13212312 safs GENERAL OVERVIEW OF THE COMPANY ALONG WITH RECRUITMENT AND SELECTION PROCESS 2.1 .

1 GLAXO GROUP LIMITED GlaxoSmithKline (GSK) is a world leading research-based p harmaceutical company with a powerful combination of skills and resources that p rovides a platform for delivering strong growth in todays rapidly changing health care environment. 2.1.2 BRIEF HISTORY OF GLAXOSMITHKLINE 1715 Plough Court pharm acy, the forerunner of Allen and Hanburys Ltd, is established in London by Silva nus Bevan. 1830 John K Smith opens his first drugstore in Philadelphia. Johns y ounger brother, George, joins him in 1841 to form John K Smith & Co. 1859 Be echam opens the worlds first factory to be built solely for making medicines at St Helens in England. 1865 Mahlon Kline joins Smith and Shoemaker - as John K S mith and Co had become - as a bookkeeper. 1873 Joseph Nathan, who left the UK to seek new business opportunities 20 years before, establishes a general trading company at Wellington in New Zealand - Joseph Nathan and Co - the foundation for the Glaxo company to be formed later. 1875 Mahlon Kline took on additional resp onsibilities as a salesman and added many new and large accounts. He is rewarded when the company, Mahlon K Smith and Company, is renamed Smith, Kline and Compa ny. 1908 The Glaxo department of Joseph Nathan and Co opens in London and the fi rst "baby book" is published. 1910 The "Blue Line" is added to the Smith, Kline and French name, a range including poison ivy lotion, iron t ablets and lozenges. 1913 Production of Beechams Pills laxative reaches one mil lion a day. Page 1981 3

The anti-ulcer treatment Zantac (ranitidine) is launched by Glaxo and is to beco me the worlds topselling medicine by 1986. Augmentin (amoxicillin / clavulanate potassium), to combat a wide range of bacterial infections in children and adul ts, is launched by Beecham. The antiviral Zovirax (aciclovir) is launched by Wel lcome for herpes infections 1988 SmithKline BioScience Laboratories acquires one of its largest competitors, International Clinical Laboratories, Inc, increasin g the companys size by half and establishing SmithKline BioScience Laboratories as the industry leader. The Nobel Prize for medicine is awarded to George Hitch ings and Gertrude Elion, of Burroughs Wellcome Inc, and to Sir James Black, who had worked at the Wellcome Foundation and Smith Kline and French Laboratories, & quot;for their discoveries of important principles for drug treatment." 199 5 Glaxo and Wellcome merge to form Glaxo Wellcome. Glaxo Wellcome acquires Calif ornia-based Affymax, a leader in the field of combinatorial chemistry. The Queen opens Glaxo Wellcomes Medicines Research Centre at Stevenage in England. Valtr ex (valaciclovir) is launched by Glaxo Wellcome as an anti-herpes successor to Z ovirax (acyclovir). SmithKline Beecham acquires Sterling Winthrops site in Uppe r Providence, Pennsylvania, to fulfil US R&D expansion needs. 1999 The 30th anniversary of the launch of Ventolin (albuterol) is marked as respiratory becom es Glaxo Wellcomes largest therapeutic area. Sharpening its focus on pharmaceut icals and consumer healthcare, SmithKline Beecham divests SmithKline Beecham Cli nical Laboratories and Diversified Pharmaceutical Services. SmithKline Beechams Avandia (rosiglitazone maleate), for the treatment of type 2 diabetes, is launc hed in the US. 2000 GlaxoSmithKline is formed through the merger of Glaxo Wellco me and SmithKline Beecham. Avandia passes one million retail prescriptions in th e US. GSK makes a ground-breaking pledge to provide three HIV/AIDS medicines to developing country governments at significant price reductions. 2010 GSK contrib utes $1.4 million of medicines to support victims of the Haiti earthquake. GSK a nnounces open innovation strategy to help deliver new and better medicines for p eople living in the worlds poorest countries. New collaborations will share intel lectual property for neglected tropical diseases such as malaria. GSK announces the formation of a new standalone unit specializing in the development and comme rcialization of medicines for rare diseases. GSK joins global vaccine alliance t o help prevent millions of children from contracting pneumococcal disease in the worlds poorest countries. European approval granted for Duodart. 2.1.3 GSKs Opera tion GSK has its operational headquarters in Philadelphia at present it has prod uction factories in 40 countries, operations in 70 countries and its products so ld in 140 countries. USA, Japan Italy and Page 4

Belgium are the countries where GSK has its giant research and development plant . The major marketers of the groups products are the USA, Japan, France, German y and Italy. 2.1.4 GlaxoSmithKline People The skills and intellect of GlaxoSmith Kline employees are fundamental to the current and future success of the busines s. It is GSKs human capital that maximizes the potential of the groups scientifi c, commercial and financial assets. The objective of human resources policy is t o maintain the reputation of GSK as an employer of choice; the role of Human Res ources is to provide alignment between strategy and people strategy. Below some highlights of their HR policies are given to make understand the strength of it. 2.1.5 Communication & Involvement An extensive range of communications programs stimulates involvement in GlaxoSmithKline goals and progress, including present ations of business results, Group- Wide magazines, site newspapers, videos, reco rded voice mail messages from senior executive officers and access to GlaxoSmith Kline intranet. 2.1.6 Diversity Diversity is central to the effective deployment of the skills needed to compete in the modern global economy. The group values diversity of opinion, perspective and background. GlaxoSmithKline remains commit ted to employment policies which do not discriminate between potential or existi ng staff on the grounds of color, race, ethnic and national origin, gender, mari tal status, religious beliefs or disability. In the UK, if an employee becomes d isabled while in employment. As a result, if unable to perform normal duties, ev ery effort is made to offer suitable alternative employment and assistance with retraining. 2.1.7 Business Segments GSK operates principally in two types of ind ustry segment: 1. Pharmaceuticals- Prescription pharmaceuticals and Vaccines. 2. Consumer Healthcare-Over the counter medicines, oral care and nutritional healt hcare. 2.1.8 Establishment of GlaxoSmithKline in Bangladesh The company started its business in Bangladesh in 1949 at Chittagong by importing from group compani es. The Chittagong factory site of GSK Bangladesh Limited was established in 196 7. Name of company changed from Glaxo Welcome Bangladesh Limited to GlaxoSmithKline Bangladesh Limited on 4th September 2002. Page 5

2.1.9 OPERATION IN BANGLADESH LOCATIONS OF OFFICES: Headquarter GlaxoSmithKline Bangladesh Limited Corporate Office House No: 2A, Ro ad No: 138 Gulshan 1, Dhaka-1212 Bangladesh. Registered Office (The only manufacturing site in Bangladesh) Fouzderhat Industr ial Area, Dhaka Trunk Road P.O. North Kattali, Chittagong4217 2.1.10 KEY PRODUCTS OF GSK 2.1.11 Bank Support The following banking institutes are providing financial ass istance to GSK Bangladesh Limited. HSBC Page 6 Standard Chartered Bank

 Citibank Sonali Bank Agrani Bank 2.1.12 SWOT analysis of GSK Bangladesh Limited Strengths Worlds one of the leadin g pharmaceutical companies. Sophisticated manufacturing process. Considerable fi nancial resources to grow the business. Corporate brand reputation. High product quality than rivals. Efficient, capable and honest workforce. Ability to take a dvantage of economies of scale. Follows GMP- Good Manufacturing Practices. Goodw ill of the company. Weaknesses Overall higher unit cost relatively to leading ri vals. Poor marketing promotional activities. Under utilized plant capacity. Rela tively small sales force. Weaker distribution network than competitors. Group co mpliance. Due to group policy, the company has to import raw materials from UK a nd Italy, which is very costly. Whereas the in-house competitors are bringing fr om neighboring countries, which are less expensive. Thus the result is higher co st of production. Opportunities Target and acquire an untapped market for vaccin es. Expanding geographic coverage and product segments. Expanding the companys product line to meet a broader range of customer need. Alliances-contract manufa cturing that expands the firms market coverage and competitive capability. Thre ats Increasing threats from the local companies. Adverse shift in foreign exchan ge rates and trade policies of Governments. Page Slow downs in market growth. Gr owing bargaining power of the customers. 7

2.2 OVER VIEW OF GSK HR DEPARTMENT HR Department is one of the dynamic departmen ts in GSK. GSK employees are always treated as valuable resources. Because GSK m anagement strongly conceives that only the best people with professional compete ncies can contribute successfully and achieve the organizational goal effectivel y and efficiently. The HR Department of GSK Bangladesh Limited was known as Pers onnel Department before 2001. On 2001 the department shifts from Personnel depar tment to Human Resource Department. Now the company is trying to apply all sorts of modern HR activities related to their organization in order to achieve its m ission. There are several functions performed by HR department which are given b elow: Planning Employee Relations Recruitment Compensation HRD Selection Performance Appraisal System Training Placement Figure 1 : Major Functions of HR Department 2.2.1 HR DEPARTMENT OF GSK BANGLADES H LIMITED HR Department of GSK Bangladesh Limited has four functional sub depart ments. The sub departments are given below: H.R. Development Page 8

H.R. Services Compensation Industrial Relations A K M Firoz AlamDirector, Human Resources Nazrul Alam HR Manager, GMS Md. Jamilul Isaque HRD Manager Mainul Haque Administration Executive Md. Jamilul Isaque HRD Manager Syed Ali Sajjad Training Manager Figure 2 : Organogram of GSK HR Department 2.2.2 NO. OF HR DEPARTMENT We have se en that, the corporate office of GSK is situated in Dhaka and the factory is loc ated in Chittagong. As a result, there are two HR department exists in GSK BD Lt d. One is in the factory in order to handle the factory workers and the other on e in Dhaka corporate office. 2.3 RECRUITMENT Successful human resource planning identifies the human resource needs. Once it knows these needs, it still wants t o do something about meeting them. The next step in the acquisition function, th erefore, is recruitment. Recruitment is the process of finding and attraction ca pable applicants for employment. GSK Bangladesh always wants to recruit the righ t people with combination of skills and resources in the right place. Because GS K believes that in order to achieve the organizational goal effectively there mu st be a need of skilled human resources. GSK always believes in Equal Employment color, region, race, age, national origin or any other of The Company always wan ts to recruit the best and suitable human resources in of the vacant position. T he person who can face the global challenges and always concentrate to achieve t he Companys vision, mission, and goals always gets preference. Page 9

2.3.1 RECRUITMENT POLICY OF GSK To achieve the organizational goal effectively G SK Top Management has develop a Recruitment Policy. In accordance with the Recruit ment Policy there have some guidelines. The guidelines of the policy are as foll ows: Ensure the right people in the right place. Combination of skills and resources is a must No discrimination against the applicant on the basis of sex, color, re gion, race, age, national origin or any other factor. Companys policy is always loyal to the Local law. No one who is below 18 years, of age can he hired as an employee for GSK Bangladesh on regular, contract or temporary status. The person who is serving in any other companies whether temporary or permanent under any circumstances in any capacity is never recruited. Functional heads determines suitable qualification for any post. Absolute confid entiality in HR Recruitment Policy must maintain 2.3.2 SOURCES OF RECRUITMENT The sources of recruitment are broadly classified i n to internal sources and external sources. Internal Sources External Sources Sources of Recruitment Figure 3 : Sources of Recruitment Internal Sources: Promotions: Most of the inte rnal candidates would be stimulated to take up higher responsibilities and expre ss their willingness to be engaged in the higher level jobs if management gives them the assurance that they will be promoted to the next higher level. Transfer s: It is another major source of internal recruitment. Employees will be stimula ted to work in the new sections or places if management wishes to transfer them to the places of their choice. Job posting: Sometimes GSK publicizes the open jo b to employees often by literally posting it on bulletin boards or intranets and listing the jobs attributes, like qualifications, supervisor, work schedule and pay rate. Employee referrals: Friends and relatives of present employees are als o a good source from which employees may be drawn. When the labor market is very tight, large employers Page 10

frequently offer their employees bonuses or prizes for any referrals that are hir ed and stay with the company for a specific length of time. External Sources : Consulting the CV Bank: The unsolicited applications stored in the data bank are consulted. If the quality of a person matches with the requirements mentioned in the position description, then he / she is called for interview. If not, then the third step is followed. Employment Agency: An agency finds and prescreens applicants, referring those wh o seem qualified to the organization for further assessment and final selection. An age ncy can screen effectively only if it has a clear understanding of the position it is trying to fill. Thus it is very important that an employer be as specific and accurate as possible when describing a position and its recruitment to an em ployment agency. Advertisement: GSK gives advertisement in national dailies (both Bangla and Engl ish) to attract the talents from the market. GSK puts advertisements in the newspapers t o attract the best potentials among all the others. Website: Though GSK doesnt accept CV directly from their corporate website but it accept CV thorough job portal like: www.bdjobs.com. www.careers.peopleclick.com 2.3.3 STEPS IN RECRUITMENT AT GSK Human Resource Planning and Forecasting Assessment of the job Requisition of Recruitment Attracting application Receivin g applications Figure 4 : Recruitment process of GSK Page 11

i. Human Resource Planning and Forecasting: Planning & Forecasting in the modern age is a matter of life & death for organizations of modern age. The same is tr ue for pharmaceuticals industry. Each & every consecutive day new research produ ct is developed, deployed for trails & testing. All these effort require skilful , trained and experienced workforce. It is for this reason organization plan and forecast for human resource so as to remain competitive. The management of GSK Pharmaceuticals also uses planning & forecasting procedures to cope with human r esource requirement but these planning are usually of short term. Although the m anagement strongly believes that employees are the supreme strength. But they do adequately plan to anticipate the future need. ii. Assessment of the job: The f ollowing things are to be assessed for a job: Whether the work is difficult or n ot. Whether experience is required or not. What are the qualities needed for the work to be done? When the work will be started? iii. Requisition of Recruitment The concerned Department Head raise the requisition of recruitment through the prescribed Recruitment Requisition Form with required information and after that forward it to the Human Resources Department. The Human Resources Department th an complete its formality and return it to the concern department. Last of all t he concern department submit the Recruitment Requisition Form to the Managing Di rector for approval. The new appointments must be according to the approved HR b udget and must be approved by the Managing Director. iv. Attracting application GSK always circulate die job vacancies by publishing advertisement in national n ewspapers. The newspapers that are widely circulated get preference for accompli shing this task. For circulating the publishing widely and effectively GSK choos es both Bangla and English dailies. The advertisement includes name of the posit ion, nature of work, age limits, educational qualification, qualities and experi ence required for the job, job responsibilities and duties, expected salary, pla ce of the job etc. v. Receiving applications In the advertisement, potential and confident applicants are asked to submit their applications along with their re sume, certificates and other necessary documents within a period of time. Then t he HR department receives the resumes submitted by the applicants. 2.4 SELECTION AND INTERVIEW PROCESS Once a pool of candidates has been completed, the next st age is to select the best person for the job to achieve the organizational goal. The organization gives importance to solution process as the result of this pro cess. The better performance of the employees shows the better performance of Page 12

organization, which can achieve its goodwill & vice versa. Further effective scr eening leads towards cost minimization. Finally the organization gives this proc ess importance to fulfill legal formalities also. 2.4.1 SELECTION AND INTERVIEW PROCESS OF GSK GSK Management typically followed a standard pattern, beginning w ith an initial screening, interview, presentation and concluding with the final employment decision. The selection process of GSK is as follows: i. Initial scre ening interview The first step in the selection process is the screening process . During the initial screening process the Human resource manager describes the job in detail so the candidates can consider seriously about applying. After tha t GSK HR Manager compiles the resume and curriculum vitae from the applicants. T he applicants may come to the corporate office or he or she can post his or her documents by post. ii. Written test: Vocabulary: This section will have 15 questions related to synonyms, antonyms, A nalogies, SC, Prepositions and reading comprehension. Aptitude: This section will have 15 ques tions related to aptitude topics like Series Completion, Puzzles, Calendars, Clo cks, Percentages, Ratio proportions etc. Technical: This section will have 20 qu estions related to basic technical concepts which were covered in their regular academic curriculum. iii. Selection interview (2-tier) Interview 1: The aim of t he first interview is to further shorten the list of candidates for the final in terview by eliminating the apparently ineligible candidates. The board for the f irst interview consists of the following people: A representative from the conce rned department on behalf of the associated line manger. A subject specialist to assess the depth of knowledge of the interviewee on the specific field. HR repr esentative (s) GSKs selection interview is a formal, in-depth conversation conduc ted to evaluate an applicants acceptability. The Management of GSK seeks to ans wers three broad questions: Can the applicant do the job? Can the applicant do t he job? How does the applicant compare with others who are being considered for the job? The subject specialist judges the in depth knowledge of the candidate i n the concerned area as well as her/his essential educational knowledge. Again w eights are assigned to some deciding factors (that are desirable in the position description) by the interviewers. The objective of the interview is to do more listening than speaking, that is, allowing the interviewees do most of the talki ng. The questions asked are therefore open-ended. So the Page 13

personality of the candidate will be revealed that helps to assign relevant weig hts. The target of the board is making the interview a discussion rather than a question and answer session. After 5-7 minutes of informal chat, the interview b oard switches to the main interview where the nine competency factors are judged ; which are: Functional capability: The decision-making expertise and job-relate d skill of the candidate is measured in this category. It is seen that whether s /he has updated her/his competency with changing need of the business world. Cus tomer orientation: It is seen whether the candidate has the willingness to be pr oactive towards customer, deliver the best quality, maintaining good relationshi p with the customers. The deciding factor here is how s/he considers the customer s. Change orientation: The ability of the candidate to adjust with the changing b usiness environment is judged in this part. Performance orientation: The eagerne ss of the candidate to deliver the best performance out of him/her is considered at this level. Strategic capability: The candidates tendency to reflect the visi on/mission of the company into practice is measured. Leadership: It is seen whet her the candidate possesses the quality of being accepted and getting things don e by others. Negotiation and influencing: The candidate has to have the ability to lead the transactions smoothly and persuade others to get the better edge in the bargain. Teamwork: The interviewers judge how skillful the candidate is in t eamwork, in which the interpersonal communication skill of that person is a very important deciding factor. Organizational Commitment: The loyalty of the candid ates towards the organization and sincerity to the work is necessary. After the completion of the first interview, another shortlist is prepared for the final i nterview. But before that reference and educational background are thoroughly ve rified. The assessors send a recommendation letter to the final interview board along with the CVs of the candidates. In this recommendation paper, the intervie wees are rated in 4-point scale. The rating manner is specified below: A rate of 4 means excellent A rate of 3 means good A rate of 2 means average A r ate of 1 means below average Page Reference checks allow obtaining information and opinions regarding the persons c haracter, quality of the work and suitability for the position. It is an opportu nity to validate the information 14 iv. Verification of Reference and Educational background

received from the candidate via their resume and the interview. Speaking to the candidates manager or other people whom they have worked with should also check i nternal candidates. The opinion of a referee who has worked for an extended peri od is likely to be more accurate than the assessment from one to two hours of in terviewing. The candidates immediate supervisors are contacted. Permission is obt ained to contact the candidates referee. Reference check is done by line manager or personnel of the HR department. During the interviews, the candidates would h ave given some examples of incidents, tasks or projects that might be asked abou t. The referee is asked what the candidate did in those examples, which ascertai n whether the information received from the candidate is consistent with that of the referee. All sorts of certificates are to be checked by the HR personnel in this stage. At least two references are needed in order to verify applicants. A fter verification of the referees and certificates if no problem is found, the c andidates are called for final interview. v. Final Interview: The selected candidate (s) from the first interview has to g o through the final interview that facilitates the employment decision. Here the candidate is informed about the facts regarding the responsibilities of the job , location of posting, challenges s/he has to face etc. in addition, her/his per sonal problems related to the family, locations etc. are consulted in this inter view. In the final interview, the emphasis is mostly given on the choice and pre ference of the selected person. If these do not match with requirement of the or ganization, s/he has the liberty to reject the job offer. vi. Employment Decisio n If the candidate has no problem with the stated terms and conditions of the jo b and the organization mentioned and discussed in the final interview, s/he is o ffered an application blank. The application blank is a standard format of emplo yee-information that includes all the information the organization needs regardi ng the personnel. The candidate has to fill this blank and submit this to the co mpany along with a CV. vii. Pre-employment Medical Check-up: After submission of the application blank and the CV, the selected person has to go through full me dical check-up that guarantees her/his physical fitness to perform the job succe ssfully. A medical practitioner who uses a physical capability analysis that ass esses the candidate against the physical capabilities documented for each role c onducts the medical test. A medical test is also appropriate for internal candid ates if they are applying for positions that require different physical capabili ties. All sorts of expenses in this regard are borne by GSK management. Page 15

viii. Offering the Role: Once the health check-up is done, the candidate is give n an offer letter specifying the salary package, job responsibilities, utilities that will be provided by the organization. Even at this stage the selected cand idate has the chance to withdraw her/himself from the job offer. S/he is always free to discuss whatever difficulty may arise regarding pay-structure/facilities , etc. The door of HR is kept open for any sort of relevant discussion. The verb al offer of the role to the candidate is given once the medical and reference ch ecks have been successfully completed. The discussion should cover the following : Tell the candidate that you would like to offer them the role. Congratulate th em. Tell them the remuneration package that is being offered, including superann uating. Ask them if they are happy with it. Ask them if they verbally accept the position. Tell them that we will be sending them a written letter of offer and introductory package. A written letter of offer is forwarded to the candidate. Once the candidate has verbally accepted the position, the appropriate letter of offer is prepared. Thi s letter is sent to the candidate within two days of making the verbal offer. An introductory package will be sent to the successful candidate, along with the l etter of offer. ix. Contracts of Employment: After the job offer has been made a nd the candidates accept the offer, certain documents need to be executed by the employer and the candidate. One such document is the attestation form. This for m contains certain vital details about the candidate which are authenticated and attested by him. Attestation form will be a valid record for future reference. There is also a need for preparing a contract of employment. The basic informati on that should be included in a written contract of employment will vary accordi ng to the level of the job, but the following checklist sets out the typical hea dings. Job Title Duties, including a phrase such as The employee will perform suc h duties and will be responsible to such a person as the company may from time t o time direct. Date when continuous employment starts and the basis for calculati ng service Rate of pay, allowances, method of payments Hours of work including l unch break and overtime and shift arrangements Holiday arrangements Length of no tice due to and from employee Grievance procedure Disciplinary procedure Work Ru les Page 16

Arrangements for terminating employment Arrangements for union membership Specia l terms relating to rights to patents and designs, confidential information and restraints on trade after termination of employment x. Concluding the Selection Process Contrary to popular perception, the selection process will not end with executing the employment contract. There is another step a more sensitive one- r eassuring those candidates who have not been selected, such candidates are told that they were not selected not because of any serious deficiencies in their per sonalities, but because their profiles did not match the requirements of the org anization. They are told that those who were selected were done purely on relati ve merit. Page 17

:: CHAPTER 3 :: Findings and Analysis 3.1 SWOT ANALYSIS focusing on Recruitment and Selection process of GSK STRENGTHS SWOT OPPORTUNITIES WEAKNESSES THREATS Figure 5: SWOT analysis 3.1.1 STRENGTHS Goodwill of the company. More loyal senior employees. Qualified staff in HR Department. Perform Job Analysis frequently. Use of different source s for recruiting & selection of right candidates. Page 18

3.1.2 WEAKNESSES No referral reward system for employees who recommend competent emplo yees. Qualified staff in HR Department. Recruitment is considered to be a thankl ess job. Even if the organization is achieving results, HR department or profess ionals are not thanked for recruiting the right employees and performers. The erecruitment is not as effective as it should be The parent company of GSK domina tes the HR Policies and Practices, which is a hindrance towards the total develo pment of the local employees. 3.1.3 OPPORTUNITIES Frequent availability of lower wage employees. GSK can expan d their HR Department. Number of graduates is increasing, GSK may hire these gra duate to increase the performance of HR System. 3.1.4 THREATS Imposition of new rules and regulation by the government. Entrance of new companies in pharmaceutical industry. Switching of employees from GSK to other companies who pay more than that offered by GSK. Page 19

:: CHAPTER 4 :: RECOMMENDATIONS AND CONCLUSIONS 4.1 Recommendations: The parent company should address the issue of the developm ent of local employees and give more authority to local HR. The HR professionals are expected and required to keep in tune with the changing times. HR manager s hould maintain the timeliness of the recruitment and selection process. HR depar tment and professionals should be thanked for recruiting the right employees and performers. The HR Department must intensively look for new candidates to fillup the shortage of skilled employees. For this purpose GSK may use their website to receive CV. It is also found that no referral bonus was given to employees w ho refer competent, skilled and knowledgeable candidate. The HR Department must convince the higher management to give such bonus which not only motivated the e mployees but the organization can in this way get competent, skilled and experie nced employee which may participate in the success of the organization. GSK may follow the campus recruitment policy which will minimize the cost & reduce the e xternal influence to select the right people at the right position. Recruitment and Selection Process of GlaxoSmithKline Bangladesh Limited should be culturally aligned. As GSK is a Multinational Company, so there are some restrictions. It has set up a high standard and it follows its own policies. When operating in di fferent countries other than European Countries, it must understand the culture of that country and hence, decide the Recruitment and Selection Process suitable for that context. 4.2 Conclusion: GlaxoSmithKline Bangladesh Limited is one of the leading multina tional pharmaceutical companies in this country. To maintain its leading positio n in Bangladesh, GlaxoSmithKline Bangladesh Limited always keen to develop longterm beneficial relationship with trustworthy clients. To achieve this end, they have always tried their level best to develop the human resource of Bangladesh by recruiting their company. It always treats its employees as resource where ma ny Bangladeshi as well as some Multinational Companies treat the people as resou rces. However, even its sound that the HR Department of GlaxoSmithKline Banglade sh Limited is well organized and well structured and it is very active in its fu nction it still lacks total independence to perform on its own. Page 20

Annexure: GlaxoSmithKline Bangladesh Limited JOB DESCRIPTION Department: Name: Job Title: Location: Reports to: Coordination Departments Internal: Regional Sales Manager Sales External: Reporting Channel Immediate Superior: Immediate Sub-ordinate: No. of E mployee Supervises: Job Summary: 1. Maintain Sales Ledger. 2. Maintain Collectio n Register. 3. Maintain Cash & Bank Book. 4. Maintain rent and utility Register (i.e. Electricity, Gas, Water & Mobile, Phone etc.) 5. Maintain petty cash as pe r Companys policy. 6. Maintain Doctor investment register and related documents with profit. 7. Maintain other files and preserve all policy. 8. Maintain Docto rs arrangement register and make disbursement through FSPs. 9. Maintain gift c ontrol register. 10. Receive all collection from FSP and prepare statements of F SPs wise collection. Page 21

16. Reconcile between depot. and Head Office dues. 17. Preparing report-Monthly MPO wise sales and collection statement with necessary breakdown. -Monthly patty cash statement. -Monthly I. O. U. statement ( Petty cash & Doctors Arrangement .) -Target & product incentive statement. -Monthly receive and payment. -Others Signature of the Incumbent: Signature of the Superior: Page 22

Bibliography: Book: Gary Dessler (2006), Human resource management (10 Ed.) New Delhi, India : Prentice-Hall of India Publications: Annual report of GSK Bangladesh Limited Em ployee guide to Business Conduct of GSK Bangladesh Limited Reports: Mohammad Abd ullah Al Mamun, 2008 , Recruitment and Selection Process of GlaxoSmithKline Bang ladesh Limited: A Comparative Study, M.P. Birla Institute of Management, Bangalo re, India, view in October 4, 2010, <http://www.bvbdlbng.org/dspace/bitstream/12 3456789/1080/2/Mohammad%20Adull ah%20Mamun.pdf> Mahamudul Hasan, 2009, Human Reso urce Management Practices in Pharmaceuticals Companies; A case study: Chemico La boratories limited, University of Dhaka, Dhaka, Bangladesh, viewed in November 15 , 2009, <http://www.scribd.com/doc/39146034?secret_password=90uh4c6w179p31l634s> Websites: Official website of GlaxoSmithKline Limited, October 5, 2010, <http:/ /www.gsk.com> Official website of GlaxoSmithKline Bangladesh Limited, October 5, 2010, <http://www.gsk.com.bd> Page 23