust !""6. In 1ay !""N, +1) introduced a micronutrient powder in the brand name of @1oni1i&A to address childhood Iron ,eficiency 'nemia (I,'). It also started marketing Pinc dispersible tablets in +eptember !""N to reduce the severity of diarrhoea in children under 8. 's part of its maternal and neonatal health
programme, +1) launched +afe ,elivery Iit branded as @+afety IitA in !""N to ensure clean child delivery at household level. Product History Hormonals' "ral ontracepti%e Pill 1aya >vacon .or$uest .ordette%!N (emicon 1inicon (emipil 1inicon )ombination 6 .oret%!N Hormonals' -n$ecta#le +>1'%EC)# ondoms' 1a3estic a3a 2anther +ensation *=1C HC > Pre5packaged "RS' > +aline > +aline%. > +aline (ruity 5KN6 % !""7 !""7 !""6 5KN8 % 5KNK 5K:8 5KN6 5KK! !""8 !""9 5KKK% 5K:8 % 5KK8 5KN" % 5KK9 5KK" % 5KK8 5KK8%!"55 5KK9% !""" % !""N !""N% !"5"% !"55% !"55%
Micronutrition Products' 1oni1i& +1) Pinc Maternal Health Product' +afety Iit !""N% !""N% !""N%
!.) SM ?s Program +ocial (ranchising % /lue +tar program Health )ommunication 2rogram +pecial (amily 2lanning )ampaign 2rogram in +ylhet and )hittagong%Q+hukh 2akhiQ #uberculosis (#/) )ontrol 2rogram 1aternal and .eonatal Health 2rogram (Eatone aton) HIJH'I,+ 2revention 2rogramme % 1odhumita !.0Ma$or Research Pro$ects @2AA2 5 2A1AB +1) is one of the pioneers of social and market research in /angladesh. Cvery year +1) sponsors and conducts a number of research studies to gather empirical data, necessary information and insights in developing and evaluating its various pro3ects and social marketing efforts. #he following are some of the studies +1) conducted during the years !""! % !"5"< Syndicated Retail Store Audit for "ral ontracepti%e @" PB7 ondom and "RS @ ontinuous Sur%ey54anuary to (ecem#er 2A1AB' #he overall ob3ective of the +yndicated etail +tore 'udit ( +') was to estimate the market size and share of brands in three ma3or categories M >)2, )ondom and > +.
Pre *aunch Study "n 3ater Purifying +a#lets @May 2A1AB'#he overall ob3ective of the study was to assess acceptability and adherence of water purifying tablets, and get insights on willingness to use, willingness to pay and suggested distribution channels of products. CAPP Study "n (rinking 3ater Purifying +a#lets @4une 2A1AB' #he overall ob3ective of the study was to assess the current status of Inowledge, 'ttitude, 2erception and 2ractice on drinking water and water purification tablets of the people of /angladesh. .ollow5/p CAPP Study "f +he Ser%ice Pro%iders 3ho Recei%ed +raining /nder SM +B Programme @August 2A1AB' #he ob3ective of the study was to conduct a follow%up I'22 among the /lue star and non /lue +tar service providers to assess the output of the training they received on #/ from +1). 2%aluation of the Health Pro%iders? +raining Programme @HP+PB of Social Marketing ompany @(ecem#er 2AADB' #he overall ob3ective of the study is to assess the effectiveness of this training programme and observe whether the programme is conducted as per guideline and get feedback for its further improvement. Study on A%aila#ility of SM Products @9o%em#er 2AADB' #he product availability and market penetration study is a statutory research for +1) to see the product availability and penetration status of +1) as well as the competitors? products which will help +1) sales and marketing team to find out the areas of improvement to intensity the sales coverage and product distribution. 8uick and lean Study to get .eed#ack of the Audience in the -nteracti%e +heatre on -(A and MoniMi6 @August 2AADB' #he overall ob3ective of this in%house study was to assess the feedback of the audience about the campaign and retention level of the messages which are being provided through this theatre. Post *aunch Study on Micronutrient Powder EMoniMi6F @August 2AADB' #he overall ob3ective of the study was find out the level of current knowledge, attitude and practice of the caregiver and parents of under five children of /angladesh on 1oni1i&. #his study will help +1) to get initial feedback on this newly launched product and potential areas of improvement of its marketing approaches.
onsumers? Satisfaction Study on "ral ontracepti%e Pills @August 2AADB' #he purpose of this study was to identify the level of satisfaction of the consumers on different >ral )ontraceptive brands of +1) and others. #his study will also identify the perception on >)2 brands as well as their perceived attribute regarding the products. Pre5*aunch Study on 9ew " P Brand of SM @4uly 2AA;B' #he prime ob3ective of the study is to gather perception from the current users and potential users of >)2 regarding proposed new >)2 @(emipilA for developing its marketing and promotional strategy. ondom /se for (isease Pre%ention @.e#ruary 2AA;B' >verall ob3ective of the study is to gather insight on the condom usage or non%usage by reason and to determine use status specially relating to the disease prevention. CAPP Study on (iarrhoea Management G +reatment among /nder) hildren and others in Bangladesh @.e#ruary 2AA;B' #he ob3ective of the study was to understand the levels of knowledge, attitude, perception and practice concerning diarrhoeal management, which would assist +1) in developing its communication and marketing strategies. Study on Health and Hygiene Practice Among the School :oing hildren in Bangladesh @4anuary 2AA;B' #he prime ob3ective of the study is to assess the health and hygiene practices among the adolescent children who are going to the secondary schools that are mostly situated in the rural areas of /angladesh. Study in Mo#ile .ilm Programme @9o%em#er 2AA1B< #he study was conducted to gather the viewer?s profile of 1(2 as well as its impact on them and get their feedback for further improvement of its operation. CAPP Study on "ral ontracepti%e Pills @" PB Among M3RA @Septem#er 2AA1B< #he prime ob3ective of the study was to know the knowledge, attitude, perception and practice of 1; ' thoroughly and to e&plore whether there is any gapHissues in the knowledge, attitude and practice relating to >)2, which need to be addressed for the benefit of the programme. A%aila#ility and Market Penetration Study7 2AA1 @4uly 2AA1B' #he prime ob3ective of the study is to assess the product availability and market penetration status of +1) as well as competitors' products (>)2, )ondom and > +) all over the country.
urrent .P Practice of Past /sers of Ra$a ondom7 and post *aunch Sur%ey on Hero ondom @4une 2AA1B' #he ob3ective of this study was to understand the current contraceptive and disease prevention practice of the pastHlapsed users of a3a, and to find out whether the absence of a3a in the retail market has affected (in any way) the use of condom amongst the poorer segments of the population and also was to assess the current market situation of @HeroA condom, and to gauge the initial response of the consumers and retailers concerning this new the brandHproduct. Accepta#ility and Adherence +est of Hinc +a#let Among Ioung hildren @(ecem#er 2AA0B< #he overall ob3ective of the study was to assess the acceptability of !" mg dispersible zinc tablets among children under five years of age with an active case of diarrhoea and compliance uses. "RS /sage Study @"cto#er 2AA0B' #he ob3ective of the study was to understand the perceptions of the current and potential consumers of +1) vis%R%vis key competition brands, and their usage, with a view to providing +1) with inputs for further development of its marketing and communication strategies as well as other brand building activities. 2%aluation of Blue Star Program' #he overall ob3ective of the study is to asses /lue +tar 2rogram. #his study helped to get insights on strength and weakness of the program and how to improve it further, compare with non% /+ provider and also to identify the profile of /lue +tar = .on%/lue +tar providers. Syndicated Retail Store Audit for "ral ontracepti%e @" PB7 ondom and "RS @ ontinuous Sur%ey54anuary to (ecem#er 2AA0B' +1) subscribes this syndicated retail audit, conducted by ').ielsen. #he retail audit provides nationally representative data regarding consumer off%take, retail markets shares, stock purchases by outlets and inventory of mentioned products on a monthly basis. Pre5test Study of Ba#y Mi6 @4une 2AA0B' #he key research ob3ective of the study was to understand to know consumer perception of infant nutrition and the role of iron, reactions to the product concept of a nutritional supplement for infants, appeal of the brand name M@/aby 1i&A and impact of the proposed packaging M most preferred option.
Study on Market Analysis of Social .ranchising' SM ?s Blue Star 9etwork in Bangladesh @March 2AA0B' #he /road ob3ective of the study was to determine how to fine tune the program, e&pand coverage and grow market share and to e&amine how to improve the financial sustainability of the program by identifying new product and service areas and assessing what providers are willing to pay for a variety of service packages supported by +1). -n5house Report on Pre5*aunch Study of Sprinkles @(ecem#er 2AA)B' #he overall ob3ective of the study is to gather information for developing 1arketing +trategies for @1icronutrient +prinkles.A Study on "ral ontracepti%e Pill @" PB onsumers and Retailers @4uly 2AA)B' #he broad ob3ective of the study was to uncovered data that would in providing +1) with clear understanding about the position, perception and awareness of all stakeholders ()ustomers, non%users and retailers) who were relevant to the >)2 market. Pre5*aunch Market Sur%ey of Micronutrient (rinks@4uly 2AA)B' #he prime ob3ective of the study is to gather information for developing marketing strategies for 1icronutrient ,rinks and also have an understanding most liked flavoured and taste of the product. -mpact study of H->=A-(S Pre%ention ampaign among the target Audience in the High5risk Areas@August 2AA)B' #he 2rime ob3ective of the study is to assess the impact of HIJH'I,+ 2revention )ampaign among the target 'udience in the High%risk 'reas. Post +est of the H->=A-(S Mass Media ampaign 2lements Prepared for the Primary +arget :roup @"cto#er 2AA)B' #he >b3ective of the post test of the HIJH'I,+ 1ass 1edia )ampaign Clements was to evaluate the elements of the HIJH'I,+ mass media campaign prepared for the primary target group in order to plan and design future communications campaign for them. Post *aunch Sur%ey on "RSaline .ruity @"cto#er 2AA&B' #he overall ob3ective of the study is to assess the current market situation of > +aline (ruity after launching it in !""6. 8ualitati%e Study to -dentify the Barriers of -n$ecta#le /ses among Higher -ncome Segments @May 2AA&B' #he overall ob3ective of the study is to determine I'2 of the potential In3ectable users among the higher income
group in order to reposition +>1'%EC)# brand among them. 2ffects of Price -ncrease of Ra$a ondom on RetailersJ and StockistsJ Buying and Selling Beha%iour @.e#ruary 2AA&B' #he key ob3ective of the study was to assess the impact of the price increase on demand and availability in both retail and stockiest level of a3a )ondom. Audience .eed#ack on inema Spot Prepared for S+(=A-(S ampaign @4anuary 2AA&B' #he prime ob3ective of the study collected audience feedback on )inema spot prepared for +#,H'I,+ )ampaign and was to measure their comprehension of the messages and visuals and to ascertain whether the messages, visuals and materials are acceptable and have credibility among the target audience. -n5house Pre5test for 9ew Pack design of Panther @9o%em#er 2AA!B' #he main ob3ect of the pre%test e&ercise is to get the choice among the designs and to know the opinion of the respondents on new pack design for 2anther. Market Penetration Study @August 2AA!B' #he 1ain ob3ective of this study was to assess the availability and penetration of +1)?s as well as its competitors? brands of >ral 2ills, )ondom and >ral ehydration +alts (> +) in the pharmacy and non%pharmacy outlets. Rapid Assessment of the Market Situation of Ra$a after the Price -ncrease' #he prime ob3ective of the study collected information on the stockist as well as retailers opinion about the market situation of a3a after the price increase. Pre5testing of inema Spot=+> =B+* Material for S+-Js=H->=A-(S 5Phase @4une 2AA!B' In general the ob3ective of the pre%testing study conducted was to measure their comprehension of the messages and visuals and to ascertain whether the messages, visuals and materials are acceptable and have credibility among the target audience. Study on .la%oured "RSaline @March 2AA!B' #he overall ob3ective of the study to select the most preferred >range and 1ango options in terms of both taste as well as flavour, out of the different option of each as a rehydration drink both for the severe diarrhoea market especially for children as well as for the general rehydration needs of the adult population. 2%aluation of the Blue Star Programme @April 2AA!B' #he 2urpose of the study was to know the effectiveness of the /lue +tar programme0 to identify
the profile of the /+ providers, to determine program impact on I'2 of the /+ 2roviders and to assess the views of the customers about the program. 9ational Media Study @March 2AA!B' #he ob3ectives of the study were to set information on e&posure of various target populations of /angladesh to various types of media like television, radio, cinema and print. !.1SM *":-S+- and (-S+R-B/+-"9'
hapter &
Human Resource Management practice in SM
&.1Management of the ompany?s "peration #he /oard of ,irectors is the highest decision making body of the company. It makes ma3or policy decisions and sets guidelines for the overall management of the company. #he )hairman is an C&%officio 1ember of the /oard as well as its 1ember +ecretary. #he )hairman is the )hief C&ecutive >fficer of the company who is responsible to the /oard for the effective and efficient running of the overall operation of the organization. #he )hairman is assisted in this by the )ompany?s functional managers who are the ,ivision Heads and their respective Heads of ,epartments. 'uthority and responsibility are delegated throughout the organization enabling the senior management to focus on strategic issues by empowering their subordinates to manage routine day%to%day operations. 'ccountability for delegation and communication is re$uired of management positions at all levels of the organization. #he varying structure of this delegation of authority is described in this 'dministrative 1anualH +ervice ules. #he employees of the company are broadly classified as 1anagers and >fficers. #he 1anagement respects the input of all its employees who are encouraged e&press their views on organizational policies and operations. &.2 Board of (irectors #he current /oard of ,irectors are as follows< 1r. Ealaluddin 'hmed M ()hairperson of +1) /oard of ,irectors) 1r. 1uhammed 'li% ,irector 1r. 1d. +iddi$ue *llah % ,irector 1rs. .iloufer 1anzur % ,irector 1rs. okeya Fuader % ,irector 1rs. +. . Dhuznavi% ,irector
&.! 9ame of ompany Mem#ers 1r. Ealaluddin 'hmed M ()hairperson of +1) /oard of ,irectors) 1r. ) 1 1urshed 1rs. -aila ahman Iabir 1r. 1uhammed 'li 1r. 1d. +iddi$ue *llah 1rs. .iloufer 1anzur 1rs. +imeen 1ahmud 1rs. okeya Fuader 1rs. +. . Dhuznavi &.&"rgani,ation Structure +1)?s ob3ectives of programmatic and financial sustainability re$uired that it function effectively as a not%for%profit private (-td.) company. >rganizational structure is relatively flat and informal to enable the managers to $uickly react to perceived opportunities. +1)?s organizational structure reflects the following principles0 'uthority and responsibility is delegated throughout the organization. #he structural location of a work unit is determined by its primary function and its relationship with other units. Cmployees at each level are assigned responsibilities and accountabilities within specified 3obs through their respective 3obs description. >rganizational structure is organized around +CJC. divisions% 'ccounts = (inance ,epartment 'dministration and H 1 ,epartment 1arketing = +ales ,epartment )redit ealization = )ustomer )are ,epartment 2urchase = 2rocurement ,epartment -egal ,epartment 2lanning, esearch = ,evolvement
+he Accounts G .inance (epartment consists of and 'ccounts = (inance ,epartment. ' )hief (inance >ffice (()>) who reports to the )hairmanH 1anaging ,irectorH Heads of the division. +he Administration and HRM (epartment consists of two department% 'dministration and Human esource 1anagement. ' ,epartment HeadH Deneral 1anager, 'dministration who reports to the )hairmanH 1anaging ,irectorH Heads of the department. +he Marketing G Sales (epartment consists of an area key strategic marketing functions organized and sales organization. ' ,epartment HeadH Deneral 1anager, 1arketing = +ales who reports to the )hairmanH 1anaging ,irectorH Heads of the ,epartment. +he redit Reali,ation G ustomer are (epartment consists of an area of )redit ealization and )ustomer )are. ' ,epartment HeadH Deneral 1anager, )redit ealization = )ustomer )are ,ivision who reports to the )hairmanH 1anaging ,irectorH Heads of the department. +he Purchase G Procure (epartment consists of and 2urchase = 2rocure ,epartment. ' ,epartment HeadHDeneral 1anager, 2urchase and 2rocure ,epartment who reports to the )hairmanH1anaging ,irectorH Heads of the department. +he *egal (epartment consists of and -egal ,epartment. ' ,epartment HeadH Deneral 1anager, -egal ,epartment who reports to the )hairmanH 1anaging ,irectorH Heads of the department. &.) Human Resource Management in SM +1) established itself as a leading non profit organization in /angladesh. It is continuing in accordance with the re$uirement of employment of labor standing orders act, 5K98 and approved disciplinary procedures of the company. It is the duty of every employee to observe the following rules and to behave at all times in a reasonable way.
#he recruitment, promotion, development and retention practices in +1) are based primarily on merit, potential and performance and on diversity that reflects, across the work force to achieve the mission. 2olicies and practices are stated clearly and in writing and made available to all employees. +1) is committed to providing H policies in line with the change environment and need of the organization. In the +1) H 1 service uler book and their 1anual, all aspects of H 1 (unctions are described which includes Cmployment, ecruitment and selection, service and Cfficiency rules, condition of employment. 2romotion policy, -eave policy, emuneration and /enefit, 2erformance management system and appraisal, ,isciplinary procedures and others benefits. +ince this thesis only covers some practices of Human esource 1anagement of +1), below only the rules and procedures regarding ecruitment, #raining, 2romotion, -eave policy, emuneration and /enefit and performance appraisal are discussed in detail. &.0 2mployment Policy #he goal of the Human esources policies of +1) is to have best possible staff and to retain them through continuous development. #he organization recognizes the policy of e$ual employment opportunity for its employees who have the potential to enhance and utilize their skills and knowledge. +1) fully support the philosophy and belief of non%discrimination in employment. &.1 +ypes of 2mployee Recruitment Policy #here are two types recruitment polices conduct in +1). -nternal Recruitment5 is a recruitment which takes place within the concern or organization. Internal sources of recruitment are readily available to an organization. Internal sources are primarily three M a. #ransfers b. 2romotions (through Internal Eob 2ostings c. e%employment of e&%employees
26ternal Recruitment5 C&ternal sources of recruitment have to be solicited from outside the organization. C&ternal sources are e&ternal to a concern. #he e&ternal sources of recruitment include% a. Cmployment at factory gate, b. 'dvertisements, c. Cmployment e&changes, d. Cmployment agencies, e. Cducational institutes, f. -abor contractors, g. ecommendations etc. &.; *ASS-.-A A+-"9 ". 2MP*"I22S #he company employs the following three types of employees< i. 2ermanent employee< ' person who has permanent employed against a permanent position and has satisfactory completed the re$uired period of probation (bellow, section II.6) and has been employed against a permanent position. ' @permanent positionA is one that is not time bound and is likely to continue for as long as the company re$uires its function. #he continued employment of a @permanentA employee is sub3ect to annual review of (5) the company?s continuing need for the position, and (!) its incumbent?s performance. In addition, a @permanentA employee may be separated at any time without assigning any reason with 6" days salary (ref< section II.9.iii). ii. #emporary Cmployee< a person who has been employed for work that is essentially of a temporary nature. ' @temporaryA position is on that is likely to continue for a specific period. ' temporary employee shall no be employed for more than two years under a single contract. #he duration to la single contractual employment in +1) shall not be more than two years. ' temporary employee after completing a contract, may be given a new ! year contract based on (5) . #he company?s further need for the position?s function0 and (!).
iii.
iv.
,emonstrated good performance of the incumbent. )asual employees< a person who is employed on a day to day basis and paid a fi&ed daily wages as determined by the 1anagement from time to time. ' part time employee is a temporary employee who is appointed to work for a specified number of hours that is less than normal working hours as determined by the company from time to time
&.D Pro#ationary 2mployment i. 'll persons appointed against a permanent position are re$uired to serve a period of probation. Internal promotion is not sub3ect to probation. ii. #he period of probation shall be 9 to 5! months in accordance with the grade of the position as follows for all new recruitment< Position ,ivision Head HeadHmanagerHe&ecutiveH officer -nitial Pro#ation Period 9 months 9 months Ma6imum 26tension Period 9 1onths 9 months
iii. ;hen an employee completes hisHher probation an evaluation report on himHher will be sought by the human esources ,epartment from the +upervision or the employee. iv. If the supervisor does not consider the employee fit for confirmation, heHshe can recommend either (5) that the probationary employee?s appointment be terminated ,or (!)that the probationary period be e&tended for an addition 6 to 9 months depending on the position?s grade. v. #he employee is confirmed in services only after the +upervisor reports in writing hisHher satisfaction with the performance during the
probationary period. vi. ' new employee ,upon confirmation, is entitled to be a 1ember of the )ontributory 2rovident (und, and to other benefits reserved for confirmed staff only(ref< +ection IJ.6) vii. .o salary ad3ustment will be made at the time of confirmation. However, the confirmed employee shall be eligible for an annual increment if heHshe has served at last si& months following confirmation during the last evaluation period. (ref< +ection IJ .!(b)iv) &.1A +ransfer #his policy will be applicable to all permanent management staff (officer and above) of the company. #ransfer from one base to another base will be covered under this policy. However, employee hired for a specific location (i.e. first posting in the regionalHarea office or territories after 3oining) will not be entitled for any transfer e&penses. &.1A.1 +ransfer 26pense #he company will bear the following e&penses in connection with transfer. A . Relocation 26penses 'll reasonable e&penses incurred in transporting household fi&tures, furniture, utensils etc. will be born by the company as per below entitlement.
B. Settling 26pense' +ettling in allowance is applicable as per below entitlements. #his allowance is given as one time payment.
(. Hotel accommodation and meal' Cmployees are advised to organize accommodation in the new base at the earliest. However, employee may stay in the hotel for the ma&imum period of 8 (five) days sub3ect to the non%availability of rented house. Cmployee?s spouse and children are also eligible for re$uired hotel accommodation. )laims must be supported by voucher. 1a&imum 8 (five) days food e&penses (breakfast, lunch, dinner) will be born by the company. Cmployee?s spouse will also get the same allowance to cover the food related e&pense. 'lso 8"S of the allowance will be applicable for each child of the employee upto ma&imum two children. 2. +ra%el 26pense #ravel e&pense for going to the base of posting will be reimbursed at actual. In this case the employee will avail mode of transport in line with hisHher entitlement. )ompany will also born the travel e&penses of the employee?s family members i.e. wife, child (ma&imum two). &.11 Promotion 2romotion is an upward advancement to a position in the ne&t higher grade with same or additional responsibilities. i. In general, an employee shall be for promotion if heHshe has a satisfactory service record and consistent good performance scores in the annual appraisal, and has worked in hisHher present position for at least 8 (five) years. ii. 'n employee with an outstanding service record and performance score in the annual appraisal will be eligible for fast tract promotion, which does not re$uire a minimum time in position or grade. iii. #he promotion of all employees below the level of manager will be reviewed and recommended by a committee formed by the @head of human resources G legal mattersB and appointed by the managing director. #he committee?s recommendation re$uires final approval of
the managing director to take effect. iv.#he promotion of head of the department H managers must be recommended by the division head and approved of the managing director. v. In general, promotion cases will be considered after the completion of the annual performance evaluation and will be effective from the date mentioned in the promotion letter. 'n e&ception to this annual timing can be made if re$uired to further the ob3ectives to the company. vi. 2romotion to a position shall entail placement at the ne&t higher step over currently drawn salary and then fi&ed in the suitable step in the recommended salary grades. vii.'ll promotions shall be made on the basis of merit of each case and no employee shall have a claim to be promoted to any particular post or grades. &.12 Separation i. Retirement' 'n employee shall retire from the service of the company on completion of 9" (si&ty) years of age. In an e&ceptional case, however, heHshe may be employed afresh for a period not e&ceeding two years from the date of retirement on contractual basis, and company?s policy on contractual employment will apply. +uch a contract will be awarded only once. ii. Resignation from ser%ice' 'n employee leaving the service of the company is re$uired to give 6" days notice or surrender 6" days salary in lieu to the company. iii. +ermination of ser%ice' #he service of any permanent employee may be terminated without assigning any reason within 6" days salary in lieu of notice.
i%. (ischarge from ser%ice' 'n employee found unfit for service because of physical or mental incapacity, or of continued ill health, or because of gross misconduct may be discharged at any time. %. (ismissal from ser%ice' #he service of any employee may be dismissed by +1) for misconduct. ( ef< section III.5.) %i. 26it inter%iew' #hough not mandatory, all outgoing employees shall normally be re$uested to sumit to an e&it interview. #he head of human resource = legal matters shall conduct the meeting at a mutually convenient time. %ii.Separation #enefit' #he employee on separation is entitled to the following benefits< a) Dratuity b) )ontributory provident fund c) Cncashment of annual leave if due #he employee is entitled to no other termination benefit unless e&ceptionally authorized by the board of directors. &.1! ompensation Policy +1) maintains a compensation package that, within the limits of its financial resources, can attract and retain persons with the $ualifications and e&pertise best suited to the re$uirements of the 3ob, as well as to the organization as a whole. #he basic compensation package consists of< i. +alary (basic salary, hours rent, medical allowance, and conveyance allowance where applicable)H wages ii. Cmployees? provident fund iii. Hospitalization = Droup Insurance /enefits iv. Dratuity scheme v. (estival bonus
vi. 'nnual leave encashment #he productivity%based supplements to the basic compensation package include< i. 2erformance incentive for sales support staff ii. +ales incentive for direct sales staff &.1!.A. Salary i. :rades G p11ositions' #he salary grades of the company fall in three categories as such< 5. 1anagement Drade < 1 %5 to 1%K a. 1anager?s Drade < 1%5 to 1%8 b. >fficer?s Drade <1%9 to 1%K #he positions associated with these grades are as follows< MA9A:2R P"S-+-"9S (i%ision head Head of department (senior sales manager) 1anager Sales manager "..- 2R P"S-+-"9S +enior e&ecutive e&ecutive C&ecutive +enior officer officer *" A+-"9 Had office Head office Sales office Head office 'rea office *" A+-"9S SA*ARI :RA(2S 19 1: 1N 1K Harea Head office H area office @ @ @ SA*ARI :RA(2S 1 5H1! 17 TH16H1! 18H 17 H 16 16 M17
T >nly under e&ceptional circumstances. ii.Salary :rade Scales' i. Cach grade is associated with a salary scale consisting of !" steps that range from the minimum to the ma&imum salary for the grade. ii. .ew recruits with no e&perience shall be placed in the first step
to the appropriate Drade +cale. iii. .ew recruits may be placed above the first step of the appropriate Drade +cale based on hisHher academic $ualification, skills, and level of e&perience upon approval by the 1anaging ,irector. iv. 'll salaried employees are entitled to an annual increment of one %step within their salary grade level after serving no less than si& months following their confirmation in service. v. ;hen an employee?s salary reaches the end of the scale in the salary grade level heHshe is working hisHher salary will not increase further. In the event that the company pay scale is revised or the employee is either promoted or upgraded, the employee?s salary will be re%fi&ed as appropriate. &.1!. B 2mployees? pro%ident fund 'll the confirmed employees of +1) are entitled to become a member of 2rovident (und. Cvery month 5"S of the basic salary of an employee is contributed to the fund along with the same amount from the company?s account. .et income of the fund each year as on 65st of ,ecember is ascertained and interest is credited to the members? account at a rate determined by the trustees. 'ny member, who has not completed three (6) years of continuous service, will not be entitled to get any portion of company?s contribution.
ompleted years of continuous 2mployee ser%ice ontri#ution *ess than & years #ut not less than .ull ! years *ess than ) years #ut not less than .ull & years ) years .ull
ompany ontri#ution )AK of contri#ution 1)K of ontri#ution .ull company company
4.13.C Hospitalization & Group Insurance Benefits: Hospitalization Benefits: Benefits Su# :roup 1 @ hief=(irector=:MB Su# :roup 2 Su# @(:M=ManagerB :roup ! @(M L "fficerB /,# N",""" /,# 9",""" Su# :roup & @:eneral StaffB /,# 78,"""
1a&imum Hospitalization /,# 58",""" /enefit per insured per disability ('U/)
(' )oom /oard
= /,# 9",""" total limit per ,isability
/,# 6","""
/,# !7,"""
/,# !","""
oom = /oard ,aily /,# !,8"" -imit
/,# 5,8""
/,# 5,58"
/,# 5,"""
,aily Intensive )are *nit 57 ,ays (I)*) .o of ,ays -imit per disability
57 ,ays
57 ,ays
57 ,ays
(/) >ther /,# K",""" Hospitalization C&pensesH+ervices #otal -imit per ,isability (includes +urgeries, 1edicine, Cnesthesia, ,octor Jisit etc. during Hospitalization)
/,# 8","""
/,# 69,"""
/,# !8,"""
:roup -nsurance /enefits (same for all level) /asic V 69 W VVVVVVV (ma&imum limit is /,# !,5"",""") (or 'ccidental ,eath< /,# 7,!"",""" &.1!.( :ratuity Scheme Dratuity is provided to all permanent employees on basic pay. It will be admissible to an employee, who has rendered continuous services to the company for a period of seven (:) years and more and 5 month basic pay is given for each year of services. )ompleted year of service for this purpose means twelve (5!) months of continuous service. &.1!.2 .esti%al Bonus i. 'll employees shall be entitled to two festival bonuses, one prior to Cid% ul%(itr and one prior to Cid%ul%'zha. Cach bonus will be e$uivalent to two month?s current basic salary of the employee. ii. #o be eligible for the bonus an employee must work in the )ompany for at least si& months or must be confirmed in hisHher services of the )ompany, whichever comes first. iii. )asual and part%time employees are not eligible for festival bonus.
iv. 'n employee who voluntarily leaves the )ompany is not entitled to a festival bonus that may be due immediately after hisHher separation. v. 'n employee who is not in service of the )ompany at the time of Cid% ul%(itrHCid%ul%'zha will not be entitled to festival bonus. &.1!.. Annual *ea%e 2ncashment #he )ompany shall allow its employees to en%cash unavailed leave from their annual leave entitlements as follows< i. Cmployees with less than three years of service with the company can en%cash unavailed annual leave up to a ma&imum of N days every year during their service with the company. ii. Cmployees having three or more years of service with the company can en%cash unavailed annual leave up to a ma&imum of 5" days every year during their service with the company. iii. #he rate of payment will be based on the last drawn basic salary of the employee. &.1& 2mployee *ea%e Policy #he employees of +1) are entitled to the following types of leave< Annual *ea%e Cmployees are entitled to !8 days annual leave in a year. Medical *ea%e5 'bsence cause due to the personal illness or in3ury is ad3usted from an employee?s 1edical -eave Cntitlement. Maternity *ea%e5 (emale employees are entitled to avail maternity leave as per the following guidelines< o 'll female employees are entitled to avail K" (ninety) days of maternity leave with full pay. *nder special circumstance, leave may be e&tended (without pay) on re$uest with the support of the supervisor and approved by the department head. o 1aternity will be granted only twice during the entire period of service of an employee. .ecessary supporting papers must be provided in this regard. Paternity *ea%e5 1ale employees are entitled to avail paternity leave as per following guidelines<
o 'll male employees are entitled to avail 6 (three) days of paternity leave per child. o 2aternity will be granted only twice during the entire period of service of a male employee. o 2aternity leave days may be avail before or after child delivery or in combination of days before and after delivery. Berea%ement *ea%e5 In the event of the demise of employee?s spouse, child, parent, an employee may be granted /ereavement -eave upto a ma&imum ) (five) days in a year. &.1) Performance incenti%e Performance -ncenti%e #he individual performance incentive recognizes an employee?s e&traordinary contribution to increasing the company?s productivity and effectiveness in pursuit of its ob3ectives. It is intended to encourage and reward individual performance that CV)CC,+ #HC 2C (> 1'.)C +#'' ,+ .> 1'--L CV2C)#C, of the employee. #he performance standards that must be e&ceeded are< Individual% those standards incorporated in the employee?s 3ob description, and specific goals. )ollective M the attainment of the total cost recovery for the company as a whole and for specific field offices. 1. 2ligi#ility 'ny employee whose overall performance for the year is rated as @very good or aboveA in the annual performance review is eligible for the @individualA component of the performance incentive. 'ny head office or sales area based support staff whose overall performance for the year is rated as @fully satisfactory @in the annual performance review is eligible for the @collectiveA cost recovery component of the performance incentive. #his includes employees who were in their probationary period during part of the year. (or all direct sales staff, performance incentives will be earned on the basis of the sales incentive scheme proposed in the annual marketing plan and approved by the board.
#hese staff will not be eligible for the national or area based @collectiveA total cost recovery component of the performance incentive. 2. .i6ing the si,e of the performance incenti%e i. Cach year?s annual performance incentive is allocated from that year?s increased sales revenues over the total sales revenues for the previous year. 'ccordingly, the total amount available for the annual bonus is not fi&ed, but will vary according to the company?s sales performance during the year. #his will be approved by the board of director from time to time. ii. /efore the start of each fiscal year, the managing director and the di%ision head will determine the total amount available for the year?s annual achievement incentives based on the year?s pro3ected increase in sales revenues over that of the previous year. #he total amount will reflect a prudent balance between the company?s needs to reward employees whose performance e&ceeds e&pectations, and to meet its corporate financial ob3ectives. #he total amount to be allocated to the annual performance incentive is sub3ect to the approval of the board of directors. It will be submitted to the board as an element of the budget submission for the upcoming fiscal year. iii.#he managing director, in consultation with the di%ision head will allocate the incentive money among the divisions. iv. (or head office and area office based support staff (other than senior sales managerHsales managerH'C and sales driver), the potential ma&imum incentive amount for each individual employee will be fi&ed at the average of two months FY2002 gross salary of the employees category. #his fi&ed incentive amount may be reviewed at intervals of every two years, e.g. !""7, (L!""9, (L!""N, etc. any future increase in the incentive amount would be a percentage increase of this initial(i.e. (L""!%based) fi&ed amount. v. (or direct sales staff, (sales officers and sales promotion officer) the amount of the incentive will be fi&ed and proposed for approval by the board. #his fi&ed incentive amount may be reviewed at intervals of every two years, e.g. !""7, (L!""9, (L!""N, etc. any future increase in the incentive amount would be a percentage increase of this initial fi&ed
amount (see below, section b. iv). vi.(or senior +1H+1, 'Cs and )ompany +ales ,river, the incentive amount will be a fi&ed amount calculated on the basis of a fi&ed percentage of the amount for +>s and +2>s (described later) and approved by the board. #heir incentive amount (this fi&ed percentage figure) in future will change with the increase in the amounts for the +>s and +2>s. vii.2erformance Incentives on individual component for Head >ffice +taff will be withdrawn if the total sales revenues earned falls below K"S of the annual target. (or field staff (other than direct sales staff but including +r. +1H+1, 'Cs), the individual incentives will be withdrawn if the sales revenues falls below K"S of the annual target, individual amounts on performance will be proportionately ad3usted downwards. !. +ypes of Performance -ncenti%e Award #here are two types of 2erformance Incentive 'ward +cheme< i. Sales Support Performance Incentive (Head >ffice staff, and +ales >ffice%based +taff)0 ii. +ales Incentive for all direct sales staff. ' Performance Incentive Committee administers the award of individual performance incentives. #he )ommittee consists of five members nominated by the Division Head and appointed by the 1anaging ,irector to two% year terms. #he Head of Human Resources & Legal Matters serves as the )ommittee?s +ecretary. #he man functions of the 2erformance Incentive )ommittee are0 i. #o review the individual performance incentive recommendations submitted by the Head of Human Resources G *egal Matters @ref< +ection JI.(c) iii%v) 0 ii. #o review individual performance targets mutually agreed to by the employee and hisHher supervisor to ensure that the threshold for @outstandingA performance truly e&ceeds the normal e&pectations for the position< iii. #o review the distribution on performance appraisal scores to identify patterns of bias (too high or too low) in the ratings of supervisors.
Administration of the performance incenti%e award for head office and sales office5#ased support staff #he performance incentive for sales support employees is intended to encourage and reward high performance !"#$ %& !$Y"%& '("S$) %"*+ ,,Y $-P$C'$& in an employee?s specific area of work. 'n employee whose overall performance for the year is less than completely satisfactory s not eligible for a sales support performance incentive award. #he performance incentive award will be administered as follows i. #he annual performance review discussion between an employee and hisHher supervisor will include consideration of any work achievements during the review period that e&ceeded the performance standards that the employee is e&pected to meet. If mutually agreed between supervisor and employee, these are recorded in the standard individual achievement form that describes the achievement and serves as a recommendation for the award. #his recommendation, together with the annual performance review, is submitted to the head of human resource G legal matters. ii.#he head of human resource G legal matters reviews each recommendation for a performance incentive against the employee?s normal performance e&pectations. #his review may include further discussion with the supervisor and employee as needed. If the head of human resource G legal matters disagrees with the recommendation, heHshe will communicate this to the supervisor and employee with an e&planation for its non%acceptance. If the head of human resource G legal matters agrees with the recommendation, heHshe will forward it to the performance incentive committee for review. iii. #he performance incentive committee will communicate its agreement with a recommendation to the head of human resource G legal matters7 who will, in turn, record that agreement in the employee?s personal file and arrange for he payment of the award to the employee. If the committee disagrees with the recommendation, it will communicate its reasons in writing to the supervisor and employee, copying the head of human resource G legal matters. iv. >f the total performance incentive amount, !8S will be awarded only on the attainment of total cost recovery in the national or regionalHarea
as applicable. #he remaining :8S will be awarded for individual performance.

The following table summarizes the eligibility requirements for head office and area based sales support staff
-ncenti%e earned on' *e%el of achie%ement -ndi%idual performance ost reco%ery +otal incenti%e
Cvery goal met on deadline and $uality e&ceptional. :8 S of fi&ed !8 S of fi&ed 5"" S of fi&ed 'dditional initiatives incentive incentive incentive amount taken and amount completed. ated as @outstandingA in performance Cvery goal met on deadline and 8" S of fi&ed !8 S of fi&ed :8 S of fi&ed $uality acceptable.. incentive incentive incentive amount ated as@very goodA amount in performance appraisal. 1ost high priority goals met by deadline with acceptable $uality. .ot eligible ated as @satisfactoryA in performance appraisal. 1ost goals not met by deadline andHor $uality of work is .ot eligible unacceptable. ated asA not satisfactory @in performance appraisal. !8 S of fi&ed !8 S of fi&ed incentive incentive amount
.ot eligible
.one
v. #he level of performance achieved by an individual employee will
be determined by the score rate by an employee on hisHher annual performance appraisal and measured against the predetermined composite score range for awards for level of performance. vi. Incentive for the area sales staff who support all area offices within region (i.e. +r. +1H+1, H#=)I >fficers and 1J* +taff) will be tied to area sales targets and individual performance. .i6ation of incenti%e amount for Sr. SM=SM=A2 and Sales (ri%er #he calculation of the potential ma&imum incentive amount for all staff mentioned above will vary by category of staff. #hese fi&ed incentive amounts may be reviewed at intervals of every two years. (or the period (L!""6%!""7, the total performance incentive amounts for these sales support field staff has been fi&ed as follows< 'rea e&ecutive +ales manager +r. sales manager +ales driver 8S over the average of the sales officers and sales promotion officer?s incentive amount combined. 5" S over the average of area e&ecutive?s incentive 5" S over the average of sales manager?s incentive 8" S of the incentive amount of sales officer?s incentive with whom the driver is attached.
The following table summarized the eligibility requirements for the sales incentive for sales support field staff
-ncenti%e earned on' *e%el of achie%ement -ndi%idual performance ost reco%ery +otal incenti%e
Cvery goal met on deadline and $uality e&ceptional. :8 S of fi&ed !8 S of fi&ed 5"" S of fi&ed 'dditional initiatives incentive incentive incentive amount taken and amount amount completed. ated as@outstandingA in performance
Cvery goal met on deadline and 8" S of fi&ed !8 S of fi&ed :8 S of fi&ed $uality acceptable.. incentive incentive incentive amount ated as@very goodA amount amount in performance appraisal. 1ost high priority goals met by deadline with " S of fi&ed acceptable $uality. !8 S of fi&ed !8 S of fi&ed incentive ated as @satisfactoryA incentive incentive amount amount in performance appraisal. 1ost goals not met by deadline andHor " S of fi&ed $uality of work is " S of fi&ed " S of fi&ed incentive unacceptable. ated incentive incentive amount amount asA not satisfactory @in performance appraisal. #he level of performance achieved by an individual employee will be determined by the score rate by an employee on hisHher annual performance appraisal and measured against the predetermined composite score range for awards for level of performance. #. Sales incenti%e for direct sales staff #his incentive scheme is for those employees who are directly involved in the implementation of sales targets. #hey include sales officerHe&ecutive, sales promotion officerHe&ecutive. #his sales performance incentive for the different categories will operate on the basis of the following principles% i. 'argets for sales officers are base on individual brand volumes, )L2 and evenue, and may also include other sales related criteria such as effective calls, outlet coverage etc. depending on the need to improve such performance. ii. 'argets for sales promotion officer will be based on both $ualitative and
$uantitative measures such as doctor visits and their impact, seminarsH workshops, in3ect able administrations, and condom sales to selective outlets. iii.#he concerned division head and head of sales will fi& the criteria incentive amount for each criterion at the beginning of the financial year. #hese will be proposed in the marketing plan for approval of the board. iv.Incentive for direct sales staff can be earned at only two level of achievement 5"%5"8 and 5"9S v. #he ma&imum incentive amount for each category of direct sales staff for (L !""6 has been approved as follows< ategories of staff +ales officer +ales promotion officer +#,H'I,+ officer *ea%e of achie%ement M N1AAK " " program " 1A151A) K #k. 77,""" #k. 75,""" #k. 58,""" 1A0 KO #k. 8N,""" #k. 87,""" #k. !","""
#he percentage by which the ob3ectives achieved must e&ceed the targets fi&ed for the year may very depending on the challenge and difficulty associated with the achievement of the pro3ected sales targetsHob3ectives for the various brands and products sold. #his percentage may vary from year to year to reflect the company?s annual sales strategy and ob3ectives. vi. ,irect sales staff will not be eligible for incentive on national or area based cost recovery. &.10 (iscipline Cach employee is personally responsible for following the company?s work rules. a. +ypes of misconduct Cmployee behavior that is inconsistent with the faithful discharge of hisHher duties is considered to be misconduct, and is grounds for disciplinary measures that can be imposed by the employee?s supervisor. #he following acts and omissions shall be treated as misconduct<
i. ii.
;illful insubordination or disobedience of a superior0 #heft, fraud or dishonesty in connection with company business or property0 iii. )ommitting, r involvement in, an act of bribery or any illegal gratification for personal gain0 iv. Habitual absence, or absence without leave for more than ten days0 v. Habitual late attendance0 vi. /reach of any law or rule or regulation of the company0 vii. iotous or disorderly behavior in the company0 viii. Habitual negligence or neglect of work0 i&. esorting to illegal strike or Ogo%slow?0 &. (alsifying, tampering with, damaging, or causing loss of company Os records or property0 &i. )onduct unbecoming of an employee of +1)0 &ii. 'ny act subversive of company?s interest0 &iii. )onviction for any criminal offence in the court. &iv. +e&ual harassment (Tdeliberate offensive comments, gestureH physical contact of a se&ual nature in work or work%related environment0 T influencing or offering to influence, or threatening the pay or career of another person(male or female), in e&change for se&ual favor) &v. eceiving any gift orHand favor from any personHorganization which effect the performance of official duties of an employee0 &vi. (ormation of any kind of association in the company which will effect the performance of official duties of an employee. #. Penalties for misconduct 'n employee, if found guilty of misconduct, may be given any one or more of the following penalties depending on the gravity of offence, past conduct, and any other relevant circumstances< i. ,ismissal from service ii. ,ischarge from service iii. ;ithholding of increment or promotion or both iv. .on%payment of incentive for a specific period
v. vi.
+uspension for : days without pay ;arning letter
hapter )
(ata Analysis and -nterpretation
Results from the <uestionnaire ).1.1. (o you think SM practices a sound recruitment and selection process to attract <ualified $o# applicantsP 5 Les ! .o comment 6 .o Interpretation< In answering this $uestion, we find that :" S of the respondents answered positively, !" S answered no comments and 5"S a nswered negatively. ).1.2. 3ould you personally recommend <ualified applicants to apply to SM P 5 ! Les .o 5""S "S :" !" 5"
Interpretation< In answering this $uestion, we find that 5"" S of the respondents answered positively. ).1.!. (oes SM ha%e a good t raining and de%elopment policyP 5 ! Les .o N"S !"S
Interpretation< Here we find that :" S answered positively and 6" S answered negatively in this regard. ).1.&. How would you rate the performance appraisal system of SM scale of 1 to )P on a
5 Dood ! .eutral 6 /ad 7 ;orst
:8S 5"S 5"S 8S
Interpretation< In answering this $uestion, :8S of the respondents thought that the performance appraisal system of +1) was good, meaning they gave 7 out of 8 on the inert scale. 'mong the rest of the respondents, 5"S were neutral and 5"S said the performance appraisal system was bad and 8S said it was worst. ).1.). Are the o#$ecti%es and policies of performance appraisal system communicated to employeesP 5 ! ;ell /ad 8" S 8" S
#he answer to this $uestion was a 8"%8" split. 8"S said ob3ectives and policies were well communicated, while the other 8"S thought it was not, so from this answer it can be noted that +1) needs to communicate their ob3ectives and policies more clearly to their employees.
s).1.0 (oes the performance appraisal system accurately measure employee performanceP
5 !
Les .o
:8S !8S
Interpretation< Here we find that :8 S answered positively and !8 S answered negatively in this regard. ).1.1 How satisfied are you with the recruitment and selection policy SM P C&tremely +atisfied .eutral +omewhat satisfied 5"S 5"S N"S
#he answer to this $uestion we find that 5" S of the respondent e&tremely satisfied, 5" S of the respondent .eutral and N" S are somewhat satisfied.
).1.; How satisfied are you with the pay scale "f SM P
,issatisfied .eutral +omewhat satisfied Jery ,issatisfied
!8 S 6" S 7" S 8S
Interpretation< Here we find that !8 S employee ,issatisfied, 6"S employee satisfaction .eutral, 7" S somewhat satisfied and 8 S only very dissatisfied. ).1.D How satisfied are you with the training and de%elopment policy of SM P
,issatisfied .eutral +omewhat satisfied Jery ,issatisfied
58 S !8 S 8" S 5" S
Interpretation< Here we find that 58 S employee ,issatisfied, !8 S employee satisfaction level .eutral, 8" S +omewhat satisfied and 5" S employee very ,issatisfied in the training and development policy of +1). ).1.1A How satisfied are you with the performance Appraisal system of SM P ,issatisfied .eutral !" S
68 S www.AssignmentPoint.com 6" S +omewhat satisfied Jery ,issatisfied C&tremely satisfied 5" S 8S
Interpretation< Here we find that !" S employee ,issatisfied, 68 S employee satisfaction level .eutral, 6" S +omewhat satisfied , 5" S employee very ,issatisfied and 8 S employee e&tremely satisfied in this regard.
).1.11 what is the #asis of e%aluating performance appraisal system of the employees of SM P )riteria 3ob related )omplicated procedure +upervisor /ased 68S 6" S !" S
r o s i r e p u
1anagement giving 5" S importance to 21+ >thers 8S
d e t a l e r b o J
d e t a c e l p m o
d e s a B
S M P
s r e h t O
Interpretation< In answering this $uestion, 68S of the respondents thought that the performance appraisal system of the employee evaluating basis of criteria 3ob related, 6" S respondents thought that the performance appraisal system of the complicated procedure system, !" S of supervisor vased,5" S of management giving importance to 21+ and 8 S others category in this regard. ).1.12 How satisfied with the promotion policy of SM P ,issatisfied .eutral +omewhat satisfied Jery ,issatisfied C&tremely satisfied "S !5 S :6 S 7S !S
Interpretation< Here we find that " S employee ,issatisfied, !5 S employee satisfaction level .eutral, :6 S +omewhat satisfied , 7 S employee very ,issatisfied and ! S employee e&tremely satisfied in this regard ).1.1! -s the performance appraisal system #ased on confidential reportingP
5 !
Les .o
6"S :"S
Interpretation< 'ccording to the following data analysis, it had been shown that 6"S employee agreed that performance appraisal system based on confidential reporting but :"S disagreed with that. ).1.1& 3hich area of Human resource of SM is most weak and needs to make ma$or changesP In this $uestion, there were 6 options for the respondents to answer from and these were '. #raining /. 2romotion ). 2erformance appraisal system
'n overwhelming 5""S of the respondents selected training as the area most weak and needs to make changes to improve. ).1.1) "%erall how satisfied are you working in SM P
+atisfied ,issatisfied
K8S 8S
Interpretation< 's for the overall satisfaction level K8S of the employees mentioned they were somewhat satisfied working for +1) and 8S said they were neither satisfied nor dissatisfied. ).1.10. 3hat would you recommend SM do to impro%e their HR practicesP In this open ended $uestion, almost all employees said they thought training and development needed to be improved they also suggested better compensation packages for trainer who have e&cellent teacher rating. promotion was another aspect that came up and many felt that the promotions should be based on academic record, foreign e&perience, working e&perience and credentials, publications etc, +ome suggested that the H policies of +1) should be updated and properly maintained keeping in mind the changing global and domestic environment and the competition of other private companies. ).2. Summary of findings /ased on my personal observation and the results from the $uestionnaire, the findings are as follows 5. +1) has very little training and development policy for new recruits. ;e find that N" S answered positively and !" S answered negatively in
this regard in paper they are supposed to give on the 3ob training and 3ob orientation, but in reality this is not happening very often. !. 'bout :8 S of the employees were satisfied with the performance appraisal system. 'mong the rest of the respondents, 5"S were neutral and 5"S said the performance appraisal system was bad and 8S said it was worst. 6. 6"S of the employees were somewhat satisfied and 5"S were very satisfied with the promotion policy of +1). 68 S employee satisfaction level .eutral. #his indicates that +1) H 1 is doing a good 3ob in this aspect. However, some employees suggested that the promotion should be based on performance and an employee?s recent up graded Inowledge or new training or publication or new degree should be acknowledged for the necessary promotion. 7. (orm the survey findings, N" S of employees were some satisfied and 5" S of the respondent e&tremely satisfied with the recruitment and selection policies of +1). Jery good news for +1) is that :" S of the employees said +1) practices a sound recruitment and selection policy. 8. 1ost employees felt pay scale needed to be improved and updated. only 7"S were somewhat satisfied with the pay scale 9. (rom observation it seemed there is a lack of communication between employees and management and between employees and employees. :. +1) is a reputed )ompany, /ut it is not doing very much to enhance its image, some staff felt that +1) can do more to enhance their image. ).! Swot Analysis ).!.1 Potency ,ynamic e&ecutives are working in different department = branches Increasing +ales network day by day.
+1) covers more than !!",""" outlets each year directly through its
sales network. Dlobal network 6N years of operation in /angladesh Highly $ualified people both Head >ffice = different branched )ross%cultural e&perience +1)?s telephone hotline M @#eleEiggashaA programme provides correct reproductive and health information, problem faced by the youth. +1) sponsors and conducts a number of research studies to gather empirical data and necessary information in developing and evaluating its various pro3ects and activities. )onducts intensive training of front%line health providers through its nation%wide Health 2roviders? #raining 2rogram (H2#2). (ollows global H system to make the business more smooth and competitive X )ompliant towards business @ Highest performance with Highest CthicA ).!.2 3eakness -ong chain of command = authority -ong lead time for decision making by /oard ).!.! "pportunity 2otential pool of people 2rosperous business market ,irectors are popular in their field. ).!.& +hreat Huge competition from others 1arketing )ompany >thers /randing )ompanies has provided huge amount of )ommission to the 2arties. #he +;># analysis has been done to find out the internal and e&ternal weakness and strengths of organization. +1) has a strong strength in their innovations in shaping up the future of the world with the aim of enhancing the living standards
hapter 0
Recommendation and onclusion
0.1 Recommendations +1) follows strong and healthy H policies which not only focus on human resources but also consider organizational goal while developing any human resource strategy. +1) has a flatter H structure which faster the speed of doing business more efficiently and effectively. Cven though with such effective H structure and policies, still there lays merits and demerits and hence provide a scope of improvisation for better organization. #he H system of +1) very much organized and specific in terms of policies and strategies for dealing employees and other parties both inside and outside of the organization. #he H policies and strategies are pursuing to ensure that the recruiting, selecting, training, appraising and compensation systems are consistent with the company?s strategic plan. 's said by a writer that in a growing number of organizations human resources are now viewed as a source of competitive advantage. ' high $uality workforce enables organization to compete on the basis of market responsiveness, service, $uality, behavior, liaison and technological innovations. ;ith the difficulties of any one to analyze any H practices of any organizations and to recommend anything? regarding this purpose. /ut the sign of encouragement, from my honorable coordinator, has helped me a lot to recommend something on this policy. +o far I am accumulating the information0 I have identified some drawbacks of recruitment policy of +1). 1y documentation is based on these drawbacks. 1y intention was evaluating the whole recruitment procedure constructively. 'fter survey !7 employees of +1) that they provide me honest, thoughtful, recommendation and candid feedback which are given below< Fualified and professional employee should be recruited for the company to reach the organization in the competitive market. 'voidance of written test in most of the cases +1) prefers short listing. Jiva voice to evaluate the competence of often individual candidate. Jery few times, they use the device of written test to find out the creditability of the candidates. Had this device been device been used successfully, the authority would have been to catch up the potential of the applicants more effectively ,epartment wise in house #raining should be re$uired for every employee after "! months for perform the
3ob accurately. 2olicy of 2erformance 'ppraisal +ystem of the company should be utilized by the ,epartmental In%)harge properly that will brings effective 3udgment for the employee. ecruitment = selection process should be done on merit basis. ecruit desk personal after considered the academic background and having release order from previous company and for marketing person proper cost analysis should be maintained according the company policies. Eob elated #raining will be re$uired for all employees that will increase the capacity of employees effectively and efficiently. Human resources department monthly meeting will be needed that will brings valuable guidelines for all department activities. )ommunication is re$uired with the employee on their /irthday, 1arriage day or any others +ad or Happiness day that will brings employees confidence and morality. (rom a H point of view, it is H utmost duty to provide training to the employees not related to their 3ob only but also training which can help the employees to develop personally. #raining will make the employees specialized in their respective tasks which will enable them to perform better and hence will lead to high organizational performance or vice versa. )ompensations = benefits are also related to organizational performance. Dood compensation and benefits package enhance employees to perform better in their task. #here is more chance for the employees to be more devoted towards their work and hence will lead to the achievement of organizational goals. 2erformance appraisal is one of the most important steps in the H process. It is very important to review employee?s performance and provide time to time promotion and increments. 2erformance review enhances employee?s motivation and 3ob satisfaction.
0.2 onclusion >n balance we can conclude that +1) H must undertakes the needful actions to keep healthy relationship with the employees. If re$uired H must makes necessary correspondences with the management. H must plays a vital role as a shrink and motivator of the employees to reduce any situational or psychological discomfort if anyone come across in their day to day work. 'long with monitoring and guiding the total workforces, Human esources ,epartment of +1) may assist the employees to achieve their given individual target as well as moving towards the organizational goals. #hus I can finally conclude that if +1) follows the proposed H 1 practice and style they will get better competitive advantage and will be able to achieve its target more effectively and efficiently in (uture.
8uestionnaire
8uestionnaire HR practices of SM -nstruction #his survey provides feedback on the H practices of +1). It is important that you provide honest, thoughtful and candid feedback. #his survey is anonymous and your responses will behold in the strictest confidence. 2lease answer all the $uestions and tick the appropriate bo&. .ame< ,esignation< ,epartment< -ength of service at +1)< 5. ,o you think +1) practices a sound recruitment and selection process to attract $ualified 3ob applicantsY LesZZZZZZZZZ .o ZZZZZZZZZZZ 5. ;ould you personally recommend $ualified applicants to apply to +1)Y LesZZZZZZZZZ .o ZZZZZZZZZZZ 6. ,oes +1) have a good training and development policyY LesZZZZZZZZZ .o ZZZZZZZZZZZZ 7. How would you rate the performance 'ppraisal system off +1) on a scale of 5 to 8Y 5. ;orst !. /ad 6. .eutral 7. Dood 8. C&cellent
8. 're the ob3ectives and policies of performance appraisal system communicated to employeesY LesZZZZZZZZ .oZZZZZZZZZZ 5. ,oes the performance appraisal system accurately measure employee performanceY Les ZZZZZZZZZZ.o ZZZZZZZZZZZ :. How satisfied are you with the recruitment and selection policy of +1)Y 5. Jery dissatisfied !. ,issatisfied 6. .eutral 7. +omewhat satisfied 8. C&tremely satisfied N. How satisfied are you with the pay scale of +1)Y 5. Jery dissatisfied !. ,issatisfied 6. .eutral 7. +omewhat satisfied 8. C&tremely satisfied K. How satisfied are you with the training and development policy of +1)Y 5. Jery dissatisfied !. ,issatisfied 6. .eutral 7. +omewhat satisfied 8. C&tremely satisfied 5". How satisfied are you with the performance appraisal system of policy of +1)Y 5. Jery dissatisfied !. ,issatisfied 6. .eutral 7. +omewhat satisfied
8. C&tremely satisfied 55. ;hat is the basis of evaluation performance appraisal system of the employees of +1)Y a. criteria 3ob related b. very complicated procedure c. +upervisor based. d. 1anagement giving importance to the performance appraisal system. e. >thers. 5!. Is the performance appraisal system based on confidential reportingY LesZZZZZZZZZZ .o ZZZZZZZZZZ 56. How satisfied are you with the promotion policy of +1)Y 5. Jery dissatisfied !. ,issatisfied 6. .eutral 7. +omewhat satisfied 8. C&tremely satisfied 57. ;hich area of Human resource of +1) is most weak and needs to make ma3or changesY a. ecruitment b. +election c. #raining d. promotion e. performance 'ppraisal system f. >ther 2leas specify ZZZZZZZZZ
58. >verall how satisfied are you working In +1)Y 5. Jery dissatisfied !. ,issatisfied 6. .either satisfied nor dissatisfied 7. +omewhat satisfied 8. C&tremely satisfied 59. ;hat would you recommend +1) do to Improve their H practicesY [[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[ [[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[ [[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[ [[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[

Human Resource Management Practice in Social Marketing Company

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Human resource management (HRM, or simply HR) is the management of an organization's workforce, or human resources.

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