1.

1 Introduction
Square company is one of the most and largest company in our country. They have several
branches all over the country providing and distributing product and services. Now-a-days
they capture most of the market shares of our country. They have a reputation name in the
pharmaceutical industry of Bangladesh for manufacturing quality medicines for more than
four decades. SPL made its debut in a humble way in 1958 from a small house of the village
Ataikola near Pabna. Some big concerns like Square Consumer Products Ltd., Square
informatics and Square Hospitals Ltd. Incorporated at that time; square was joined with a
management agreement with Burmungrad Hospital International of Thailand for the
management of Square Hospitals ltd. Square today is a corporate giant active in divergent
business and industrial fields. Its present unassailable status is the outcome of its successful
diversification whether related diversification or unrelated. Our objectives are to conduct
transparent business operations within the legal & social frame work with aims to attain the
mission reflected by our vision. Our Mission is to provide quality & innovative healthcare
relief for people. Our vision is leading to accretion of wealth through financial and moral
gains as a part of the process of the human civilization. As per provisions of the Article of
Association, Board of Directors holds periodic meetings to resolve issue of policies and
strategies, recording minutes/decisions for implementation by the Executive Management. So
it is clear to us that SCL a pivotal and most contributing company in our country for govt. as
well as for our economy.
1.2 Historical Background & Growth of the SPL
Square Pharmaceuticals Ltd., is the largest pharmaceuticals company of Bangladesh, is a
reputed name in the pharmaceutical industry of Bangladesh for manufacturing quality
medicines for more than four decades. SPL made its debut in a humble way in 1958 from a
small house of the village Ataikola near Pabna.
The first proprietary medicine was introduced in 1959 under the name of Easton’s Syrup,
when the number of working people was 12, turn over was Tk. 55000/- and occupied a floor
space of 3000 sq.ft. Mr. Samson Chowdhury, the owner of the transferred the newly
established company to Pabna where a few people were accepted as co-workers accumulate
more capital for smooth operation of the company. The first processed tablet was introduced
in 1962 under the generic name Santonin. In the next year the introduction of Pathedine
injection accelerated the growth of the firm with a rapid expansion of business turnover. In

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1964, the annual turnover of the company rose to Tk. 1 million and the Square
Pharmaceuticals was converted into Private Limited Company.
The company continued to engage itself in manufacturing of both official’s preparation and a
range of proprietary items. In the mean time the company had been on the lookout of an
acquiring know-how and expertise from outside for manufacturing and marketing of more
sophisticated products through join venture and collaboration. The company took necessary
steps in adopting a strategic plan to expand its manufacturing facilities to produce wide range
of essential items within the parameter of the WHO (World Health Organization)
recommendations.
This enabled the company to market a wide range of products to fill up the gap created by the
new drug policy, in 1982, when turnover reached to Tk. 2240 million and number of people
employed increased to nearly 400. In 1985 Square become the market leader in
pharmaceuticals sector. As a pioneer, SPL has been exporting its antibiotics and other
products to UK, Singapore and other countries since 1986. In I987, Square set up new factory
to meet expanding market demand.
1.3 The various SQUARE Concerns

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1.4 Chronology since Inception

1958 : Debut of Square Pharmaceutical as a Partnership Firm.

1964 : Converted into a Private Limited Company.
1974 : Technical Collaboration with Janssen Pharmaceutical, Belgium, a subsidiary of
Johnson and Johnson International, USA.
1982 : Licensing Agreement signed with F. Hoffmann-La Roche Ltd., Switzerland.
1985 : Achieved first position in the Pharmaceutical Market of Bangladesh among all
national and multinational companies.
1987 : Pioneer in pharmaceutical export from Bangladesh.
1991 : Converted in to a Public Limited Company
1994 : Initial Public Offering of Square Pharmaceutical Shares.
1995 : Chemical Division of Square Pharmaceuticals Ltd. starts production of
pharmaceutical bulk products (API).
1997 : Won the National Export trophy for exporting pharmaceuticals.
1998 : Agro-chemicals & Veterinary Products Division of Square Pharmaceutical
starts its operation.
2001 : US FDA/UK MCA standard new Pharmaceutical factory goes into operation
built under the supervision of Bovis Lend Lease, UK.
2004 : Signing of agreement with ROVIPHARM, Vietnam to manufacture and
market SQUARE products under license in Vietnam.
Secured the top position for the best published accounts and report for 2003 in
the manufacturing category for transparency and excellence in corporate
reporting.
2005 : New State-of- the-Art Square Cephlosporins Ltd. goes into operation; built
under the supervision of TELSTAR S.A. of Spain as per US FDA/ UK MHRA
requirements.

1.5 Vision & Mission of Square SPL:

Vision
We see business as a means to the well-being of the investors, employees and the society at
large, leading to accretion of wealth through financial and moral gains as a part of the process
of the human civilization.
Mission
Our Mission is to provide quality & innovative healthcare relief for people, maintain
stringently ethical standard in business operation also ensuring benefit to the shareholders and
other stakeholders.
1.6 Objective of SPL:
Our objectives are to conduct transparent business operations within the legal & social frame
work with aims to attain the mission reflected by our vision

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1.7 SPL MANAGEMENT:
1.7.1 Types of ownership:
SPL made its debut in 1958 as a Partnership Firm with four partners. Afterward with rapid
expansion of business turnover in 1964, SPL converted into a Private Limited Company. In
1994 SPL converted into a Public Limited Company and floated public share with highest
premium.
1.7.2 Board of Directors:
Mr. Samson H. Chowdhury Chairman
Mr. Tapan Chowdhury Managing Director
Dr. Kazi Harunur Rashid Director
Mr. Samuel S. Chowdhury Director
Mr. Anjan  Chowdhury Director
Mr. Kazi Iqbal Harun Director
Mrs. Jahanara Chowdhury Director

1.7.3 Management Committee:

Mr. Tapan Chowdhury Managing Director
Dr. A. R. Q. Baksh Member
Dr. Jibon Roy Member
Mr. Muhammadul  Haque Member
Mr.Md. Kabir Reza, FCMA Member

1.7.4 Non Executive-Hierarchy:  

Grade Designation
B-1 Officer
B-2 Junior Officer
B-3 SR. Officer Assistant/ SR. LAB Analyst
B-4 Office Assistant/LAB Analyst
B-5 Driver
B-6 Peon/Driver
B-7 Peon

1.8 The Key Departments of SPL:

1.       Product Management Department (PMD)
2.       Sales Department
3.       Medical Services Department (MSD)
4.       Accounts & finance Department
5.       Personal & Administration (PAD)

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 6.       Information Technology (IT) Department
7.       International Marketing Department
8.       Marketing Supply Chain Management
9.       Technical Service Department (TSD)
10.       Distribution Department
11.       Human Resource
12.       Share & Corporate Affairs
13.       Commercial
1.9 Human Resource: Practices & Climates
SQUARE, with its progressive business outlook, believes and practices corporate work
culture with a classic blend of efficiency and equity. SQUARE believes in company growth
by increasing efficiency level of employees and for that offering excellent environment and
support for skill and knowledge up gradation. SQUARE values productivity as the
spontaneous contribution of Human Resources. Strategic Human Resource Development
Programs are the energy sources for SQUARE HR for running towards the zenith of success.
Flow of clear and specific information and justification of queries play the vital role to ensure
the market reputation of SQUARE as the most trusted and transparent company and it
enriches the motivation level of HR who are the real contributors and owners of his / her own
jobs. At SQUARE, HRD symbolizes the unique blending of professionalism as well as
sharing the stress and success equally like a family where every member has deep concern,
feelings and pride for their own company SQUARE. HR ensures the strong supporting role to
develop & implement HR policy guidelines for ensuring uninterrupted operation and
spontaneous participation to achieve organizational objective as well as fulfillment of
employee needs. HR is maintaining an effective way to deal with labor union and still no
unrest has been recorded as dispute. Personnel working here are taking care of SQUARE as if
it is their own family. Employee-employer relation is cordial and supporting always.

1.10 Key Persons of Human Resource Department:

 Mr. Anjan K. Paul – Deputy General Manager Head of HRD
 Mr. R. K. Banarjee- Manager, Public Relations
 Mr. Allen A. Baroi- Manager, HRD
 Mr. Ali Hossain- Manager, HR (Dev. & Training)

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  Lt. Col. (Retd) Jainul Abedin- Manager-HR, Pabna Unit
 Mr. Mokbul Hossain, Sr. Executive-HR, Dhaka Unit

1.11 Human Resource Department:

SQUARE, with its progressive business outlook, believes and practices corporate work
culture with a classic blend of efficiency and equity. SQUARE believes in company growth
by increasing efficiency level of employees and for that offering excellent environment and
support for skill and knowledge up gradation. SQUARE values productivity as the
spontaneous contribution of Human Resources. Strategic Human Resource Development
Programs are the energy sources for SQUARE HR for running towards the zenith of success.
Flow of clear and specific information and justification of queries play the vital role to ensure
the market reputation of SQUARE as the most trusted and transparent company and it
enriches the motivation level of HR who are the real contributors and owners of his/her own
jobs.

1.12 Organogram of Human Resource Department

SQUARE GROUP LTD.
CORPORATE HEADQUARTERS, DHAKA
Organogram of Human Resource Department

Managing Director
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Executive Director,
Administration
 Senior
Manager
(Public
Relations) Assistant
General
Manager
HR, CHQ

Manager
HR, CHQ

Manager,
Executive
Secretary

Manager,
Office Executive
Office
Secretary
Senior
Manager Office
HR, CHQ
Admin
Assistan
Executive Admin
Assistan
1.13 Recruitment and Selection process in SQUARE
Admin t
Assistant
Recruitment is the process through which the organization seeks applicants for potential
employment. Selection refers to the process by which it attempts to identify applicants with
the necessary knowledge, skills, abilities and other characteristics that will help the company
achieve its goals, companies engaging in different strategies need different types and

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numbers of employees. The strategy a company is pursuing will have a direct impact on the
types of employees that it seeks to recruit and selection.
Source of recruitment
There are two kinds of source SQUARE uses for recruitment .They are
1. External source
2. Internal source.
We try to discuss all relative sources which are used for recruitment in SQUARE.
1. Internal source
SQUARE thinks that current employees are a major source of recruits for all but entry-level
positions. Whether for promotions or for ‘Lateral’ job transfers, internal candidates already
know the informal organization and have detailed information about its formal policies and
procedures. Promotions and transfer are typically decided by operating managers with little
involvement by HR department.
1.1Job-posting programs
HR departments become involved when internal job openings are publicized to employees
through job positioning programs, which informs employees about opening and required
qualifications and invite qualify employees to apply.
1.2 Departing Employees
An often overlooked source of recruiters consists of departing employees. Many employees
leave because they can no longer work the traditional 40 hours work week .
2. External source
When job opening cannot be filled internally, the HR department of SQUARE must look
outside the organization for applicants. We discuss all the external source of recruitment at
bellow:
2.1 Walk-ins and Write-ins:
Walk-ins are some seekers who arrived at the HR department of SQUARE in  search of a job;
Write-ins are those who send a written enquire.

2.2 Employee referrals:

Employees may refer job seekers to the HR department .Employee referrals have several
advantages.
2.3 Advertising
Want ads describe the job and the benefits, identify the employer, and tell those who are
interested how to apply.
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 Example:
General Manager- production (ref: PM)
 Age: 28-35 years; Graduate with specialization in garment mfg technology from NIFT or
equiv.
 Minimum 10 years experience in similar position of a unit with a minimum of
1000machines.
 Must have detailed hands on knowledge of industrial engineering.
We offer competitive salary which is commensurate with experience and qualification.
If you aspire to an exciting and rewarding career, send your detailed resume, quoting your
present and expected salaries to jobs.
1.14 Overall Recruitment and Selection Process of SPL:
The procedures of recruitment and selection process in SPL are generally driven by a desire
to be fair. However, there may in some cases need to be a better balance of fairness and
operating a quick and effective process. Careful consideration of policies and procedures may
identify unnecessarily bureaucratic practices. Each year SPL recruit above 100 numbers of
Medical Promotion Officer (MPO) those are mainly chosen for field work. During my
internship program I got the opportunity to take part in the recruitment and selection process
for this post. From the beginning to end SPL follows a very systematic procedure which leads
them to hire effective people. The below discussion is on the entire process of recruiting and
selection process of SPL for the position of MPO.

1.15 Steps of Recruitment and Selection (MPO) in SPL:

Employee Budget

Requisition
No
Justification
Requisition Recruitment
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 Approval

Advertisement

Receiving CV

Sort out

Written Test

Viva- voce
Selection
Approval from the Authority

Medical Check- Up

Job Offering

Appointment

1.16 Training in SPL:

SPL today stands for reliance. The foundation of this reputation lays resourceful manpower,
updated technology and above all devotion. Devotion to humanity and commitment to
program made the story a success. SPL with its solemn vow to uplift the community health
stands in the forefront. LPL is not only dedicated to production but also ensures higher
quality larger product range. And higher quality cannot be ensured unless the personnel
related to production are properly trained.
SQUARE’s HRD is tirelessly working on the continuous training; development and well-
being of its members. Both in-house and outside organization training of employees are
concomitant and ongoing process. For continuous monitoring and development, a highly
scientific participatory Performance Management System (PMS) is in use for assessing
employee need and appraising them once in each quarter of the year. Along with regular
programs for HR Development SQUARE has number of Employee Relations Programs
(ERP).
1.16.1 Training needs can be grouped into the following two categories:

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a. Reactive
Identify of existing weaknesses and reacting to remedy them.
b. Proactive
Preparation of employees to handle anticipated future changes both within and outside the
organization. This is a longer-term approach, more oriented towards development.
1.16.2 The Training Cycle in SPL:
Developing an effective T&D program requires long periods of continuous and systematic
approaches. For any company to be considered a successful T&D provider, it must follow a
systematic process to carry on training initiatives. SQUARE Pharmaceuticals Ltd., the
parental company of the SQUARE conglomerate, is no exception.
The 7 major steps of the system are as follows:
1. Developing and determining training needs assessment
2. Ensuring trainee motivation for the training
3. Creating a learning environment conducive for training initiatives
4. Ensuring transfer of training
5. Developing an evaluation plan for training effectiveness and efficiency measurement
6. Selecting type of training and implementing
7. Monitoring and improving initiatives
1.17 Development of the human resources
The long term development of human resources as distinct from training for a specific job is
of growing concern to HR departments of SQUARE .Throw the development of current
employees the department reduces the company’s dependents on haring new workers .if
employees are developed properly the job openings found throw HR planning are more likely
to be filled internally promotions and transfers also show employees that they have a career
not just a job. The employee benefits from increased continuity in operations and from
employees who fail a greater commitment.
HR department is also an effective way to meets several challenges including employee
obsolescence, international and domestic diversity, technical challenges. Affirmative action
and employee turnover. By meeting these challenges the department can, maintain an
effective workforce.
1.18 Benefits

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Training has been used in organizations for the past several decades. Although training and
development requires investments of many types, there are cited benefits to integrating
training and development into organizations:
 Increased productivity and job performance
 Skills development
 Team development
 Decreasing safety-related accidents
However, if the training and development is not strategic and pointed at specific goals, it can
lead to more harm than good Needs assessments, especially when the training is being
conducted on a large-scale, are frequently conducted in order to gauge what needs to be
trained, how it should be trained, and how extensively. Needs assessments in the training and
development context often reveal employee and management-specific skills to develop (e.g.
for new employees), organizational-wide problems to address (e.g. performance issues),
adaptations needed to suit changing environments (e.g. new technology), or employee
development needs (e.g. career planning). The degree of effectiveness of training and
development programs can be predicted by the needs assessment and how closely the needs
were met, the execution of the training (i.e. how effective the trainer was), and trainee
characteristics (e.g. motivation, cognitive abilities). Effectiveness of training is typically done
on an individual or team-level, with few studies investigating the impacts on organizations.[1]
1.19 Performance Management:
Performance appraisal is the process of assessing employee’s past performance, primarily for
reward, promotion and staff development purposes.
Performance appraisal (is) a process that identifies, evaluates and develops employee
performance to meet employee and organizational goals.
Performance Appraisal doesn’t necessarily use to blame or to provide a disciplinary action.
Previous management theories used to view performance appraisal as a stick that
management has introduced to beat people. Performance appraisals are now more clarified
and they concentrate on developing organizational strengths and employee performance.
1.19.1 Purpose of Performance Appraisal in SQUARE
 To review past performance
 To assess training needs
 To help develop individuals
 To audit the skills within an organization

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  To set targets for future performance
 To identify potential for promotion
 To provide legal & formal justification for employment decision
 To diagnose the hidden problems of an organization
Conclusion:
The performance and appraisal management system in Square Pharmaceuticals Company is a
planned system. They use different management tools for establishing their performance and
appraisals management. In the above discussion we can easily understand that, Square
Pharmaceuticals Company mainly depends on their organizational distinguish of department.
This divisional employee’s team earned a great market share in every year also get
promotion. Their total activates is a very well defined, that’s why their divisional people are
more active than any other pharmaceuticals company. In our country, pharmaceuticals
company mainly use personal selling as promotional tools. So they should more emphasize
on this promotional tools, also focus on internal and external activities.

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