BUS 498 (INTERNSHIP), Section: 53

Weekly Journal No: 5

Submitted To:
Mr. Shafquat Rafiul Alam (Sqt)
Lecturer, Department of Management
School of Business & Economics
North South University

Submitted By:
Muhtadir Al Munif
ID# 1411240030
 I am Muhtadir Al Munif, working as Coordinator of DMD at Noman Group of
Industries. I am going to discuss about my experiences from the fifth week of my service
life at Noman Group of Industries through this journal.

1. Works Done:

The fifth week of my service life hold a very significant position in my mind as I
got the opportunity to work with the talented Human Resource Management team of
Noman Group. At first, I received a Two days training for 18 hours where I was provided
the core knowledges about KPI, Evaluation, Feedback system. After the training session,
I went for a learning assessment test. After passing the learning assessment test, my
seniors were satisfied that I have been successful to capture the basic knowledge about
KPI and 360-degree feedbacks. Usually Noman Group follows yearly percentage based
increment policies where people from a specific rank of service receives equal increments
annually. That means their salaries increase equally. This format of increment was used
to have a sense of equality and equity for all the employees within an organization. But
the fact is eventually the management of the organization got to understand that, this
format is becoming very problematic as some of the employees are trying to take
advantages of ‘Free Riders’. This format is also demotivating the actual hardworking
human resource of the company as they have started to feel offended as their hard work
is not being differently recognized. The people who deserve praises are not receiving
anything extra on the other hand the people who deserve penalties are receiving equal
amounts of rewards to the hardworking people. To eradicate these internal
misunderstandings and disappointments, the company has decided to provide
increments based on performances only. In this method, the people who will work and
deliver more will receive more and the people who are not working will receive minimum
level of increments. I actively participated in the Increment Method Selection Board as
the representative of our Honorable DMD. Our talented Human Resource Management
team headed by one of my most respected senior Mr. Naeem Akbar came up with this KPI
format. I worked as an associate to Mr. Akbar in setting up the Key Performance
Indicators for different posts, ranks and designations. I also work in the team which was
appointed with the task to set up a format of 360-degree feedbacks where an individual’s
performance in service for a fiscal year will be judged by three sides. His Seniors/Boss,
Subordinates/Juniors and Same Ranked colleagues will be judging him and he will be

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provided the same responsibilities also. I have enjoyed a lot in this format making process
where I got the opportunities to implement my learnings.

2. Learnings & Achievements:

Key Performance Indicators (KPI) and 360-degree feedbacks are two completely
new methods of judging the individuals to find out their deserved increments which is
achieved not provided. Under the leadership of our honorable DMD Mr. Talha, we came
up with the specially structured designs of these methods which was specially prepared
in the context of Noman Group. As Mr. Talha is the CEO of Noman Terry Towel Mills
Limited (NTTML) we implemented these methods at NTTML at first. These applications
were on pilot mode where we started with the Assistant Managers, Managers, Assistant
General Managers and Head of the departments (General Managers). Receiving training
from the HR team and Industry Experts was a golden opportunity for me as a business
graduate from a non-HR background. I got to learn a lot of new things. After the training
session, we worked to finalize the KPI format along with the format of survey for 360-
degree feedbacks in a team. The team performed outstanding as a ‘Team’. KPI and 360-
degree feedbacks were not a new thing to learn for me as I had the initial knowledge and
understandings from my undergrad. But what I got was to learn these methods more
extensively and saw how theories of HR are applied in the real world. I also got the
opportunity to practically apply our theories in a big organization like Noman Group.

3. Observation:

Noman Group is one of the most well-structured organization in Bangladesh

where everything goes on formally. Before implementing any idea, there are some formal
procedures which includes taking the formal approval of the honorable Chairman and the
honorable members of the Board of Directors. For these approval, I got the opportunity
to meet all our honorable Directors and found them equally dynamic as our honorable
chairman. I found the theoretic and practical definitions of HR quite different here.

4. Notable Incidents:

The fifth week of my service life was also full of Notable Incidents as we were
trying to do something new. Not everyone was cooperative and we found it very normal.
But when we met the Board of Directors, they were very satisfied with our work. They
approved our format with praising and inspiration which means a lot to me.