A Report study on the basis

of Human Resource Practice in BEXIMCO-Pharmaceuticals

Ltd.

Submitted To:
Fazilatun Nesa
Course Instructor
Human Resource Management(HRM)
Submitted By:
Mohammad Jaber Chowdhury
ID-107
MD. Rubel Ahmed
ID-244(15th)
Sharmin Akter
ID-101
Muhammad Rajib Khan
ID-106
Siddqua Binta Saide
ID-102
Nur Ahmed Rayhan
ID-096
Intake-16
th
Section-3
Program-BBA

Date of Submission- 26th December 2009
Bangladesh University of Business & Technology (BUBT)
Leter of transmital
26 December 2009
Ms. Fazilatun Nesa
Lecturer
Human Resource Department
Banglades !ni"ersit# o$ Business % &ecnolog#'B!B&(
Mirpur) Da*a.
+ub,ect- . report on Human resource practice in an organization
Dear Madam)
Here in our report on Human resource practice in an organization #ou assigned us
to prepare tis report as a part o$ Human Resource Management course re/uirement.
0ile 1riting tis report) 1e a"e tried to $ollo1 te gi"en instruction.
&is report 1ill elp us to *no1 te present situation o$ uman resource in an
organization. 0e a"e tried to gater accurate in$ormation about tis topic.

0e sincerel# ope tat tis report 1ill meet #our appro"al. 0e 1ould be glad to $urnis
#ou 1it an# clari$ication i$ re/uired.
&rul# 2ours
Moammad 3aber 4o1dur# +armin .*ter
5D-06078909906 5D- 06078909909
Md. Rubel .med Muammad Ra,ib :an
5D-060789092;; 5D- 06078909906
Nur .med Ra#an +idd/ua Binta +aide
5D-06078909096 5D-06078909902
Acknowledgement
First o$ all 1e 1ant to gi"e tan*s to .lmigt# .lla $or gi"ing us te opportunit# to
complete tis assignment. &en 1e 1ould li*e to e<press our grate$ul tan*s to our
onorable parents.
.$ter tat 1e 1ould li*e to e<press our gratitude to our teacer Fazilatun Nesa Lecturer
in HRM. His ad"ice elped us a lot to prepare a complete assignment and e ne"er
esitate to gi"e us "aluable time 1ile preparing te assignment 1ene"er 1e needed.
0e also 1ant to gi"e tan*s to all o$ tem 1o a"e gi"en a lot o$ "aluable suggestions
and moral support to us.
Executive Summary
uman organization acti"it# is simpl# te act o$ getting people togeter to accomplis
desired goals. .n# organization) 1eter ne1 or old) small or big needs to run smootl#
and acie"e te goals and ob,ecti"es 1ic it as set $ort. For it de"elops and
implements its o1n Human Resource Management concepts. .s suc) te basic $unctions
o$ HRM) bro*en do1n into se"en di$$erent areas) allo1 $or it to andle te strategic)
tactical and operational decisions $or te organization. &e se"en $unctions o$ HRM are-
Planning, Recruiting, Selection, Socialization, Training and Development, Performance
Appraisal, Compensation, Labor relation, and Motivation function
Beximco Parma !BP"# is a leading edge parmaceutical compan# based in Banglades
and is acclaimed $or its outstanding product /ualit#) 1orld=class manu$acturing $acilities)
product de"elopment capabilities and outstanding pro$essional ser"ices. 5ts strategic
strengts include strong recognition o$ brands) igl# s*illed 1or* $orce and di"ersi$ied
business mi<. Being a Learning Organization te core essence o$ Be<imco >arma is its
entrepreneurial spirit in e"er# spere o$ its management. 5n tis spirit) te tas*s o$ eac
managerial $unction are carried out troug HRM.
5n tis report) 1e a"e tried our best to e<empli$# o1 te basic $unctions o$ HRM are
e<ercised in Be<imco >arma. 0e a"e anal#zed B>L?s se"eral $unctions- planning)
recruiting and selection) training and de"elopment) per$ormance appraisal and emplo#ee
compensation $rom te "ie1 o$ &eoretical De$inition) >ractical .pplication$ Basic
>rinciples $ollo1ed and &ecnolog# used in eac o$ te $unctions. 0e also discussed te
B>L?s goals) mission and "ision. &is report $ocuses on te %rganization&s recruiting
process$ selection process$ source of recruiting$ attracting$ meto' of training$
meto' of 'eveloping$ compensation an' pay rates of BP" 1ic is "er# signi$icant
$rom contemporar# managerial perspecti"e and also a *e# concept o$ organization teor#.
1e tried to gi"e a toroug idea o$ te o"erall economic and industrial condition) e<isting
competitions in bot ome and abroad) and $uture treats o$ international open mar*ets
etc. 5n addition to tat) 1e a"e recommended some alternati"es in te $inal segment o$
te report tat 1e belie"e) could be elp$ul $or B>L to pre"ail o"er te mentioned
callenges.
Chapter-1
1.1 Introduction:
Be<imco >armaceuticals Ltd.'B>L( as been te trendsetter in Banglades
>armaceutical Mar*et since its inception in 9969. @"er te last decade B>L actuall#
rose to a ne1 standard A mo"ing be#ond manu$acturing /ualit# medicines to 1in mind
sare o$ patients) p#sicians) sareolders) business partners) and communities 1ere 1e
1or* and li"e. @ur dedication to add more "alue to te common 1ealt o$ te societ#
compounded b# inno"ati"e strategies $or gro1t and di"ersi$ication) pioneering role in
bringing ne1 tecnolog# and implementing ne1 ideas) and commitment $or total /ualit#
management distills te glor# o$ our success. &oda# B>L is not merel# a mar*et leader.
Most o$ te products tat it acti"el# mar*ets en,o# leadersip position demonstrating
incomparable trust o$ te ealtcare pro$essionals. &is is te re1ard $or te outstanding
/ualit# o$ our products= at B>L 1e ne"er compromise 1it te /ualit# o$ our products so
tat our $ello1 citizens can li"e long) app# and better. B>L is te pioneer in introducing
medical ser"ice acti"ities- publising a $ull=$ledged medical ne1sletter regularl#)
conducting clinical seminars and s#mposiums to a"e better understanding o$ "arious
diseases and teir management. B>L is te $irst national compan# 1o dared to di"ersi$#
its business into manu$acturing bul* drugs to integrate it sel$ bac*1ards as 1ell as
de"elop te nation?s parma industr#. 0ile it 1ould a"e been relati"el# eas# to
di"ersi$# te business into consumer products) B>L cose te arder pat 1it a long=
term "ision. &oda# B>L is read# to $ace te callenge o$ scarce sourcing o$ .cti"e
>armaceutical 5ngredients '.>5( in te post=0&@ era) 1it its ad"anced .>5
manu$acturing capabilit#.
B>L is one o$ te $irst companies to a"e an e<tensi"el# computerized and automated
1or*ing en"ironment connecting e"er# corner o$ te countr# to te centre. >roducti"it#
troug connecti"it# is one o$ our eritage o$ progress. B>L is te $irst compan# to go
be#ond te national boundar#) e<porting its /ualit# products in o"erseas mar*ets in .sia)
.$rica) and Burope. More tan tat) B>L as probabl# $ul$illed a national aspiration o$
turning a once import dependent countr# into an e<porter o$ /ualit# medicines. 0e
belie"e) 0it our tecnological and managerial *no1=o1 and abilit# to ta*e on
callenges) 1e 1ill be able to progress muc $aster to1ards our ob,ecti"e o$ becoming
te nation?s most Cisionar# compan#.
1.2 Origin of the report:
&e report originated $rom our course instructor .He ga"e tis report to learn te 1a# and
report 1riting. &e origin o$ our report is $rom our class. &e submission date o$ te
report is 26 December 2009.
1.3 Objectives:
@ur min ob,ecti"e is to prepare tis report to *no1 about te uman recourse practice in
an organization. 0e tr# to $ocus on te report about te HR practice in BBD5M4@=
>H.RM.. &e ob,ecti"es o$ te stud# are as $ollo1s-
&o *no1 te HRM policies $ollo1ed in B>L) Banglades.
&o identi$# te "arious a"enues $or impro"ing te HRM policies o$ B>L)
Banglades.
+uggesting strategies to impro"e te HRM policies o$ B>L) Banglades.
1.4 Scope:
@ur assignment is onl# document basis so 1e a"e not opportunit# to ta*e inter"ie1)
sur"e# and ma*e obser"ation. .s it is a report about an organization so 1e a"e
opportunit# to collect data b# reading documents $rom teir 1eb sites.
1.5 Methodology:
&o complete our report and reac in a decision 1e use some metod. &o collect
in$ormation 1e searc internet) read ne1spaper) and utilize our personal obser"ation. .s
it is a report so our data is secondar# data.
1. !i"it#tions:
&ere 1e $ace some limitation to prepare tis report. &ose are noted belo1=

9. &e abundance o$ computer in our lab is "er# poor more tan students
demand.
2. 5n lab all computers are not connected 1it internet.
8. 0e don?t get muc time to prepare tis repot.
;. &is is te time o$ earl# $inal e<amination) so 1e can?t gi"e more time to
prepare tis report.
Chapter-2
()* $OM%&'( O)*+)I*,
2.1 &-O./ $OM%&'(:
Be<imco >armaceuticals Ltd. is a leading edge parmaceutical compan# based in
Da*a) Banglades and is acclaimed $or its outstanding product /ualit#) 1orld=class
manu$acturing $acilities) product de"elopment capabilities and outstanding pro$essional
ser"ices. Be<imco >arma is te pioneer in parmaceutical e<port $rom Banglades and
as recei"ed National B<port &rop# 'Eold() te igest national accolade $or e<port) $or
record tree times.
(e#r of *st#blish"ent:
9966
Commercial Production:
9970
Status:
>ublic Limited 4ompan#
Business Lines:
Manu$acturing and mar*eting o$ >armaceutical Finised Formulation >roducts) Large
Colume >arenterals) +mall Colume >arenterals) @ptalmic >reparations) Nebulizer
+olutions and .cti"e >armaceutical 5ngredients '.>5s(
Overseas Offices & Associates:
.ustralia) Butan) 4ambodia) 4ile) Eana) Hong :ong) 5ndonesia) 3ordan) :en#a)
:u1ait) Mala#sia) M#anmar) Nepal) >a*istan) >ilippines) +audi .rabia) +ingapore) +ri
Lan*a) Cietnam and 2emen
Authorized Capital (Taka:
2)000 million
Paid!up Capital (Taka:
9)2F9.F6 million
"um#er of Shareholders:
.round 66)000
Stock $%chan&e Listin&s:
Da*a +toc* B<cange) 4ittagong +toc* B<cange and .5M o$ London +toc*
B<cange
"um#er of $mplo'ees:
2)890
2.2 )ision
B>L?s passionate e$$ort to acie"e e<cellence in all speres o$ its operations and its *een
endea"or to incorporate inno"ati"e ne1 tecnologies into its manu$acturing practice puts
it aead o$ its contemporaries. Cie1ing te business as a mean o$ te social 1ell=being o$
te in"estor) emplo#ees and te societ# and customers is te main "ision o$ B>L. &e
compan# ma*es teir best e$$ort to ascertain te $inancial 1ealt and moral gains as a
part o$ te process o$ te uman ci"ilization. Be<imco >armaceuticals Limited is
committed to contribute to *eep te eart clean.
2.3 Mission
Bac o$ our acti"ities must bene$it and add "alue to te common 1ealt o$ our societ#.
0e $irml# belie"e tat) in te $inal anal#sis 1e are accountable to eac o$ te constituents
1it 1om 1e interactG namel#- our emplo#ees) our customers) our business associates)
our $ello1 citizens and our sareolders.
2.4 0o#ls
B>L as a strong mar*et $ocus and is anticipating continued $uture gro1t b# le"eraging
business capabilities and de"eloping superior product brands and mar*ets. &e compan#
is no1 mo"ing to te 1orld mar*et and tr#ing to e<pand teir business 1orld1ide 1it a
good /ualit# image. 5nno"ation o$ ne1 products and satis$#ing te e"er=canging need o$
consumers remains a top priorit# goal. Bnsuring $ull e$$ort to enance sareolders
igest returns and gro1t o$ teir asset also olds a *e# goal o$ te compan#.
2.5 $ore )#lues
&rust and reliabilit# to te products emerged as one o$ te core "alues o$ Be<imco
>armaceuticals Limited. 5t maintains /ualit# in manu$acturing o$ products according to
te rules o$ te 0H@. Hiring a competent branc o$ people 1o are best in teir capacit#
to ser"e te compan# best) strengten te B>L $unction o$ operation .5t also gi"e
empasize on promoting ne1 products troug researc and bringing cost e$$icienc# in
business operations.
Be<imco >arma belie"es tat it is in te business 1ic deals 1it uman ealt 1ic
ma*es it more responsible to *eep te igest standards o$ its products. &roug its
products it tries to deli"er clear bene$its to te patients.
Eood products) o1e"er) are onl# one side o$ its e<pression o$ commitment. B>L
belie"es its responsibilit# lies e"en more in ensuring tat te societ# gets bene$ited 1ile
it continues to gro1.
2. $orpor#te Soci#l +esponsibilities:
4orporate social responsibilit# is an integral part o$ B>L?s business strateg# 1ic is
re$lected in its mission statement. B"er# emplo#ee o$ te compan# *no1s tat te
compan# does not "ie1 its success and acie"ements in $inancial terms onl#) but also in
terms o$ its deep relationsip 1it te societ#.
Bac #ear) an increasing amount o$ contribution is plouged bac* into social causes)
demonstrating Be<imco >armaHs commitment to te nation. More importantl# te
compan#Hs contribution e<tends be#ond one=time donation to ongoing participation as
re$lected in its partnersip 1it NE@s 1or*ing $or .5D+ patients) in supporting sports)
and in raising disease a1areness among te people.
B>L donated medicines 1ort millions o$ ta*a to "ictims in national and international
calamities. Donation o$ medicines to "ictims o$ eart/ua*e in >a*istan and "ictims o$
tsunami in +ri Lan*a are 1ort mentioning.
&e compan# maintains a team o$ scientists 1o 1or*s as parmaceutical e<perts $or
good go"ernance tat gi"e direct bene$it to te common people and sareolders.
Be<imco >armaceuticals Limited care$ull# designed its $acilities $or reducing azardous
impact on te en"ironment troug operational e<cellence pro"iding a $riendl#
en"ironment $or a ealt# societ# $or tomorro1 being te main responsibilit# o$ B>L.
Chapter-3
Human +esource ,anagement-
HRM is a $ield o$ management in"ol"es planning organizing) directing and controlling
te $unctions o$ procuring) de"eloping) maintaining and moti"ating a labor $orce.
Human +esource ,anagement Process-
Human +esource ,anagement Process consists o$ eigt acti"ities necessar# $or
sta$$ing te organization and sustaining ig emplo#ee per$ormance. &e process is
described belo1-
3.1 2u"#n +esource M#n#ge"ent in -*3IM$O %h#r"#ceutic#ls
!td 4-%!56 -#ngl#desh
3.1 Human Resource Planning in BPL :
>lanning is te core area o$ all te $unctions o$ management. 5t is te $oundation upon
1ic te oter tree areas sould be built. >lanning re/uires management to e"aluate
1ere uman resource o$ te compan# is currentl#) and 1ere it 1ould li*e to be in te
H+ Planning
.
+e/uisition
Selection
%rientation 0raining
1ppraisal
.
Evaluation
Benefits .
2ompensation
$uture. From tere an appropriate course o$ action to attain te compan#Hs goals and
ob,ecti"es is determined and implemented.
B"er# organization as emplo#ment planning. B>L as also its emplo#ment planning.
&e# usuall# $orecast teir personnel needs based on teir mission) strategic goals %
ob,ecti"es % tecnological and oter canges resulting in increased producti"it#.
.ltoug tere are se"eral metods to predict personnel needs) but te# use managerial
,udgment because it gi"es te more real 1orld scenario $or personnel needs. &e# tin*
tat te oter metods can not gi"e te accurate situation o$ te personnel needs. &ese
are basicall# grapical metods) 1ic can not measure te actual personnel needs. But
managerial ,udgment metod depends upon te cange in producti"it#) mar*et conditions
etc.
3.2 Recruitment and Selection process in BPL:
0e are loo*ing $or top=caliber people 1o 1ant te $le<ibilit# and resources to gro1 in
teir career. 5$ #ouHre te *ind o$ person 1o as al1a#s stood out) 1e o$$er a place
1ere #ou can continue to e<cel. No matter 1at #our $ield or range o$ interests) tere are
"acancies 1ere #our talents can li*el# be applied and de"eloped. 0e a"e tousands o$
di"erse people $rom di$$erent cultures and bac*grounds 1or*ing in a "ariet# o$ di$$erent
,obs in di$$erent $ields
Merit is te sole criteria $or selection.
.ttitude is gi"en as muc 1eigt age as $unctional competencies.
>anel inter"ie1s comprising o$ Functional Head % HR Head.
+ources $or recruitment are troug campus) consultants) emplo#ee re$errals)
internal ,ob postings and te internet.
>ositions in @$$icer 4adre) EB& and M& in"ol"e 1ritten tests.
.ntecedent "eri$ication is an integral part o$ our recruitment process.
Medical $itness is pre=re/uisite $or all positions.
0e are an e/ual opportunit# emplo#er and do not discriminate on te basis o$
race) communit#) religion or se<.
3.2-(A) Recruitment process:
. responsibilit# $or recruitment usuall# belongs to te HR department. &is department
1or*s to $ind and attract capable applicants. 3ob description and speciation pro"ide te
needed in$ormation upon 1ic te recruitment process starts. &e $unctions o$ te
recruitment o$$ice o$ B>L are gi"en belo1-

9. Need .ssessment
2. De$ining te position description
8. 4ec*ing te recruiting options
;. .d"ertisement
F. +creening and +ort A listing .pplications
6. 0ritten test
6. +election inter"ie1 '8 A tier(
7. Bmplo#ment decision '.pplication Ban*(
9. >re= emplo#ment medical cec*=up
90. @$$er letter
99. @rientation I 5nduction
92. >lacement
98. Follo1 Aup
3.2-(A-1) Source o Recruitment :
Banglades is done in $our 1a#s depending on te ,ob categor# o$ te "acant position.
&ere$ore) te recruitment process o$ tis organization is classi$ied into $our t#pes) 1ic
are done based on te ,ob gradeI group. &ese are as $ollo1s-
Bntr#=le"el management
M& 'Manager &rainee(
Mid or I and +enior le"el management
Eraded sta$$ I Non= management sta$$
3nternal Source-
&ere could be a person competent $or te re/uired ,ob 1or*ing 1itin te organization.
5$ tere is) te e<isting manpo1er is ten su$$led to place te selected person in te ne1
post. 5$ tere is no suc person inside te compan#) ten te management goes $or te
second step.
Job-posting programs:
HR departments become in"ol"ed 1en internal ,ob openings are publicized to
emplo#ees troug ,ob positioning programs) 1ic in$orms emplo#ees about opening
and re/uired /uali$ications and in"ite /uali$# emplo#ees to appl#. &e notices usuall# are
posted on compan# bulletin boards or are placed in te compan# ne1spaper.
Juali$ication and oter $acts t#picall# are dra1n $rom te ,ob anal#sis in$ormation.
&e purpose o$ ,ob posting is to encourage emplo#ees to see* promotion and trans$ers te
elp te HR department $ill internal opening and meet emplo#ee?s personal ob,ecti"es.
Not all ,obs openings are posted .Besides entr# le"el positions) senior management and
top stu$$ positions ma# be $illed b# merit or 1it e<ternal recruiting. 3ob posting is most
common $or lo1er le"el clerical) tecnical and super"isor# positions.
Departing Employees:
.n o$ten o"erloo*ed source o$ recruiters consists o$ departing emplo#ees. Man#
emplo#ees lea"e because te# can no longer 1or* te traditional ;0 ours 1or* 1ee*
.+cool) cild care needs and oter commitments are te common reason. +ome migt
gladl# sta# i$ te# could rearrange teir ours o$ 1or* or teir responsibilities .5nstead)
te# /uit 1en a trans$er to a part=time ,ob ma# retain teir "aluable s*ill and training.
B"en i$ part=time 1or* is not a solution) a temporar# lea"e o$ absence ma# satis$# te
emplo#ee and some $uture recruiting need o$ te emplo#er.
External Source-
.ll te abo"e options being considered) te compan# goes $or e<ternal recruiting i$
needed. &ose 1o best meet te s*ills) /uali$ications) e<perience and competencies
re/uired $or te position sould $ill "acancies. &ere$ore) i$ tere is no candidate 1itin
B>L) Banglades 1o is suitable $or te role) e<ternal ad"ertisement sould be placed to
attract te potential candidates $ollo1ed b# te selection procedures.
Advertisement:
&e 4ompan# gi"es ad"ertisement in national dailies 'bot Bangla and Bnglis( to attract
te talents $rom te mar*et. B>L) Banglades puts t1o t#pes o$ ad"ertisements in te
ne1spapers. 5t sometimes *eeps te identit# concealed in te ads) mentioning a E>@
B@D number onl#. &e purpose o$ te concealed identit# is to a"oid te un1anted
pressure $rom te sta*eolders $or te emplo#ment o$ teir desired candidates. But tis
1a# te compan# ma# lose te talents out tere in te mar*et 1o 1ould a"e applied $or
te same post ad te# *no1n te name o$ te organization. &is is 1# te compan#
*ept te identit# open in teir recent ,ob ad"ertisement 1en te /ualit# o$ te candidate
1as a "er# important $actor to consider. B# re"ealing te B>L identi$#) te compan#
attempts to attract te best potentials among all te oters.
Employee referrals:
Bmplo#ee re$erral means using personal contracts to locate ,ob opportunities. 5t is a
recommendation $rom a current emplo#ee regarding a ,ob applicant. &e logic beind
emplo#ee re$erral is tat Kit ta*es one to *no1 oneL. Bmplo#ees 1or*ing in te) in tis
case) are encouraged to recommend te names o$ teir $riends 1or*ing in oter
organization $or a possible "acanc# in te near $uture.
Employment Agency:
.n agenc# $inds and prescreens applicants) re$erring tose 1o seem /uali$ied to te
organization $or $urter assessment and $inal selection. .n agenc# can screen e$$ecti"el#
onl# it as a clear understanding o$ te position it is tr#ing to $ill. &us it is "er#
important tat an emplo#er be as speci$ic and accurate as possible 1en describing a
position and its recruitment to an emplo#ment agenc#.
Wal-ins and Write-ins:
0al*=ins are some see*ers 1o arri"ed at te HR department o$ B>L in searc o$ a ,obG
0rite=ins are tose 1o send a 1ritten en/uire .bot groups normall# are as* to complete
and application blan* to determine teir interest and abilities. !sable application is *ept
in an acti"e $ile until a suitable opening occurs or until an application is too old to be
considered "alid) usuall# si< monts.
!ons"lting the !# $an:
&e unsolicited applications stored in te data ban* are consulted. 5$ te /ualit# o$ a
person matces 1it te re/uirements mentioned in te position description) ten e I se
is called $or inter"ie1. 5$ not) ten te tird step is $ollo1ed.
3.2-(B) Selection Process:
+election is te process o$ gatering in$ormation $or te purpose o$ e"aluating and
deciding 1o sould be emplo#ed in particular ,obs.
%&2-'$() *creening and *hort-listing Applications
&e responses to te ad"ertisements are sorted and screened. &e 4Cs as 1ell as te
4o"ering letters are ,udged. 5n te co"ering letter) te st#le and language o$ 1riting) te
empasis put on te areas as*ed $or tin te ad"ertisements and te /ualit# o$ te letter
'1eter it is speci$icall# tailored to te ad"ertisement or ,ust a standard response( are te
aspects tat are ,udged. Di$$erent 1eigts are assigned to te selection criteria mentioned
in te man speci$ication depending on teir relati"e importance. '$or e<ample)
educational institutions li*e 5B.) B!B& are gi"en te igest 1eigt among te local
ones and te $oreign uni"ersities o$ !:) .ustralia) etc. are put at par 1it te best o$ te
countr#(. Based on te presence o$ tese $actors to te desired e<tent 'e<perience)
educational degree) computer literac#) etc( te cumulati"e 1eigts $or all te applicants
are counted and te sort list o$ a sizable number o$ te top most candidates is generated.
Ho1e"er) te HR o$$icials also stud# te 4Cs 1it te respecti"e line manager to cec*
1eter an# "aluable deciding parameter is missed tat are mentioned in te 4Cs. &en
te candidates selected in te sort list are called $or te 1ritten test.
%&2-'$2) Written +est
0ritten test is not a regular part o$ te normal recruitment process. 5t is conducted as and
1en re/uired. >re"iousl# no 1ritten test 1as ta*en $or te management emplo#ee) te
applicants ad to go directl# troug te inter"ie1 process. .$ter te introduction o$ te
manager trainee program) te 1ritten test be$ore te inter"ie1 process as pro"ed to be
e$$ecti"e and a use$ul tool to select te desirable candidates. &e 1ritten test includes
ps#cometric test) test on bea"ioral competenc#) and 1ritten test on communication
s*ills. &e candidates are called $or te preliminar# '$irst( inter"ie1 based on teir
per$ormance in te 1ritten test.
%&2-'$%) *election ,ntervie-
&e inter"ie1 process is a tree=tier one. . preliminar# inter"ie1 is conducted 1ic
$ollo1s te Kelimination metodL. .$ter tat) te second inter"ie1 ta*es place 1it a "er#
$e1 number o$ candidates. &en te $inall# selected person is called $or te $inal
inter"ie1. &e inter"ie1 time is *ept con"enient $or te candidate especiall# i$ sIe is
1or*ing else1ere at te time o$ inter"ie1. 5n tat case te cosen time is a$ter te
business our.
%&2-'$.) /eference !hec
Re$erence cec*s allo1 obtaining in$ormation and opinions regarding te person?s
caracter) /ualit# o$ te 1or* and suitabilit# $or te position. 5t is an opportunit# to
"alidate te in$ormation recei"ed $rom te candidate "ia teir resume and te inter"ie1.
+pea*ing to te candidate?s manager or oter people 1om te# a"e 1or*ed 1it
sould also cec* internal candidates. &e opinion o$ a re$eree 1o as 1or*ed can $or
an e<tended period is li*el# to be more accurate tan te assessment $rom one to t1o
ours o$ inter"ie1ing.
&e candidate?s immediate super"isors are needed to be contacted. >ermission sould be
obtained to contact te candidate?s re$eree especiall# i$ teir current emplo#er is
contacted. 5t is not unusual $or a candidate to be uncom$ortable 1it te organization?s
spea*ing to a current emplo#er. 5$ te# are uncom$ortable) an alternati"e person oter
tan te current emplo#er as to be cosen b# te candidate '1or* colleague) $or
e<ample(. !nless te candidate is a graduate or scool lea"er 1it no prior 1or*
e<perience) onl# contact 1or* related re$erees sould be contacted. .t least t1o re$erence
cee*s sould be done) o1e"er te more te better.
&ere is a sample re$erence=cec*ing guide tat is more or less $ollo1ed. 5t is important
to prepare a re$erence cec* guide tat as*s te re$eree about te *e# s*ills) competencies
and e<perience re/uired $or te position. Re$erence cec*s need to be done b# line
manager or personnel o$ te HR department.
During te inter"ie1s) te candidates 1ould a"e gi"en some e<amples o$ incidents)
tas*s or pro,ects tat can be as*ed about. &e re$eree sould be as*ed 1at te candidate
did in tose e<amples) 1ic ascertain 1eter te in$ormation recei"ed $rom te
candidate is consistent 1it tat o$ te re$eree.
+ub,ecti"e /uestions ma# not al1a#s be a reliable guideG o1e"er it can be use$ul to get
te re$eree?s opinion on areas suc as /ualit# and /uantit# o$ 1or*) strengts and
1ea*nesses etc. a $ormat o$ Re$erence 4ec*ing Euide is presented in .ppendi<=9.
%&2-'$0) Employment Decision
5$ te candidate as no problem 1it te stated terms and conditions o$ te ,ob and te
organization mentioned and discussed in te $inal inter"ie1) sIe is o$$ered an application
blan*. &e application blan* is a standard $ormat o$ emplo#ee=in$ormation tat includes
all te in$ormation te organization needs regarding te personnel. &e candidate as to
$ill tis blan* and submit tis to te compan# along 1it a 4C.
%&2-'$6) 1re-employment 2edical !hec-"p:
.$ter submission o$ te application and te 4C) te selected person as to go troug $ull
medical cec*=up tat guarantees erIis p#sical $itness to per$orm te ,ob success$ull#.
. medical practitioner 1o uses a p#sical capabilit# anal#sis tat assesses te candidate
against te p#sical capabilities documented $or eac role conducts te medical. .
medical is also appropriate $or internal candidates i$ te# are appl#ing $or positions tat
re/uire di$$erent p#sical capabilities.

%&2-'$3) 4ffering the /ole:
@nce te ealt cec*=up is done) te candidate is gi"en an o$$er letter speci$#ing te
salar# pac*age) ,ob responsibilities) utilities tat 1ill be pro"ided b# te organization.
B"en at tis stage te selected candidate as te cance to 1itdra1 erIimsel$ $rom te
,ob o$$er. sIe is al1a#s $ree to discuss 1ate"er di$$icult# ma# arise regarding pa#=
structureI$acilities) etc. te door o$ HR is *ept open $or an# sort o$ rele"ant discussion.
verb#l offer:
&e "erbal o$$er o$ te role to te candidate is gi"en once te medical and re$erence
cec*s a"e been success$ull# completed. &e discussion sould co"er te $ollo1ing-
&ell te candidate tat #ou 1ould li*e to o$$er tem te role.
4ongratulate tem.
&ell tem te remuneration pac*age tat is being o$$ered) including superannuating.
.s* tem i$ te# are app# 1it it.
.s* tem i$ te# "erball# accept te position.
&ell tem tat 1e 1ill be sending tem a 1ritten letter o$ o$$er and introductor#
pac*age.
7ritten letter of offer:
. 1ritten letter o$ o$$er must be $or1arded to te candidate. @nce te candidate as
"erball# accepted te position) te appropriate letter o$ o$$er is organized. &is letter
sould be sent to te candidate 1itin t1o da#s o$ ma*ing te "erbal o$$er. .n
introductor# pac*age 1ill be sent to te success$ul candidate) along 1it te letter o$
o$$er. .t least one 1ee* be$ore te person commencing in teir ne1 position) an
appointment notice 1ill be placed on notice boards andIor te internet.
F5E!RB- RB4R!5&5NE 25BLD >2R.M5D F@R BBD5M4@ >H.RM.4B!&54.L+) B.NEL.DB+H
Number of 2an'i'ates
.ccept ,ob o$$er @$$ersI.cceptance
Recei"e ,ob o$$er 5nter"ie1Io$$ers
5nter"ie1 .ssessment 4enterIinter"ie1
4alled $or te assessment 4enter 0rittenIassessment center
5n"ite $or te 1ritten test +creensI5n"ites

5nitiall# screened out 4ontactsI+creens
5nitial contactsIResumes recei"ed
0HE +E2+430,EN0 1ND SE"E203%N P+%2ESS %F BP"
8
;
;
600
;00
9F0
22
Nee' assessment
Cacanc# in e<isting
post's(
Mar*et e<pansion
5ncrease in production
capacit#
Launcing ne1 product
5ntroducing ne1 s#stem
2ec5ing te recruiting
options
5nternal
B<ternal
1'vertisement in National
Dailies
'Bot Bangla and Bnglis(
3.3 !mplo"ee Sociali#ation
Sorting 1pplications
0eigts are assigned based on
te selection criteria
Selection
.pplication blan* $illing
Medical cec*=up
@$$er letter
Follo6 up
HR Department continuousl#
interacts 1it te ne1 entrants
assisting to cope up 1it te
1or* en"ironment) 1or*
culture) peer group etc.
3ntervie6
>reliminar# inter"ie1-
elimination process 'sort=
listing(
+econd inter"ie1- 1or*
*no1ledge Ibea"ioral
competenc#
Final inter"ie1- pre=selection
7ritten test !optional#
5J test
Bea"ioral competencies
4ommunication s*ills
%rientation 8in'uction
B<posure to all important
business I$unctions and
locations o$ te compan#
Feedbac* report $ocusing
on learning e<perience 's(
o$ te induction program
+ocialization is a process o$ adaptation. @rganization entr# socialization re$ers to te
adaptation tat ta*es place 1en an indi"idual passes $rom outside te organization to te
role o$ an inside member.
B>L organize its +ocialization process o$ tree stages-
9) Pre:arrival stage- &is stage e<plicitl# recognizes tat eac indi"idual arri"es
1it a set o$ organizational "alues) attitude) and e<pectations.
() Encounter stage- Here te indi"iduals con$ront te possible te dicotom#
bet1een teir e<pectations and realit#.
;) ,etamorposis stage- Finall#) te ne1 member must 1or* out an# problems
disco"ered during te encounter stage.
&e organization gets iger producti"it#) greater emplo#ee commitment) and lo1er
turno"er rates troug socialization. Bmplo#ees acie"ed reduced an<iet#) increased
a1areness o$ 1at is e<pected on te ,ob) and an increased $eeling o$ being accepted b#
teir peers and bosses. 0en socialization 1or*s) emplo#ees recei"e te con$idence and
satis$action 1at comes $rom $eeling tat te# are members in good standing in te
organization.
3.$ %raining and &e'elopment program o BPL:
3.484&5 /r#ining:
. learning e<perience in tat it see*s a relati"el# permanent cange in an indi"idual tat
1ill impro"e is or er abilit# to per$orm on te ,ob. &o ma*e training a success) a trainer
sould ta*e care o$ te $ollo1ing points-
Ma*e learning meaning$ul.
Ma*e s*ills trans$er eas# and
Moti"ate te learner
%&.-'A() Employee +raining 2ethod
4n-the-5ob +raining:
@n te ,ob training is a training tat so1s te emplo#ee o1 to per$orm te ,ob and
allo1s im or er to do it under te trainer?s super"ision
On the job training is normally given by a senior employee or a manager like senior merchandiser or
a manager. The employee is shown how to perform the job and allowed to do it under the trainers
supervision.
1'vantages-
Relati"el# ine<pensi"e
&rainees learn 1ile producing
No need o$$=site $acilities
Dra6bac5s-
Lo1 producti"it# 1ile te emplo#ees de"elop teir s*ills
&e errors made b# te trainees 1ile te# learn.
1pprenticesip 0raining- 5t traditionall# in"ol"es a"ing te learner stud# under te
tutelage o$ a master cra$tsperson.
3nformal "earning- &is learning process is not determined or designed b# te
organization. But te organization ma# ensure it b# creating a learning en"ironment in
te organization.
<ob 3nstruction 0raining- Listing eac ,obs basic tas*) along 1it *e# points) in order to
pro"ide step=b#=step training $or emplo#ees.
"ectures- &e most simple and /uic* 1a# to pro"ide *no1ledge to large groups o$
trainees.
Simulate' 0raining- 5t places te trainee in an arti$icial en"ironment tat closel# mirrors
actual 1or*ing conditions.
4ff-the-5ob +raining:
5t includes-
0e 2ase Stu'y ,eto'- Here te manager is presented 1it a 1ritten
description o$ an organizational problem to sol"e in a discussion 1it oter
trainees.
,anagement =ame- &e manager presented 1it a computerized decisions
regarding but simulated situations.
%utsi'e Seminars- Man# organizations no1 are using tis popular metod on
"arious aspects o$ business and management.
Beavior ,o'eling- 5t in"ol"es te Modeling=Role pla#ing=+ocial
rein$orcement=&rans$er o$ training.
3.$(B) &e'elopment:
.n# attempt to impro"e current or $uture management per$ormance b# imparting
*no1ledge) canging attitudes) or increasing s*ills.
.n# e$$ort to1ard de"eloping emplo#ees must begin b# loo*ing at te organizations
ob,ecti"es. &e ob,ecti"es tell us 1ere 1ere going and pro"ide a $rame1or* $rom 1ic
our managerial needs can be determined.
%&.-'$() Employee Development 2ethod
,anagerial %n:te:<ob 0raining- &e de"elopment o$ emplo#ee?s abilities can ta*e
place on te ,ob. 5t includes-
<ob +otation- 5t in"ol"es mo"ing a trainee $rom department to department to
broaden teir understanding o$ all parts o$ te business and test teir abilities.
2oacing 1pproac- &e trainee 1or*s directl# 1it a senior manager or 1it
te person te# are to replace.
1ction learning- Here te management trainees are allo1ed to 1or* $ull=time
anal#zing and sol"ing problems in oter departments.
%&.-'$2) +ypes of +raining:
&ecnical &raining
Management &raining
+a$et# &raining
@ccupational Healt
Eeneral &raining 'Management) .ccounts) +ale etc.(
+ocial +*ill &raining
Re$reser &raining
0or*ers Bducation &raining
%&.-'$%) +raining 1rocess
3'entifying te training nee's- 0at *ind o$ training is needed $or o1
man# people to 1at standard o$ per$ormance te ob,ecti"es o$ te training
must be determined.
1nalyzing te attitu'es$ s5ills . 5no6le'ge!1S>#of te ?ob-
Designing 1at as to be learned.
%&.-'$.) 1lanning the training program 6 implementing
&e stages o$ te training
Recording te results
>ro"iding te stu$$ and e/uipment
%&.-'$0) Eval"ating the res"lts
Deciding 1eter te training ob,ecti"es a"e been met
4onsidering o1 te# could a"e been met more e$$ecti"el#
%&.-'$6) +raining Aids
&e $ollo1ing training aids are generall# used in training programs in B.&
Multi media
@"eread pro,ector
Flip cart
0ite board etc.
3.( Perormance Appraisal:
.t B>L appraisals are done b# te Self:appraisal system. Eoals are set b# participati"e
management approac and per$ormance is e"aluated /uantitati"el# against tose
pre"iousl# set ob,ecti"es. Managers appraise te per$ormance o$ teir subordinates
troug a @ points =rapic +ating Scale. &e total appraisal process is completel#
transparent to e"er#one 1itin te organization.
9 $or unsatis$actor#
2 $or marginal
8 $or target
; $or superior
F $or outstanding
3.) !mplo"ee *ompensation:
Bmplo#ee compensation re$ers to all $orms o$ pa# or re1ards going to emplo#ees and
arising $rom teir emplo#ment. 5t as t1o min components-
9) Direct financial payments- 0ages) salaries) incenti"es) commissions) and bonuses.
&ere are t1o 1a#s to pa# directl#-
0ime base' pay- Dail#) ourl#) 1ee*l#) bi1ee*l# or montl# 1ages and
salaries
Performance base' pay- &ies compensation directl# to te amount o$
product te 1or*er generates.
() Direct payments- Financial bene$its li*e emplo#er=paid insurance and "acations.
%&6'A) 7actors infl"encing the design of compensation plan
Legal considerations in compensation
!nion in$luences on compensation decisions
4orporate policies and competiti"e strateg#
>olic# issues a$$ecting te plan o$ an organization
%&6'$) Establishing 1ay /ates
Step:9
0e Salary Survey- . sur"e# aimed at determining pre"ailing 1age rates. .
good salar# sur"e# pro"ides speci$ic 1age rates $or speci$ic ,obs. Formal 1ritten
/uestionnaire sur"e#s are te most compreensi"e) but telepone sur"e#s and
ne1spaper ads are also sources o$ in$ormation.
Step:(
<ob Evaluation- . s#stematic comparison done in order to determine te 1ort
o$ one ,ob relati"e to anoter. 3ob B"aluation metod includes-
9) +an5ing- 5n"ol"es ran*ing eac ,ob relati"e to all oter ,obs) usuall# based on
o"erall di$$icult#. &ere are se"eral steps in tis metod-
@btain ,ob in$ormation $or eac ,ob
Ran* ,obs b# department or in clusters
+elect ,ust one compensable $actor
Ran* ,obs
4ombine ratings
() <ob 2lassification- 4ategorize ,obs into groups
;) Point ,eto'- . number o$ compensable $actors are identi$ied and ten te
degree to 1ic eac o$ tese $actors is present on te ,ob is determined.
A) Factor comparison- Ran*ing ,obs according to a "ariet# o$ s*ill and di$$icult#
$actors) and ten adding up tese ran*ings to arri"e at an o"erall numerical rating
$or eac gi"en ,ob.
Step:;
=roup Similar <obs into Pay =ra'es- . pa# grade is comprised o$ ,obs o$
appro<imatel# e/ual di$$icult#.
Step:A
Price eac Pay =ra'e:7age 2urves- &is cur"e so1s te relationsip bet1een
te "alue o$ te ,ob and te a"erage 1age paid $or tis ,ob.
Step:@
Fine:0une Pay +ates- . series o$ steps or le"els 1itin as pa# grade usuall#
based upon #ears o$ ser"ice.

%&6'!) $enefits and /e-ards 1acage
5ndirect $inancial and non $inancial pa#ments emplo#ees recei"e $or continuing teir
emplo#ment 1it te compan#.
0ere are several types of benefits-
+upplemental >a# Bene$its
5nsurance Bene$its
Cacations and Holida#s
+ic* Lea"e
>arental Lea"e and Famil# Lea"e
Medical Lea"e
Retirement Bene$its
3.+ Healt, - Saet"

%&3-'A) 8ealth
Pre: employment me'ical cec5:up- &e selected person be$ore ,oining as to go
troug $ull medical cec*=up tat guarantees is Ier p#sical $itness to per$orm te ,ob
success$ull#. . medical practitioner 1o uses a p#sical capabilit# anal#sis tat assesses
te candidate against te p#sical capabilities documented $or eac role conducts te
medical cec*=up. . medical is also appropriate $or internal candidates i$ te# are
appl#ing $or positions tat re/uire di$$erent p#sical capabilities.
,e'ical Facilities- Doctors are arranged to "isit eac location o$ numbers o$ times a
1ee* to pro"ide necessar# medical support to te emplo#ees. Moreo"er) te non=
management sta$$s en,o# medical treatment at Hospital at compan# arrangement.
Healt 3nsurance Policy- Management sta$$s en,o# ealt insurance $or sel$) spouse
and t1o cildren up to 29 #ears $or ospitalization onl#. Delta Li$e 5nsurance pro"ides
te insurance and te compan# pa#s te premium.
%&3-'$) *afeties
+HBJ +HB+ '+a$et# Healt Bn"ironment +ecurit#(
+ $or +a$et#
H $or Healt
B $or Bn"ironment
J $or Jualit#
0# +a$et# and Bn"ironment 5ssues are re/uiredM
&e sa$et# and en"ironment issues are re/uired because o$ te $ollo1ing reasons-

+a$et# leads impro"ed producti"it#
Bmplo#ees +atis$action

&o compl# te national la1 and order
&o *eep te 1or* en"ironment sound and ealt#
Ma<imum producti"it# troug emplo#ees? satis$action
Helps loss pre"ention
No1 a da#) sa$et# is considered as te most "ital issue $or all occupation % 1or*
situation in all te de"eloped countr# o$ te 1orld. 5t is "er# good sign tat in our countr#
certain organizations are also empasized on sa$et# li*e oter de"eloped countr# o$ te
1orld. +a$et# aspects are also incorporated 1it K 5MM++ >olic#L i. e.) integrated
management s#stem % standard. 5t is de"eloped $rom te $ollo1ing standard.
5n ouse sa$et# o$ te B>L 'tat 1as pre"iousl# practiced(
N@+.
5+@ '+peciall# $or electrode business(
Bn"ironment La1s o$ Banglades
Labor La1 o$ Banglades 'it comes $rom te +alt .ct '990F( ten 5ndian Labor .ct
'998F( and $inall# modi$ied troug &e National .ssembl# on Banglades on 9972.
From tese standards 5M++ as ta*en 86 sections under consideration. 20 sections are
included $rom 5+@ and rest $rom oters. 5t sould be noted ere tat 5M++ is no1 on
implementation pase and it 1ill ta*e ; to F #ears to get a sape in B44>) Banglades.
!ompany *afety 1olicy
5t comes $rom te group cie$ e<ecuti"e to adapt in all te countr#. &e local 4B@
counter signs te polic# $or eac indi"idual countr# and te cop# o$ te polic# is
circulated to all te le"els in te organization. +o it is te dut# o$ all te emplo#ees to
empasize on sa$et#. &ere is an @at in B>L) Banglades regarding sa$et#. &at is K
S1FE0B F3+S0 C D41"30B ,4S0L.&e sa$et# polic# o$ B>L) Banglades K sa$et#
ealt and en"ironment managementL 1ic is signed b# te 4B@ carries certain
messages $or us. 5t complies 1it te local sa$et# la1s o$ Banglades. @ne important
issue o$ tis polic# is D40B %F 21+E) 5t can be described as E not to do an# ting tat
ma# cause ris* to oters) properties e"en to m#sel$ and also let oter not to do e"en tat
ma# azardous to imsel$ onl#. &ere is anoter planning $or empasized on sa$et#.
+a$et# aspect ma# include in e"er# one?s :>5 % 4+F. &ere are some oter important
points o$ te polic# tat 1e sould care and implement in our dail# 1or*. &e cop# o$
te sa$et# polic# is attaced ere1it $or te read# re$erence.
Finall# it sould be noted tat B>L) Banglades not onl# belie"es te oat K sa$et# $irstL
but also implements it troug teir 1or*s. Beginning o$ te orientation program 1it
+a$et# Department ma# be an e<ample o$ tis practice.
3.. /oti'ating !mplo"ees in Be0imco P,arma:
&e ad"antage o$ a"ing a Management b Ob!ective "M#O$ s#stem is tat e"er#one
becomes Self:motivate'. B"er#one is moti"ated to acie"e) to per$orm. &e onl#
callenges is to *eep te emplo#ees? moral ig in times o$ $ailure. 5n B>L) one o$ te
tas*s o$ te management is counseling. Managers are tere to elp te emplo#ees to
acie"e te goals) 1ic in turn *eep te emplo#ees moti"ated.
.part $rom creating a ealt# 1or*ing en"ironment and ensuring emplo#ee
empo1erment) B>L o$$ers a number o$ bene$its to *eep tem moti"ated.
&e bene$its o$$ered b# te compan# are gi"en belo1-
9) E'ucation costs of te cil'ren
() Permanent ?ob facility
;) "eave facilities
A) Bearly Employee 16ar's
@) Promotion
F) Foreign 0ravel 6it Family %ffers
6. +are $rom re"enue etc.
Chapter-4
O/2*+S:
$.1 1'erall Situation o !conom" and 2ndustr":
9ational Economy:
National econom# o$ our countr# as been instable $or te last $e1 #ears. Ero1t in
industrial production) e<ports and remittance $rom NRB elped maintain ED> gro1t
rate abo"e earlier per$ormances) toug marginall# at lo1er rate o$ 6.FN tan tat o$
6.6N in te pre"ious #ear. &e period as o1e"er e<perienced continuous rise in prices
o$ essential items. &is is primaril# attributed to abnormal price increase o$ crude oil in
international mar*et. &is ad ob"iousl# negati"e impact on disposable income o$
general masses 1ose e<penditures on ealtcare 1ould decline as a resultant impact.
1harmace"tical ,nd"stry:
&e parmaceutical sector attained a gro1t o$ 9F.70N during te #ear 2006 as against
;.07N during te pre"ious #ear. &e national >arma mar*et gro1t during te past $e1
#ears is gi"en belo1.
&e abo"e anal#sis so1s tat te gro1t o$ te sector) toug as pro"en to be
promising) as su$$ered $rom instabilit# and de"iation $rom e<pectation. 5n 2006 te
mar*et gro1t rate ad drasticall# dropped. +o) it is a strenuous ,ob $or te managers in
tis industr# to cope 1it tis 1a"ering situation.
$.2 *ompetition:
9ational 2aret:
5n Banglades te parmaceutical sector is one o$ te most de"eloped i=tec sectors
1ic is contributing in te countr#?s econom#. &e national companies account $or
more tan 6FN o$ te parmaceutical business in Banglades. B<cept Be<imco >arma
oter leading companies are S/uare Parma$ 3ncepta Parmaceuticals) Navana
Parma "t')$ %psonin 2emical 3n'ustries "t')$ 1ventis Parma "t'. Btc.
.mong tem +/uare >arma is te mar*et leader at tis moment. B>L $ollo1s +/uare
>arma at te 2
nd
position. &e anal#sis o$ te t1o compan#?s $inancial data so1s tat
$or te #ear 2006=2007 gross pro$it o$ B>L 1as 9$F(G$@9A$H;I(BD&( and +/uare >arma
1as ;$A*9$IH9$H*F 'BD&( .
&ere are a number o$ reasons 1# B>L could not beat +/uare >arma $or te 9
st
position. &e most rele"ant o$ tem are stated ere.
Fe6er ,ar5ets Serve'- +/uare >arma ser"es a larger mar*et tan B>L 1ile B>L
concentrates on mar*et $ocus. For e<ample) unli*e +/uare >arma B>L does not do
business in te credit mar*et. &e# onl# ser"e te premium mar*et.
Pro'ucing 3n?ectables- .gain B>L does not manu$acture or mar*et 3n?ectables
1ere tis is a uge mar*et. 5n contrast) +/uare >arma as a range o$ ;; in,ectables
and as sold 27)279)000 units in te #ear 2006=2007.
Pro'uct +ange- B>L as a $e1er range o$ products tan +/uare >arma does. B>L
manu$actures onl# o"er 800 products in comparison to +/uare >arma?s o"er F00
products.
,nternational 2aret:
5n international mar*et te main competitors $or parmaceutical companies in our
countr# are 5ndia and 4ina. &e callenge $aced in open mar*et competition is te
scarcit# and una"ailabilit# o$ ra1 materials in local mar*et. +o) companies in our countr#
a"e to import tese materials $rom abroad '5ndia) 4ina and a $e1 countries $rom
Burope( at ig price. Besides) te pri"ileges o$ being LD4 as a result o$ te >atent La1
1ill no longer be in e$$ect a$ter 209F.
Chapter-5
(.1 S31% Anal"sis:
%pportunities !External#
.bilit# to Retain Ero1t % mar*et
Focus 5n di$$icult @perating
+ituations
.bilit# to B<ploit @pportunities o$
>atent La1 as an LD4 in
5nternational Mar*et.
0reats !External#
+trong 4ompetitors in Domestic %
5nternational Mar*et.
>olitical 5nstabilit#
Eo"ernment % 5nternational Regulations.
Rising &rend o$ Material >rice
Strengt !3nternal#
9. Bmplo#ee Bmpo1erment
2. 4apabilit# to Bring 5nno"ation %
product di$$erentiation
8. @utstanding >roduct Jualit#
;. 0orld 4lass >ro$essional +er"ice
7ea5ness !3nternal#
5nsu$$icient 0or*ing 4apital
Not @perating in Lo1 4ost
Mar*et.
5.2 9I':I'0S &': +*$OMM*:&/IO'S:
.t te conclusion o$ te report 5 1ould li*e to sa# tat te B>L) Banglades as practiced
te standard uman resource management. Here 5 a"e some recommendations tat
identi$# a"enues $or impro"ing te uman resource management policies o$ B>L)
Banglades.
9. &e compan# sould be prepared te standard uman resource planning. Because
te success and $ailure o$ te organization is igl# depend on te proper uman resource
planning.
(. &e @MR process practiced in te organization is a "er# e$$ecti"e tool to $ill
probable "acanc#. &e in Aouse circulars 1itin te group also act as a use$ul de"ice to
$ind te rigt person o$ te rigt ,ob.
;) &e manager A training program o$ te compan# is a good 1a# to groom a to =be
A manager $or te probable "acanc# in te $uture. &e organization sould regularl#
$ollo1 tis procedure to build a producti"e and "aluable 1or*$orce. &e selection tools
and procedures used in tis program a"e also pro"ided to be "er# e$$ecti"e. &o cope
1it te e"er=canging) competiti"e corporate 1orld) te organization sould 1elcome
ne1 ideas as 1ell as $res Astarters to trigger inno"ati"e 1a#s to nature o"erall 1or*$orce
competence. &e assessment center approac is designed to identi$# te essential
e<pertise o$ te candidates tat enable to locate and select te rigt person $or a
managerial. &is metod is $ormall# $ollo1ed onl# in te manager trainee selection
s#stem. But tis sould also be $ollo1ed in selecting te entr#=le"el managers too.
A) &e HR Department sould loo* into te matter o$ consuming more time in te
process o$ calling te applicants a$ter teir responses "er# seriousl#. &e organization
could control te size o$ applicants? pool b# using more clear and speci$ic statements in
te ad in terms o$ te minimum educational degree) pre$erred institutions and oter
necessar# criteria based on 1ic te initial screening o$ te applications 1ere
conducted.
@) B44>) Banglades could participate in te ,ob $airs $or teir recruitment. .
considerable "olume o$ applications is dropped in te organizations as a result o$ te
e<posure created in te ,ob $airs. &e organization can promote its image as a potential
recruiter troug its success$ul participation in te ,ob $airs.
F. &e compan# can recruited also $or campus recruiting tat could bring a #ield
o$ igl# educated $res=starters $or te entr#=le"el te organization could arrange
seminars in te top business scools countr#. .lso te compan# sould $acilitate online
4C=posting s#stem tat is a "er# popular and e$$ecti"e practice used b# te top business
organizations.
I) &e compan# sould $ollo1 bot on=te=,ob and o$$=te A,ob metod training
1en te# are training teir emplo#ees.
H. &e HRD manager o$ te compan# sould be anal#zed te organizational ,obs
properl#. Because ,ob anal#sis ser"es te cornerstone o$ all uman resource $unctions in
an organization. +ide b# side te HRD manager sould e"aluate te di$$erent positions o$
emplo#ees in te organization in order to establis te 1ell concei"ed $or pa#=structure.
G) Be$ore appraising te per$ormance o$ emplo#ees in te organization properl#)
te HRD manager sould be establised te standard. Here it is noticeable tat te HRD
manager sould appraise te per$ormance o$ all emplo#ees in te organization 1itout
so1ing an# discrimination.
9*) &e HRD manager sould prepare te standard promotion polic# $or te
emplo#ees o$ te organization. Here it is "er# muc important tat te emplo#ees sould
get te promotion based on te per$ormance not te nepotism) political in$luence and
1atsoe"er.
99) &e HRD manager sould establised te standard pa# structure $or te
emplo#ees o$ te organization in order to reduce te ig turno"er o$ emplo#ees.
(.3 *onclusion
>armaceutical 5ndustr# as gro1n in Banglades in te last t1o decades at a
considerable rate. &e sector consistentl# creates ,ob opportunities $or igl# /uali$ied
people. >armaceutical companies are eiter directl# or indirectl# contributing largel#
to1ards raising te standard o$ ealtcare troug enabling local ealtcare personnel to
gain access to ne1er products and also to latest drug in$ormation. .s one o$ leading
parmaceutical manu$acturer Be<imco >arma pla#s a "ital role in te industr# as 1ell as
in te national econom#.
&o be success$ul) relentless contribution and dedication o$ te organizations uman
resource management is "er# muc needed. &o compete in international as 1ell as in
local mar*et in ad"erse situation te HR managers 1or* as become muc more di$$icult
in toda#?s e"er canging business en"ironment. De"eloping plans in a d#namic situation
demands critical anal#sis o$ te situation and strict adering to te core principal o$ te
organization. .s Be<imco >arma is decentralized organization and core "alues are
cerised b# e"er#one 1itin te organization) operating in d#namic situation is easier
tan it seems.
0it te de"elopment o$ ealtcare in$rastructure and increase o$ ealt a1areness and
te purcasing capacit# o$ people) tis parmaceutical industr# is e<pected to gro1 at a
iger rate in $uture. Healt# gro1t is li*el# to encourage te parmaceutical companies
to introduce ne1er drugs and ne1er researc products) 1ile at te same time
maintaining a ealt# competiti"eness in respect o$ te most essential drugs. +o) it is a
great responsibilit# $or Be<imco >arma as 1ell as oter companies in tis industr# to
concentrate on /ualit# product and /ualit# ser"ice to ta*e tis industr# to1ards $urter
success. &e Banglades go"ernment sould also be considerable and cooperati"e to elp
te businesses $louris.
1NNEJ4+E
Bibliograpy-
7ebsites-
666)beximcoparma)com
666)s/uareparma)com
666)scrib')com
666)google)com
1nnual +eports- Beximco Parma (**($ (**I$(**H . S/uare Parma
(**I
&e<t Boo*s- Fun'amental of Human +esource ,anagement by S) P)
+obbins$ Davi' 1) De2enzo