INDEPENDENT UNIVERSITY, BANGLADESH

Human Resource Management

Manpower Planning and Forecasting
Section: 01
Submitted To: Dr. Ikramul Hasan
Department of Human Resource
School of Business
Date of Submission: 5th April 2020
Submitted by: Group 12
Name ID
Nafees Hasan Chowdhury 1830143
Shirshendu Dey 1710850
Nahiduzzaman 1720244
Syeda Sumra Afrin 1731443
Jannatul Ferdous Jui 1710174
 Letter of Transmittal
Independent University, Bangladesh

5 April 2020

Dr. Ikramul Hasan

Assistant Professor, School of Business

Independent University, Bangladesh

Subject: Prayer for an acceptance of the submission of the “Term Paper on Park Bd company
which consists of forecasting, job analysis of each employees, recruitment process ".

This is a great pleasure for us to submit you a report that helped us to know how an APP runs,
how HR uses different technique for recruiting, and how they make a job analysis of different
level employees. As per requirement of the course, we have completed the report which is
done as group work including 5 members. It is worth mentioning that, we enjoyed the whole
event during our working period. It is a combined effort to expand knowledge and what is going
on as the practical field of activities.

We have undertaken our sincere effort for successful completion of this report. We hope what
if we have any accidental error and omission will be considered with sympathy. Since due to
COVID- 19 it was very difficult as there is no Physical communication. Therefore, we pray for
your kind consideration in this regard. We will be very grateful if you accept our report and
oblige thereby.

Sincerely yours,

Group-12
Thank you.

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 Acknowledgement

At the very beginning we would like to express our deepest gratitude to Almighty God for giving
us the strength and the composure to finish the task within the scheduled time. Project is like a
bridge between theoretical and practical working. We are feeling very obliged and therefore
special thanks to our honorable Dr. Ikramul Hasan sir who gave us the opportunity to think and
to show creativeness that we have in us and realizing us what we can do in future.

Our sincere gratitude goes to our honorable teacher Dr. Ikramul Hasan sir instructor of HRM
360 Independent University. Without his support and encouragement and such an attempt to
enhance our practical knowledge about the real situation, this business project would not be
possible. At the last but not the least, we are thankful to all my teachers and friends who have
been always helping and encouraging us throughout this whole semester. We have no valuable
words to express my thanks, but our heart is still full of the favors received from every person.
 Table of Contents
1.0.0.0 Introduction............................................................................................................................................. 7
1.1.0.0 Executive Summary ............................................................................................................................. 7
1.2.0.0 Company Background ......................................................................................................................... 7
1.2.1.0 Company.......................................................................................................................................... 7
1.2.2.0 Legal Structure................................................................................................................................. 8
1.2.3.0 Mission ............................................................................................................................................ 8
1.2.4.0 Vision ............................................................................................................................................... 8
2.0.0.0 Business Plan ........................................................................................................................................... 9
2.1.0.0 Industry Background ........................................................................................................................... 9
2.1.1.0 Target Market:................................................................................................................................. 9
2.1.2.0 The Car Owners: ............................................................................................................................ 10
2.1.3.0 The Parking Owners: ..................................................................................................................... 10
2.1.4.0 Competitor Analysis ...................................................................................................................... 11
2.2.0.0 Business details ................................................................................................................................. 11
2.3.0.0 Business premises ............................................................................................................................. 11
2.3.1.0 Product Offerings .......................................................................................................................... 12
2.3.2.0 Park.BD: Recommendation Engine................................................................................................ 12
2.3.3.0 Park.BD: e-Wallet .......................................................................................................................... 12
2.3.4.0 Partner App ................................................................................................................................... 13
2.4.0.0 Market and Industry Analysis ............................................................................................................ 13
2.5.0.0 Innovation ......................................................................................................................................... 14
2.6.0.0 Insurance ........................................................................................................................................... 14
2.6.1.0 Asset insurance: ............................................................................................................................ 14
2.6.2.0 Insurance of apps: ......................................................................................................................... 14
2.6.3.0 Public liability insurance: ............................................................................................................... 14
2.7.0.0 Key personnel .................................................................................................................................... 14
2.8.0.0 SWOT Analysis ................................................................................................................................... 15
2.8.1.1 Figure 1: SWOT analysis ............................................................................................................ 15
2.9.0.0 Sustainability plan ............................................................................................................................. 15
2.9.1.0 Environmental impact: .................................................................................................................. 15
2.9.2.0 Community impact: ....................................................................................................................... 15
2.9.3.0 Risk: ............................................................................................................................................... 16
2.9.4.0 Strategies: ...................................................................................................................................... 16
2.10.0.0 Marketing Plan ................................................................................................................................ 16
2.10.1.0 Market research: ......................................................................................................................... 16
2.10.2.0 Sales and marketing objectives ................................................................................................... 17
2.10.3.0 Pricing .......................................................................................................................................... 17

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 2.10.3.1 Figure 3. Chart showing breakdown of total deals projection of first 4 quarter and our
commission............................................................................................................................................ 18
2.10.4.0 Promotion.................................................................................................................................... 19
2.10.5.0 Placement .................................................................................................................................... 19
2.11.0.0 Financing the Business .................................................................................................................... 20
2.11.0.1 Figure 2: 2 Year Revenue Projection ....................................................................................... 21
2.11.0.2 Figure 2: 2 Year Income Statement ......................................................................................... 22
2.12.0.0 Assumptions .................................................................................................................................... 23
3.0.0.0 HR Forecasting....................................................................................................................................... 24
3.1.0.0 Benefits of HR Forecasting ................................................................................................................ 24
3.1.1.0 Reduce HR costs: ........................................................................................................................... 24
3.1.2.0 Increases Organizational Flexibility: .............................................................................................. 24
3.1.3.0 Ensure a close linkage to the overall Business Forecasting Process: ............................................ 25
3.2.0.0 Environmental and Organizational Factors Affecting HR Forecasting: ............................................. 25
3.3.0.0 HR Forecasting Time Horizons:.......................................................................................................... 26
3.3.1.0 Current Forecast: ........................................................................................................................... 27
3.3.2.0 Short-run Forecast:........................................................................................................................ 27
3.3.3.0 Medium-run Forecast: ................................................................................................................... 27
3.3.4.0 Long -run Forecast: ........................................................................................................................ 27
3.4.0.0 How to determine the Net HR Requirement: ................................................................................... 27
3.4.1.0 Determine HR Demand: ................................................................................................................ 27
3.4.2.0 Ascertain HR Supply: ..................................................................................................................... 28
3.4.3.0 Determining Net HR Requirements:.............................................................................................. 28
3.4.4.0 Institute HR Programs: HR Deficit and HR surplus: ....................................................................... 29
3.5.0.0 Tools of calculating HR Demand in the Organization: ....................................................................... 29
3.5.1.0 Tools that are used to calculate HR demand in an organization are: ........................................... 29
3.5.2.0 Quantitative Methods for forecasting Demand: ........................................................................... 29
3.5.3.0 Qualitative Methods for Forecasting Demand: ............................................................................. 30
3.5.5.0 Explanation of Quantitative methods: .......................................................................................... 30
3.5.6.0 Explanation of Qualitative methods:............................................................................................. 31
3.6.0.0 Qualitative and quantitative Methods of HR forecasting with Advantages and disadvantages: ..... 31
3.7.0.0 Methods used by Park.BD for Demand Forecasting: ........................................................................ 32
3.7.1.0 Trend analysis ................................................................................................................................ 32
3.7.2.0 Delphi technique ........................................................................................................................... 33
3.7.3.0 Regression Analysis ....................................................................................................................... 34
4.0.0.0 Job analysis ............................................................................................................................................ 38
4.1.0.0 Introduction Job Analysis .................................................................................................................. 38
4.1.0.1 Organogram of Park.Bd ............................................................................................................. 38
4.2.0.0 Advantages of the Functional Organizational Structure ................................................................... 39

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 4.3.0.0 There are three types of job analysis ................................................................................................ 40
4.3.1.0 Job requirements........................................................................................................................... 40
4.3.2.0 Job Competency ............................................................................................................................ 40
4.3.3.0 Job Rewards................................................................................................................................... 40
4.4.0.0 Job description .................................................................................................................................. 41
4.5.0.0 Job Specification ................................................................................................................................ 41
4.6.0.0 Job analysis methods involve techniques used for collecting job information ................................ 42
4.6.1.0 Prior information ........................................................................................................................... 42
4.6.2.0 Observation ................................................................................................................................... 42
4.6.3.0 Interviews ...................................................................................................................................... 43
4.6.4.0 Task Questionnaire ........................................................................................................................ 43
4.7.0.0 Sources to be used ............................................................................................................................ 44
4.7.1.0 Job analyst ..................................................................................................................................... 44
4.7.2.0 Job incumbents.............................................................................................................................. 44
4.7.3.0 Supervisors .................................................................................................................................... 44
4.7.0.1 The Process of Job Analysis ....................................................................................................... 45
4.8.0.0 JOB ANALYSIS OF Park.Bd Employees ................................................................................................... 46
4.8.1.0 Job Title - CEO (CHIEF EXECUTIVE OFFICER) ...................................................................................... 46
Job brief ..................................................................................................................................................... 46
CEO Responsibilities .................................................................................................................................. 46
CEO Requirements..................................................................................................................................... 47
4.8.2.0 Job Title - CEO Personal Assistance ................................................................................................... 47
Job brief ..................................................................................................................................................... 47
Personal Assistance Responsibilities ......................................................................................................... 47
4.9.0.0 Human resource/Administrative Department .................................................................................. 48
4.9.1.0 Job Title - HR Head ............................................................................................................................ 48
Job brief ..................................................................................................................................................... 48
HR Head Responsibilities ........................................................................................................................... 49
HR Head Requirements ............................................................................................................................. 49
4.9.2.0 Job Title - Staff manager.................................................................................................................... 49
Job Brief ..................................................................................................................................................... 49
Staff Manager Responsibilities .................................................................................................................. 50
Staff Manager Requirements .................................................................................................................... 50
4.9.3.0 Job Title - Line manager .................................................................................................................... 51
Job Brief ..................................................................................................................................................... 51
Line Manager Responsibilities ................................................................................................................... 51
Line Manager Requirements ..................................................................................................................... 51
4.9.4.0 Job Title - Supervisor ......................................................................................................................... 52
Job brief ..................................................................................................................................................... 52
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 Supervisor Responsibilities ........................................................................................................................ 52
Supervisor Requirements .......................................................................................................................... 52
4.9.5.0 Job Title - Receptionist ...................................................................................................................... 53
Job brief ..................................................................................................................................................... 53
Receptionist Responsibilities ..................................................................................................................... 53
Receptionist Requirements ....................................................................................................................... 53
4.9.6.0 Job Title - Caretaker........................................................................................................................... 54
Job brief ..................................................................................................................................................... 54
Caretaker Responsibilities ......................................................................................................................... 54
Caretaker Requirements ........................................................................................................................... 54
4.9.7.0 Job Title - Cook .................................................................................................................................. 55
Job Brief ..................................................................................................................................................... 55
Cook Responsibilities ................................................................................................................................. 55
Cook Requirements ................................................................................................................................... 55
4.9.8.0 Cleaner .............................................................................................................................................. 56
Job brief ..................................................................................................................................................... 56
Cleaner Responsibilities............................................................................................................................. 56
Cleaner Requirements ............................................................................................................................... 56
4.9.9.0 Security Guard ................................................................................................................................... 56
Job brief ..................................................................................................................................................... 56
Cleaner Responsibilities............................................................................................................................. 57
Cleaner Requirements ............................................................................................................................... 57
4.10.0.0 Marketing Department ................................................................................................................... 57
4.10.1.0 Job title - Marketing Department Head .......................................................................................... 57
Job Brief ..................................................................................................................................................... 57
Marketing Head Responsibilities ............................................................................................................... 58
Marketing Head Requirements ................................................................................................................. 58
4.10.2.0 Job Title - Marketing Manager ........................................................................................................ 59
Job Brief ..................................................................................................................................................... 59
Marketing Manager Responsibilities ......................................................................................................... 59
Marketing Manager Requirements ........................................................................................................... 59
4.10.3.0 .......................................................................................................................................................... 60
Job Brief ..................................................................................................................................................... 60
Marketing Responsibilities ........................................................................................................................ 60
Marketing Requirements........................................................................................................................... 61
4.11.0.0 Finance Department ........................................................................................................................ 61
4.11.1.0 Job Title - Head of Finance .............................................................................................................. 61
Job Brief ..................................................................................................................................................... 61
Finance Head Responsibilities ................................................................................................................... 62
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 Finance Head Requirements ..................................................................................................................... 62
4.11.2.0 Job Title - Finance Manager ............................................................................................................ 63
Job Brief ..................................................................................................................................................... 63
Financial Manager Responsibilities ........................................................................................................... 63
Financial Manager Requirements ............................................................................................................. 64
4.11.3.0 Job Title - Financial Assistance ........................................................................................................ 64
Job brief ..................................................................................................................................................... 64
Finance Assistant Responsibilities ............................................................................................................. 64
Financial Assistant Requirements ............................................................................................................. 65
4.12.0.0 Operation Department .................................................................................................................... 66
4.12.1.0 Job Title - Operations head ............................................................................................................. 66
Job brief ..................................................................................................................................................... 66
Operation Head Responsibilities ............................................................................................................... 66
Operation Head Requirements ................................................................................................................. 67
4.12.2.0 Job Title - Software Engineer........................................................................................................... 67
Job Brief ..................................................................................................................................................... 67
Software Engineer Responsibilities ........................................................................................................... 68
Software Engineer Requirements ............................................................................................................. 68
4.12.3.0 Job Title - Software Developer ........................................................................................................ 69
Job brief ..................................................................................................................................................... 69
Software Developer Responsibilities ......................................................................................................... 69
Software Developer Requirements ........................................................................................................... 69
4.12.4.0 Job Title - Research Officer.............................................................................................................. 70
Job Brief ..................................................................................................................................................... 70
Research Officer Responsibilities .............................................................................................................. 71
Research Officer Requirements................................................................................................................. 71
4.13.0.0 Information technology Department .............................................................................................. 72
4.13.1.0 IT Head............................................................................................................................................. 72
Job Brief ..................................................................................................................................................... 72
IT Head Responsibilities............................................................................................................................. 72
IT Head Requirements ............................................................................................................................... 72
4.13.2.0 IT Manager ...................................................................................................................................... 73
Job brief ..................................................................................................................................................... 73
IT Manager Responsibilities ...................................................................................................................... 73
IT Manager Requirements ......................................................................................................................... 74
4.13.3.0 IT Assistant ...................................................................................................................................... 74
Job brief ..................................................................................................................................................... 74
IT Assistant Responsibilities ...................................................................................................................... 74
IT Assistant Requirements ......................................................................................................................... 75
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 4.13.4.0 Customer care services ................................................................................................................... 75
Job brief ..................................................................................................................................................... 75
Customer Care Responsibilities ................................................................................................................. 75
Customer Care Requirements ................................................................................................................... 76
5.0.0.0 Recruitment Based on Internal and External ........................................................................................ 76
5.1.0.0 Introduction on Recruitment ............................................................................................................ 76
5.2.0.0 Readiness Plan ................................................................................................................................... 77
5.3.0.0 Centralized & decentralized recruitment .......................................................................................... 78
5.4.0.0 Recruitment Model ........................................................................................................................... 79
5.4.1.0 Staffing quality: person/organization match................................................................................. 79
5.5.0.0 Recruitment budget .......................................................................................................................... 79
5.6.0.0 Selecting & Training Recruiters ......................................................................................................... 79
5.7.0.0 Sources of Recruitment ..................................................................................................................... 80
5.7.1.0 Internal sources ............................................................................................................................. 80
5.8.0.0 Communication Message .................................................................................................................. 81
5.8.1.0 Realistic recruitment message ...................................................................................................... 81
5.8.2.0 Employment brand message ......................................................................................................... 81
5.8.3.0 Targeted message ......................................................................................................................... 81
5.9.0.0 External Recruitment Strategy .......................................................................................................... 82
5.9.1.0 Open External recruitment system ............................................................................................... 82
5.9.2.0 Targeted External recruitment system.......................................................................................... 82
5.10.0.0 Types of External Recruitment ........................................................................................................ 83
5.10.1.0 Employee referrals ...................................................................................................................... 83
5.10.2.0 Employee networks ..................................................................................................................... 83
5.10.3.0 Advertisements ........................................................................................................................... 83
5.10.4.0 Employment websites ................................................................................................................. 83
5.10.5.0 Posting jobs on niche employment websites .............................................................................. 83
5.11.0.0 Internal recruitment Strategy ......................................................................................................... 84
5.11.1.0 Closed internal recruitment system ............................................................................................ 84
5.11.2.0 Open internal recruitment system .............................................................................................. 84
5.12.0.0 Types of Internal Recruitment......................................................................................................... 84
5.12.1.0 Job postings ................................................................................................................................. 84
5.12.2.0 Talent management system ........................................................................................................ 84
5.12.3.0 Replacement and succession plans ............................................................................................. 85
5.12.4.0 Nominations ................................................................................................................................ 85
7.0.0.0 Recommendation .................................................................................................................................. 85
8.0.0.0 Conclusion ............................................................................................................................................. 86
9.0.0.0 References ............................................................................................................................................. 87

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 1.0.0.0 Introduction
1.1.0.0 Executive Summary

Park.BD is a platform where people can rent their unused parking hours to someone who need it
most. That’s how a huge amount of unused residential parking hours could be useful for car drivers
before who had no choice but street parking. It utilizes advanced technology to help alleviate the
problem of finding a secure parking space anywhere in Dhaka. Imagine arriving at shopping mall
which do not have a parking space and being able to quickly find a parking space in the nearest
residential building. This app will be available on google and apple play store very soon. With a
platform like this we hope reduce traffic jam caused by illegal parking in the road and at the same
time giving parking owners an opportunity to be part of the change and make some money along
the way. Our state-of-the-art technology enables our customers to avail increased security and
convenient space for their car. Simultaneously, Park.BD allows parking lot owners to charge a
premium for their parking and save money on personnel and maintenance, thus increasing their
bottom line significantly.

Moreover Park. Bd HR system is quite updated and modernize. In this report it shows

• What are the forecasting tools Park.Bd uses?

• The Organogram of Park. Bd and Job analysis and its process

• The Recruitment Process and Readiness Plan

1.2.0.0 Company Background

1.2.1.0 Company

Park.BD began as a business competition project for IUB School of Business. As young
entrepreneurs’ founders were looking around for a problem that could be solved with help of
technology and make the city life experience better, years of accumulated frustration with car
parking led to a unique concept for the solution of a daily life problem. That concept was Park.BD,
a platform where people can rent their unused parking hours to someone who need it most.
That’s how a huge amount of unused residential parking hours could be useful for cat drivers
before who had no choice but street parking. Currently, the company is in an early research and
planning phase. The founders are assessing the technical feasibility, investigating market

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segment, working on a prototype of the Park.BD app, and continuing to refine our strategic plans
for a product launch in early 2021.

1.2.2.0 Legal Structure

The Park-Find business will be instituted as a C corporation. This organization form will allow us
to have multiple investors and protect ownership right as the founders Furthermore, organizing
the company as a C-Corp will allow us to expand our company easily in any other region.

1.2.3.0 Mission

Park.BD is committed to create value for our end users- the car owners and the parking lot owners.
By making parking simpler, more profitable, and more convenient, our technology enables our
customers to avail increased security and convenient space for their car. Simultaneously, Park.BD
allows parking lot owners to charge a premium for their parking and save money on personnel and
maintenance, thus increasing their bottom line significantly.

1.2.4.0 Vision

Our vision is to reduce the traffic jam caused by illegal street parking city wide, making life easier
for the car owners and creating economical value for the parking owners simultaneously.

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 2.0.0.0 Business Plan

The business is all about online parking allotment prior reaching the premises. The company,
being virtually present will follow the flat organizational structure due to its simple organizational
operation. Name of the business is Park.BD.

2.1.0.0 Industry Background

According to new analysis by Frost & Sullivan, the $100 billion worldwide parking industry is
expected to attract institutional and strategic investments to the tune of $200-$250 million over
the next 3–5 years, mostly to spur innovation and smarter parking. One big reason for this
infusion of capital is to improve the inefficiencies in the ways that we currently park, per recent
findings.

For example, a 2011 study by Cisco revealed that just within the U.S., the total cost of personal
transportation amounts to $3 trillion per year. Parking represented a staggering 12.5 percent of
this total, or $374 billion. (This includes the actual cost to park and associated inefficiencies, such
as the urban traffic created by people looking for parking). With numbers this large, it’s not
surprising that automotive OEMs increasingly view parking as an important service that needs to
be integrated within the vehicle’s telematics system to streamline efficiencies.

2.1.1.0 Target Market:

We’ve a multi-segment customer base,

• First segment: The car owners

• Second segment- The parking owners.

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2.1.2.0 The Car Owners:
- Age Group: 18-50 year
- Tech Savvy
- Uses car everyday

Our end users are the car owners who uses car for daily transport need. Most of their office and
the educational institute do not have enough parking space. They may become our daily
customer. This segment is booming right now. Around 63 cars are sold in Bangladesh every day
now – the highest in the country’s history – with the number of imported cars having increased
threefold since the 2012-13 fiscal year.

Bangladesh imported around 11,476 cars in the last six months to fulfil the growing public
demand- Bangladesh Reconditioned Vehicles Importers and Dealers Association (Barvida).

2.1.3.0 The Parking Owners:

- Age Group: 25-50 year
- Tech Savvy
- Owns or rents parking

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Our secondary segment is the parking owners. Based on available industry data, Dhaka has
around 130467 residential parking space. - Rajuk

A further incentive to entry in this market is it’s still a new market, not many competitors are in
the market yet. The time it takes for a new technology to prove effective may be quite long. In
our sales forecasts we assume slow but steady increases. We do this to not overestimate our
capture of market share.

2.1.4.0 Competitor Analysis

As stated, this industry is very new. There are few established technologies in this domain in
Bangladesh. Examples of these are parking koi, Smart parking limited, etc. We have concluded that
none of them are using automated payment system. While they may have merit, they did not yet
become widely accepted in the market, and Park.BD can take over them with the facilities we are
providing.

2.2.0.0 Business details

The business will deliver the online parking facilities to the car owners in different parking
premises. In the rapid growth of population and improved standard of living, parking congestion
has been a crucial issue that in turn creates traffic congestion and unnecessary crowd in public
places. Therefore, this online parking would cater people prior allotment of parking spaces to
avoid unnecessary vehicle congestion, specifically for the pedestrian.

2.3.0.0 Business premises

Being virtual entity, the business will require a space to control and monitor the online parking
system and efficient parking allotment. However, the business will have collaboration of ample
number of parking premises in Bangladesh. The company will start with Dhaka and spread over
the country steadily through examining the acceptance and growing demand of this service.

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2.3.1.0 Product Offerings

Park.BD’s value is derived primarily from our innovative core technology. This system takes a
radical approach to solving a problem that everybody talks about and nobody can fix yet. In
doing so, this system can solve many of the existing problems in the industry. This technology
and its associated products are described below.

2.3.2.0 Park.BD: Recommendation Engine

The recommendation engine is the heart of Park.BD’s product offering. This system will use
tracking algorithms to monitor space availability in nearby location on certain time. Then based
on their location tracking, start and end date and nearby traffic we generate a virtual map that
shows the location of available parking spaces which gets updated every 5 second. The
information contained in this map can then be helpful in different ways to the user and help them
to determine what space to rent.

The Park.BD Engine will only require the real time GPS data from the user and rest of the data
will be collected from in app navigation.

2.3.3.0 Park.BD: e-Wallet

How we plan to Park.BD payment to work is 100% automated and you should never have to
worry about enough cash in pocket. To reduce the hassle of paying with cash and speeding up
the process of park and leave, we offer our own fully integrated e-Wallet that can be recharged
from the bank, our website, through your credit or debit card or simply from any other e-
Wallet.

Once someone finish the reservation manually, they’ll be charged automatically from their e-
Wallet for time there was parked. We detect any sort of late or early departure of every
reservation and the payment will be adjusted accordingly.

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2.3.4.0 Partner App

Our partner app will be shortly available on google and iOS both store as well as a web app will be
released. Partner app is a one stop solution for the parking owners whom we call partners. From
this app you will be able to register your parking, see all the analytics and data like what time your
parking has the most demand, who used your parking for what time, how much you have earned,
tips to improve your parking for driving more traffic. All the analytics and payment data will be
shown, hourly, daily, monthly and yearly basis.

2.4.0.0 Market and Industry Analysis

• Taxation - tax rates and incentives

Political
• Wage legislation - minimum wage and overtime

• Government intervention in the free market and

Economic related Technology Hardware & Equipment
• Economic growth rate
• Demographics and skill level of the population
Social • Class structure, hierarchy and power structure in
the society.
• Technology's impact on product offering
Technological • Impact on cost structure in Technology
Hardware & Equipment industry
• Weather And Climate change
Environmental
• Laws regulating environment pollution

• Anti-trust law in Technology Hardware &

Legal Equipment industry and overall in the country.
• Discrimination law

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 2.5.0.0 Innovation

Mobile application is the basic feature of the business where the customers would avail the
parking premises through prior booking of the same. The application will be based on
internet usage where it will be transformed into mobile application to ease the booking
process. Key innovation for this business would be integration of the application with
several payment modes including online fund transfer, mobile wallet.

2.6.0.0 Insurance

2.6.1.0 Asset insurance:

It is the prime concern where the assets of the business-like office premises, software, and
other computing equipment’s need insurance to be compensated due to its uncertain
longevity.

2.6.2.0 Insurance of apps:

The applications will be insured to avoid theft and piracy so that the uniqueness and
ownership would be maintained consistently.

2.6.3.0 Public liability insurance:

Once the registration of the business is completed, it would be the next attempt to insure
employee compensation and life of individuals.

2.7.0.0 Key personnel

Key personnel for this business will be IT experts who will directly work in developing and
controlling the online parking apps. Moreover, the marketing and financial operations will be
performed by the individuals only because of the severity and demand of employees in those
positions.

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 2.8.0.0 SWOT Analysis

Park.BD

2.8.1.1 Figure 1: SWOT analysis

2.9.0.0 Sustainability plan

2.9.1.0 Environmental impact:

Due to absence of production process the environmental impact is minimal in nature. The
business is based on the application-based operation and thus, it does not affect environment.
Moreover, the business indirectly influences in minimizing the environmental; hazards through
minimizing scattered parking and thus, traffic congestion.

2.9.2.0 Community impact:

Local residents and shop keepers will be benefitted from the online parking allotment. The
shopping and resident premises will be parking free and thus, the society development and
upgradation will be eased.

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2.9.3.0 Risk:

The anticipated risk factors associated to the business are:

Unavailability of start-up funds

Loss of assets

Unavailability of ample number of parking slots

High rental costs to tie up with the parking owners

2.9.4.0 Strategies:

Different strategies like proper handling of assets, effective awareness of online parking will be
the prime strategy to avoid such uncertainty and its consequences.

2.10.0.0 Marketing Plan

2.10.1.0 Market research:

Several factors affect in driving the industry of online parking where population has been one of
the same that influences in increasing demand of parking allotment and premises for the same
purpose. The population growth in Bangladesh has been 38% during the last decade that is
expected to increase in future. 95.69% employment in last few years has increased the demand
of parking services which in turn is expected to grow in future too.

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2.10.2.0 Sales and marketing objectives

The sales objectives of the company are:

1) To increase its sales by 5-10% every years

2) To increase its market share by 15% in the second year over the initial year

3) To introduce improved online parking allotment system and convenient payment mechanism
to the customers

4) To improve stakeholders’ relation

5) To promote the business in every possible promotional channel to attain maximum client
reach for survival purpose

6) To enlarge its operation from local to national platform

7) To develop the marketing portfolio in such a way that maximum satisfaction would be
delivered to the customers while ensuring targeted profitability as well

2.10.3.0 Pricing

Park.BD pricing strategy is based on two factors, the area of parking and the facilities given by the
parking owners. Based on these, Park.BD suggests an optimum price point to the parking owners
which helps to determine a competitive pricing compared to other parking owners in his area.
And we take 20% commission on every deal. We expect to complete 90% of our transaction
through our e-wallet. We also take 2% commission from the car owners on each transection
through our e-wallet.

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 Total
Commission Deals

5000000

3750000

2500000

1250000

Q1 - 2500 Q2-8000 Q3-22000 Q4- 61000

2.10.3.1 Figure 3. Chart showing breakdown of total deals projection of first 4 quarter and our
commission

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2.10.4.0 Promotion

Park.BD has adapted a very simple promotion and sales strategy. Our primary business model is
C2C, we connect the car owners with the parking owner. We run social media ad and other online
ads to make people sign up online. Our sign-up process is completely automated, so our
customer acquisition process is much simpler. Beside that we do distribute conventional
marketing material like flyers, leaflets and poster in roadside parking area, residential buildings
and public places.

Once we expand our business to Business-to-Business (B2B) model. We aim to reach out to
the institutes and companies that has huge parking area and have minimum 10 hours of
unused time. We plan to do strategic partnerships with those companies.

The incentive for our partners is they’ll be able to add surcharge. These partnerships will
guarantee more convenient parking citywide in certain timeframe.

2.10.5.0 Placement

Primarily, Park.BD aims to focus its operation in and around Dhaka Metropolitan area due to
limited availability funding and lack of industry expertise. We will set up our customer service
headquarters conveniently in Dhaka south and north city corporation to reach and solve our
customer issues in a timely manner. After penetrating in the Dhaka market and securing
important partnerships, we will expand the operation to other cities and eventually serve the
entire country.

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 2.11.0.0 Financing the Business

In planning this venture, we have outlined the financial decisions and practices required to
bootstrap this company from an initial capital amount of 8M BDT. This money is expected to be
provided by angel or VC investor in exchange of equity in the company. Our calculations show that
this amount of money will see us through the initial research and development phase and the
preliminary months of sales where revenue will be low. As sales and revenue ramp up, we will
have more expenses associated with running the business.

Despite these increases, our projections show that we will become cash-flow positive in the 2nd
quarter of 2019.

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 Average
Commission Commission Monthly Monthly Total
Total
Month Product
Rev
Rate $ sell Revenue Sales
Price

1 75 22% 16.5 100 1650

2 75 22% 16.5 150 2475
3 75 22% 16.5 225 3712.5
4 75 22% 16.5 300 4950
5 75 22% 16.5 500 8250
6 75 22% 16.5 800 13200
7 75 22% 16.5 1200 19800
8 75 22% 16.5 1600 26400
9 75 22% 16.5 2000 33000
10 75 22% 16.5 2500 41250
11 75 22% 16.5 3000 49500
12 75 22% 16.5 3800 62700 16175 267000
13 75 22% 16.5 4100 67650
14 75 22% 16.5 4300 70950
15 75 22% 16.5 4750 78375
16 75 22% 16.5 4980 82170
17 75 22% 16.5 5100 84150
18 75 22% 16.5 5300 87450
19 75 22% 16.5 5500 90750
20 75 22% 16.5 5650 93225
21 75 22% 16.5 5800 95700
22 75 22% 16.5 6000 99000
23 75 22% 16.5 6100 100650
24 75 22% 16.5 6500 107250 64080 1057000

2.11.0.1 Figure 2: 2 Year Revenue Projection

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Revenues
Service Revenue 267000 1057000

Total Revenues 267000 1057000

Expenses
Sales Expense
Server Hosting 79968 79968
Online Service
50000 80000
Subscriptions Cost

Advertisement &
10000 20000
Promotional Expense

Administrative Expenses

Salaries 202800 300400

Office Supplies 10000 20000

Office Rent 360000 360000

Utilities 5000 5000

Other Expenses

Legal Fees 50000 50000

Total
Expense 767786 915368

Net Revenue -500898 141952

2.11.0.2 Figure 2: 2 Year Income Statement

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 2.12.0.0 Assumptions

There are several assumptions that the company needs to consider while initiating the business
further. However, any little change or absence of the factor would enforce Park.BD to modify
its planning and act accordingly. The assumptions are as below:

1) The financial resources in terms of funding will be easily available for start-up capital
acquisition.
2) Demand of Park.BD will be steadily growing in future with increasing awareness
regarding traffic congestion in public premises.
3) There will be no or less security issues in terms of property damage, theft and other
losses.
4) Sales of the online parking services will be increasing by years hence
5) Plant and equipment’s will be invested initially where only the maintenance cost will be
incurred further.
6) No property loss will be during carrying out the business or the loss will be negligible.

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 3.0.0.0 HR Forecasting
HR forecasting constitute the heart of the HR planning process, can be define as ascertaining
the net requirement for personnel by determining the demand for and supply of human
resource now and in the future. After determining the demand for and supply of workers, the
organization’s HR staff develop specific program to reconcile the differences between the
requirement for labor in various employment categories and its availability.

3.1.0.0 Benefits of HR Forecasting

A great number of important benefits accrue to organizations that take the time to institute
effective HR forecasting process, and the forecasting techniques employed do not have to be
sophisticated to be of value to the firm. A few of the more important advantages of HR
forecasting are discussed below:

3.1.1.0 Reduce HR costs:

Effective HR forecasting focuses on a comparison between the organization’s current stocks of

workforce KSAs (e.g., experience) and the numbers, skills competencies, and so on desire in the
workforce in the future. This inherent comparison facilitates a proactive, sequential approach to
developing internal workers and is concurrent with activities focused on obtaining the best
external recruits from competitors, universities, and training programs. In this manner
organization can reduce their HR costs as they take a long-run planning approach to HR issues.
This means that organizations will be less likely to have to react in a costly last-minute crisis mode
to unexpected developments in the internal or external labor markets.

3.1.2.0 Increases Organizational Flexibility:

An often-cited advantage of HR forecasting is that its proactive process increases the number of
viable policy options available to the organization, thereby enhancing flexibility. With regard to

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labor supply considerations, forecasting process develop program options that can determine
whether it is more advantageous and cost effective to retrain current members of the workforce
to fill anticipated job opening or fill this operation with external recruits who are already in
possession of the required competencies and skills. HR forecasting is predicated on trends,
assumptions, scenarios, and various planning time horizons, the process itself encourage to
development of a wide range of possible policy options and programs from which the HR staff
can select.

3.1.3.0 Ensure a close linkage to the overall Business Forecasting Process:

The implementation of an HR forecasting process helps to eliminate the possibility that personnel
policies will veer away from the overall operating and production policies of the organization. HR
forecasting an ongoing process takes its leads from specific production, market share,
profitability and operational objectives set by the organization’s top manager. HR forecasting
analysis are set in motion to determine the feasibility of the proposed operational objectives with
respect to time, cost, resource allocation, and other criteria of program success. The analysis and
subsequent feedback of the HR forecast summaries to senior management help to ensure that
the top decision-makers in the organization (1) are aware of key HR issues and constraints that
might affect organizational plans for success and (2) ensure the HR objectives are closely aligned
with the organization’s operational business objectives.

3.2.0.0 Environmental and Organizational Factors Affecting HR

Forecasting:

The HR forecasting process is extremely complex, requiring specific numerical and skill
competency targets for personnel to be met despite operating in circumstances of high
uncertainty. This uncertainty arises from both external environmental factors and from inside
the organization itself. When considering the environmental and organizational factors, it should

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be considered that these factors may be affect the forecasting of demand, supply or both of these
key planning variables.

Selected factors affecting the HR forecasting process are:

 Internal /Organizational factors:
 Corporate mission, statement, strategic goals
 Operational goals, production budget
 HR policies
 Organizational structure, restructuring, mergers, etc.
 Workers KSAs/competencies and expectations
 HRM level of development
 Organizational culture, workforce climate and satisfaction, and internal
communications
 Job analysis: workforce coverage, current data
 External / Environmental Factors:
 Economic Situation
 Labor Market and unions
 Governmental laws and regulations
 Industry and product life cycle
 Technological change
 Competitor labor usage
 Global market
 Demographic changes

3.3.0.0 HR Forecasting Time Horizons:

Although there are variations among organizations with respect to how they define their specific
time parameters, the typical HR forecasting time horizons are as following:

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3.3.1.0 Current Forecast:
The current forecast is the one being used to meet the immediate operational needs of the
organization. The associated time frame is up to the end of the current operational cycle, or a
maximum of one year into the future.

3.3.2.0 Short-run Forecast:

The short run forecast extends forward from the current forecast and states the HR requirements
for the next one-to-two-year period beyond the current operational requirements.

3.3.3.0 Medium-run Forecast:

Most organizations define the medium-run forecast as the one that identifies requirements for
two to five years into the future.

3.3.4.0 Long -run Forecast:

Due to uncertainty and the significant number and types of changes that can affect the
organization’s operations, the long-run forecast is by necessity extremely flexible and is a
statement of probable requirements given a set of current assumptions. The typical long-run
forecast extends five or more years ahead of the current operational period.
The outcome of forecasts derived from these four-time horizons leads to prediction and
projection.

3.4.0.0 How to determine the Net HR Requirement:

The overall process of determining net HR requirement can be defined into four steps:

3.4.1.0 Determine HR Demand:

In determining demand, a verity of factors must be considered. These are:
 Each organizational sub-unit must submit its net personnel requirement to the corporate
forecasting unit based on the future labor needs to meet sub-unit and organizational
goals.
 Identify the planned future changes in organizational design or in restructuring with their
associate increases or decreases in staffing level.

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  Consider the time horizon for which manpower demand will be calculated.
 Conduct a cost estimate for the net HR demand figure as a reality check to determine
whether the demand forecasting is realistic.

3.4.2.0 Ascertain HR Supply:

Step two examines exactly how to fill the anticipated future requirements for personnel. There
are two supply options: Internal supply and External supply.
Internal supply refers to current members of the organizational workforce who can be retained,
promoted, transferred etc., to fill anticipated future HR requirements.
External supply refers potential employees who are currently undergoing training (e.g. university
students) or are working for competitors, or who are members of union or professional
associations, or currently are in a transitional stage, between jobs or unemployed.
Although some organizations hire recruits externally only when their internal searches and job
posting or bidding process fails to identify enough numbers of high-quality internal candidates,
there are several other reasons like:
 Expanding operation without increasing labor efficiency or implementing labor-saving
technology.
 Internal employees are socialized and may be comfortable in their modus operandi.
 Internal candidate may be considerably more expensive then external.
 Organizational objectives require a shift in operating techniques, culture and past
practices, hiring external candidates is often desirable to shaking up the organization.
 The problems of ripple effects.

3.4.3.0 Determining Net HR Requirements:

The third steps in this process involve the determination of net HR requirements. The equations
are:
HR demand = External Supply- Internal Supply

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 HR demand – Internal Supply = External Supply
In the organization’s future consider expansion or downsizing, the equation is:
External supply = Current workforce size * (replacement % per year + change % per Year)

3.4.4.0 Institute HR Programs: HR Deficit and HR surplus:

HR deficit means that forecasted HR demand requirements cannot be satisfied solely by use of
the current internal workforce supply of employees.
HR deficit = HR Demand > HR Internal Supply
In this case firm’s policy options focus on external supply consideration of recruitment, selection,
and compensation schemes to attract new employees. It might be possible to hire part-time
employees, full-time employees, or a combination of both to address the deficit. It might be
possible to recall any worker because of past lower level of HR demand.
HR surplus occurs when the internal workforce supply exceeds the organization’s requirement
or demand for personnel.
HR surplus = HR Demand < HR Internal Supply
In this case employees might be leaded off to reduce the excess labor supply to a level equal to
the demand requirements. Alternative options like hiring freeze, job sharing, and attrition can
also be used to meet the HR requirements.

3.5.0.0 Tools of calculating HR Demand in the Organization:

3.5.1.0 Tools that are used to calculate HR demand in an organization are:

HR forecasting tools or the tools that are used to calculate HR demand can be classified into two
categories, these are: (1) Quantitative Methods for forecasting Demand and (2) Qualitative
Methods for Forecasting Demand.
3.5.2.0 Quantitative Methods for forecasting Demand:

This category includes the methods:

 Ratio Analysis
 Index/ Trends Analysis
 Regression

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3.5.3.0 Qualitative Methods for Forecasting Demand:
This category includes methods:
 Delphi Technique

The use of quantitative tools reinforces the idea of forecasting HR or manpower requirements.
These tools are:

3.5.5.0 Explanation of Quantitative methods:

 Index/ Trend Analysis: Trend analysis is also known as Simple Mathematical Method
which consider the historical relationship between an operational index and the number
of employees required by the organization. Although sales level is probably the most
common index used by organizations, other operational indices include (1) the number
of units produced, (2) the number of clients serviced, and (3) the production hours.
 Regression Analysis: Regression analysis assume that a linear relationship exists between
one or more independent variables which are predicted to affect the dependent variable
in our instance, future HR demand for personnel.
 Ratio Analysis: Ratio analysis is the process of determining the future demand for human
resources by calculating the ratio between a particular business variable and the number
of employees a company needs. It especially helps you forecast those growth-driven
personnel needs.

The sample of regression model is as follows

Y= A + BX
Here,
Y = the Dependent Variable
A= Constant
B= the slope of Linear relationship between X and Y
X= the Independent Variable

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3.5.6.0 Explanation of Qualitative methods:
 Delphi Technique: Delphi technique is a careful designed program of sequential
individual interrogations (usually conduct through questionnaires) interspersed with
information feedback on the opinion expressed by the other participants in previous
round.

3.6.0.0 Qualitative and quantitative Methods of HR forecasting with

Advantages and disadvantages:
The following figure outlines some important techniques and their main advantages and
disadvantages:

Quantitative Methods of forecasting HR Demand

Method Description Advantages Disadvantages
process of • The trend in • No fixed
determining the costs, sales, standards can
future demand for profits and be laid down
human resources by other facts for ideal
calculating can be known ratios.
the ratio between a by computing
particular business ratios of
variable and the relevant
number of accounting
employees a figures of last
Ratio Analysis company needs. few years.
This trend
analysis with
the help of
ratios may be
useful for
forecasting
and planning
future
business
activities.
Numbers of people • Easily explained to • Rough estimates.
hired or requested managers. • Relies on past data.
Trends Analysis placed on one axis; • Easily prepared by
time is placed on the HR planners.
other axis. A straight
31 | P a g e
 line is plotted from
past to future to
predict HR demand.
Mathematical • Can include many • Mathematical
formula used to variables. Complexity.
relate staffing to • Efficient use of all • Requires large
several variables. available data. sample sizes.
Regression
• Relies on past data.

Qualitative Methods of forecasting HR Demand

Method Description Advantages Disadvantages
A group of experts • Can involve key • Highly subjective.
exchanges several decision makers in • Judgments may not
rounds of estimates process. efficiently use
of HR demand or • Can focus on what objective data.
supply, normally is expected or
without meeting desired in future.
Delphi Technique face-to-face. • Not bound to the
Feedback from other past.
experts is used by
everyone to “fine-
tune” his or her
independent
estimates

3.7.0.0 Methods used by Park.BD for Demand Forecasting:

For Park.BD we do the job analysis for the official employees only. Park.Bd follows the Delphi
technique, Trend analysis and the Regression analysis techniques to forecast our human resource
demand. We forecast our employees based on our future sales volume. At the beginning of the
year Park.BD sets the future target sales. Then we determine how many employees are required
for achieving that target.

3.7.1.0 Trend analysis consider the historical relationship between an operational index and the
number of employees required by the organization. There are five steps to conduct an effective
Index/Trend analysis. These steps are:

32 | P a g e
 1. Select the appropriate business/operational Index.
2. Track the business index over time.
3. Track the workforce size over time.
4. Calculate the average ratio of the business index to the workforce size.
5. Calculate the forecasted demand for labor.
3.7.2.0 Delphi technique is a careful designed program of sequential individual interrogations
(usually conduct through questionnaires) interspersed with information feedback on the opinion
expressed by the other participants in previous round. There are six steps associated with using the
Delphi technique for HR demand forecasting:

1. Define and refine the issue or question.

2. Identify the experts, terms, and time horizon
3. Orient the experts
4. Issue the first-round questionnaire
5. Issue the first-round questionnaire summary and the second round of
questionnaires.
6. Continue issuing questionnaires until either all the predetermined questionnaires
stages have been completed and summarize or the group reaches a clear majority
decision.

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3.7.3.0 Regression Analysis
As HR head of Park.BD since according to company’s future of successful growth the HR
management need to forecast the number of operations department personnel required for $
7.5 million and 10 million of sales activity. Hence, the management will do a regression
analysis and HR demand forecast. Currently there are 9 employees in the operations
department and the total number of employees in the company are 38.

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 X Y

(sales Level) (Number of Marketing

($ lakh) personnel)

Year 1 267000 9

Year 2 1057000 12

Year 3 2875910 18

Year 4 46014457 27

Year 5 55217348 30

Step-1
Y
X
(Number of X2
(sales Level) XY
Marketing
($ million)
personnel)

Year 1 0.267 9 2.403 0.0713

Year 2 1.057 12 12.684 1.1172

Year 3 2.875 18 51.75 8.2656

Year 4 4.014 25 100.35 16.1122

Year 5 5.052 28 141.456 25.5227

Total 13.265 92 308.643 51.0891

Average of X = 13.265/5 = 2.653

Average of Y = 92/5 = 18.4

Step 2

Calculate the value of B (slope of the linear relationship between X and Y)

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 ∑XY – N(X)(Y)
B = ------------------------------------------------
∑(X2) – N(X)2
Put the values calculated in Step-1

308.643 – 5(2.653) (18.4)

B = --------------------------------------------
(51.0891) – 5(2.653)2

B = 4.0616

Step-3
Calculate A Recall that
Y = A + BX
Then,
A = Y – BX
A = 18.4 – (4.0616) (2.653)
A = 7.625

Step-4
Y = 7.625 + 4.0616(X)
⸫ If X = 7.5
Y = 7.625 + 4.0616(7.5)
= 38.087
Therefore for 7.5 million sales the number of personnel required is 38
If X = 10
Y = 7.625 + 4.0616(10)
= 48.241
⸫ for 10 million sales the number of personnel required is 48

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As we can see, regression models can be extremely valuable tools for the HR planner. In our
calculation of simple regression problems above, we used five years or sets of observed
historical data for our organization with respect to matching levels of dales and their
relationship to levels of operation personnel (HR Demand). Most recent sales levels of 5.052
million of sales were associated with an operational staff size of 28 personnel. After that we
wish to predict into future what our personnel requirements for $7.5 million and $10
million of sales will be. Our calculation of the regression equation noted that for every $1
million increase in sales, our operational staff increased by approximately 4 (4.0616)
personnel. Furthermore, we now know that for $ 7.5 million and $ 10 million of sales we
require 38 and 48 operational staff respectively. This forecasting technique enables us to
plan and execute recruitment, selection and training programs.

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 4.0.0.0 Job analysis

4.1.0.0 Introduction Job Analysis

Before any job is recruited for or advertised it is essential to identify what exactly the need is,
what skills and behaviors are required for an individual to be successful in the role. Job Analysis
is a process to identify and determine in detail the particular job duties and requirements and
the relative importance of these duties for a given job. Job Analysis is a process where
judgements are made about data collected on a job. This is very important for Park.Bd since
employees will be aware what is needed to be done as Park.BD have 5 departments and each
department have different task thus for them job analysis is really important since based on
their KASOs they will be communicating with each other. Therefore, for the HR management of
Park.Bd job analysis of each employee is very important hence this process and task will need
proper communication, information, leadership etc.

4.1.0.1 Organogram of Park.Bd

CEO

Information
HR & Admin Marketing Finance Operations
Technology

Marketing Financel Operations

HR Head IT Head
Head Head Head

Staff
manager IT Manger Marketing Financial Software
manager Manager Engineering

Line manager IT Assistant IT Employee Marketing Financial Software

Assistant Assistant Development

Supervisor Research
Officer
Receptionist

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From the organogram we can see that this a Functional Organizational Structure. A functional
structure divides the organization into departments based on their function. Each is headed by a
functional manager and employees are grouped as per their role. Functional managers have
experience in the roles they supervise. This ensures that employees are using their skills
effectively. It helps organizations in achieving their business objectives.

4.2.0.0 Advantages of the Functional Organizational Structure

The following are a few benefits of the functional organizational structure:

• Employees are grouped by their knowledge and skills, allowing them to achieve high
performance.

• Their roles and responsibilities are fixed, facilitating easy accountability for the work.

• The hierarchy is clear. This reduces the number of communication channels.

• Work is not duplicated as all departments have defined responsibilities.

• Employees feel secure; they perform well without fear.

Because of job security, employees tend to be loyal to the organization.

From this organogram we see that CEO is on the top position and the different department
heads are reporting him or updating him. Each Department is control by department head
and it is the department manager who report him/her every time. Every manager
supervises or assist the assistants of each department but however in HR department it is
the line manager who does all the HR activities and staff manager advices or assist him. On
the other hand, the Operations department is totally different. The research team, software
developer, software engineers are completely dependent on each other and they directly
communicate with the department head.

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 4.3.0.0 There are three types of job analysis

4.3.1.0 Job requirements - Which says collecting information on activities performed on the
job and use this information to assess needed KSAOs (Knowledge Skill Ability Other
Characteristics) for each job. Therefore, for Park.Bd, if they want to make a job analysis based
on job requirements then with the right KSAO of the employees they have to provide a proper
job description and the require job specifications. Park Bd usually do this type of job analysis
For Finance Department and HR Department since their task require more KASOs and without
that, as a Finance/HR employee it will be difficult.

4.3.2.0 Job Competency - Which is collecting information on company strategy and use this
information to determine KASOs and capabilities needed across the organization. Therefore, if
Park.Bd wants to make a job analysis based on job competency then with the right company
strategy, goals, mission and vision they have to provide. Park.Bd usually make this type of
analysis for their IT and Operations Department since their KASOs all are determine based on
Park.Bd strategy, goals, objective etc.

4.3.3.0 Job Rewards - Which is collecting information from employees on preferences and the
outcomes of jobs and combine with preferences identified in the labor market as a whole.
Therefore, if Park.Bd wants to make job analysis based on job rewards then with proper
compensation or rewards they have to provide the job descriptions and the require job
specifications. Park.Bd makes this type of job analysis especially for the Marketing Department
since the department need to research and collection information according to the needs and
wants of consumers therefore it requires more aggressive, tactful etc.

"Job analysis" is a blend of both a Job Description and a Person Specification or outline of the
type of person who would fit the role.

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 4.4.0.0 Job description

Job description includes information such as job title, job location, reporting to and of
employees, job summary, nature and objectives of a job, tasks and duties to be performed,
working conditions, machines, tools and equipment to be used by a prospective
worker/employee and hazards involved in it. In Park.Bd, job description is made based on
departments

• As a HR employee you need to look after the organizing and other employees.
developed the compensation, recruitment, job analysis training etc.

• As a Marketing employee you need to be aware of the market, keep in touch with
customer preference etc.

• As an IT employee you need to track, keep the details of your customers etc.

As an Operations employee you to maintain, control, develop the app, etc.

4.5.0.0 Job Specification

Job Specification is a written statement of educational qualifications, specific qualities, level of

experience, physical, emotional, technical and communication skills required to perform a job,
responsibilities involved in a job and other unusual sensory demands. It also includes general
health, mental health, intelligence, aptitude, memory, judgment, leadership skills, emotional
ability, adaptability, flexibility, values and ethics, manners and creativity, etc. In Park.Bd, for
example of position of IT manager the job description will include the following:

• Experience in software/IT company

• Knowledge of various technology

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 • Ability to work in a team
• Very good communication skills
• Excellent physical condition and stamina
• Language Proficiency

4.6.0.0 Job analysis methods involve techniques used for collecting job
information

4.6.1.0 Prior information

Prior information is always available for any job and this information should continuously be searched for.
It is the starting point of the job analysis. For example, current job descriptions, job specific policies or
procedures, or job information from other employers. There are also sample job descriptions online. The
job analyst can also use the existing ratings as benchmark to compare with. Hence will preparing job
analysis Park.Bd will use the existing information of employees to prepare a job analysis.

4.6.2.0 Observation

Observation is most appropriate for jobs with physical components and relatively short job cycles. The
method may involve a lot of time and costs. The ability of the observer to do a thorough and accurate
analysis is questionable the method will require coordination with and approval from many people the
incumbents being observed may distort their behavior during observation in self-serving ways. Therefore,
for Park.Bd this method can be appropriate on employees that require more physical effort.

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4.6.3.0 Interviews

Interviewing job incumbents and others respects the interviewee’s vast source of information about the
job. The interview format allows the interviewer to explain the purpose of the job analysis and how the
results will be used. There are limitations to this method. Time-consuming and costly which can lead to
jeopardizing the reliability and validity. It may lead to suspicion and distrust when not providing
anonymity. Skill of the interviewer influences the quality of the information. The success of the interview
also depends on the skills and abilities of the interviewee like formulating skills. Since there are both pros
and cons of interviews therefore Park.Bd while using this method must do a cost benefit analysis.

4.6.4.0 Task Questionnaire

This is a list of task statements that cut across many different job titles and is administered to
incumbents in these job titles. The incumbent can answer on a rating scale. PAQ is a very popular
method which distinguishes 6 major divisions: information input, mental processes, work output,
interpersonal activities, work situation and job context, miscellaneous aspects. There are different
advantages:

• They are standardized in content and format

• They can obtain considerable information from many people

• They are economical to administer and score, and the availability of scores creates the
opportunity for subsequent statistical analysis.

• The questionnaires should be completely anonymous, thus enhancing respondent participation,

honesty and acceptance.

Therefore, for this method Park.Bd can consider since most of their employee’s work doesn’t require
much of qualifications thus this will help the employees to understand well.

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 4.7.0.0 Sources to be used

Organizations should decide who they will use to get information from.

4.7.1.0 Job analyst

This is someone who is available and suited to conduct job analysis and to guide the job analysis process.
The job analyst is neither manager nor incumbent of the jobs analyzed. Limitations are the analyst may
be perceived as an outsider, which can result in questioning the analyst’s job knowledge and expertise.
The analyst may not have detailed knowledge of the jobs which lead to inaccurate job stereotypes. It is
expensive. Hence this method is appropriate for Park.Bd since most they be having any productive task.

4.7.2.0 Job incumbents

Job incumbent are very familiar with the tasks, KSAOs and job context. They may also become more
accepting of the job analysis process and its results through their participation in it. But there are also
limitations. Not enough knowledge of insights to give inclusive information. Difficulty in describing and
articulating the tasks and KSAOs involved. Lower response rates. Thus, this is also appropriate for Park.Bd.

4.7.3.0 Supervisors

They supervise employees on their performance and play a major role in defining job tasks, adding or
deleting job tasks. They have to accept the job description as supervisors and are therefore important
sources. Hence, they all have the accurate information thus supervisors are suitable for Park.Bd

Therefore, Park.Bd can use all the methods

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 4.7.0.1 The Process of Job Analysis

The process of job analysis shows each and every part and process are completely depending on each
other. First Park.Bd need to choose the methods of information then the sources of information. These
processes are very time consuming and hence proper decision is required. From these they can make a
job data and then make a job analysis based on Job description and specification.

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 4.8.0.0 JOB ANALYSIS OF Park.Bd Employees

4.8.1.0 Job Title - CEO (CHIEF EXECUTIVE OFFICER)

Job brief
We are looking for an experienced Chief Executive Officer or CEO to supervise and control all strategic
and business aspects of the company. You will be the first in command in the company and responsible
for giving the proper strategic direction as well as creating a vision for success. To thrive as a CEO, you
must be a prudent manager and an inspiring leader. The ideal candidate will have a business mindset
and will be able to see the “big picture” in a variety of settings. They will take actions to enhance the
company’s cash flow while keeping the human factor in perspective. eveloping high quality business
strategies and plans ensuring their alignment with short-term and long-term objectives. Leading and
motivating subordinates to advance employee engagement develop a high performing managerial team.
Overseeing all operations and business activities to ensure they produce the desired results and are
consistent with the overall strategy and mission

CEO Responsibilities
• Develop high quality business strategies and plans ensuring their alignment with short-term and
long-term objectives

• Lead and motivate subordinates to advance employee engagement develop a high performing
managerial team

• Oversee all operations and business activities to ensure they produce the desired results and are
consistent with the overall strategy and mission

• Make high-quality investing decisions to advance the business and increase profits

• Enforce adherence to legal guidelines and in-house policies to maintain the company’s legality
and business ethics

• Review financial and non-financial reports to devise solutions or improvements

• Build trust relations with key partners and stakeholders and act as a point of contact for
important shareholders

• Analyze problematic situations and occurrences and provide solutions to ensure company
survival and growth

• Maintain a deep knowledge of the markets and industry of the company

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CEO Requirements
• Proven experience as CEO or in other managerial position

• Experience in developing profitable strategies and implementing vision

• Strong understanding of corporate finance and performance management principles

• Familiarity with diverse business functions such as marketing, PR, finance etc.

• In-depth knowledge of corporate governance and general management best practices

• An entrepreneurial mindset with outstanding organizational and leadership skills

• Analytical abilities and problem-solving skills

• Excellent communication and public speaking skills

• MSc/MA in business administration or relevant field

4.8.2.0 Job Title - CEO Personal Assistance

Job brief
We are looking for a responsible Personal Assistant to provide personalized secretarial and
administrative support in a well-organized and timely manner. You will work on a one-to-one basis on a
variety of tasks related to manager’s working life and communication.

Personal Assistance Responsibilities

• Act as the point of contact between the manager and internal/external clients

• Screen and direct phone calls and distribute correspondence

• Handle requests and queries appropriately

• Manage diary and schedule meetings and appointments

• Make travel arrangements

• Take dictation and minutes

• Source office supplies

• Produce reports, presentations and briefs

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 •Devise and maintain office filing system

Personal Assistance Requirements

• Proven work experience as a personal assistant

• Knowledge of office management systems and procedures

• MS Office and English proficiency

• Outstanding organizational and time management skills

• Up to date with latest office gadgets and applications

• Ability to multitask and prioritize daily workload

• Excellent verbal and written communications skills

• Discretion and confidentiality

• High School degree

• PA diploma or certification would be considered an advantage

4.9.0.0 Human resource/Administrative Department

4.9.1.0 Job Title - HR Head

Job brief
An experienced Human Resources Director to ensure that all HR activities are carried on smoothly and
effectively. The HR Director will be responsible for developing HR strategies and providing sound advice
to senior management on all related subjects. An HR Director must be an experienced professional with
deep knowledge of all matters concerning HR departments. The HR Director should be able to manage
programs and lead staff while also possessing a strong strategic mindset. The goal is to ensure that all
HR needs of Park.BD are being met and are aligned with all business objectives.

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HR Head Responsibilities
• Develop corporate plans for a variety of HR matters such as compensation, benefits, health and
safety etc.
• Act to support the human factor in the company by devising strategies for performance
evaluation, staffing, training and development etc.
• Oversee all HR initiatives, systems and tactics

• Supervise the work of HR personnel and provide guidance

• Serve as the point of contact for employment relations
• Monitor adherence to internal policies and legal standards
• Deal with grievances and violations invoking disciplinary action when required

HR Head Requirements
• Proven experience as HR Director
• Full understanding of the way an organization operates to meet its objectives
• Excellent knowledge of employment legislation and regulations
• Thorough knowledge of human resource management principles and best practices
• A business acumen partnered with attention to the human element
• Knowledge of data analysis and reporting
• Excellent organizational and leadership skills
• Outstanding communication and interpersonal skills

• Diligent and firm with high ethical standards

• BSc/BA in human resources, business administration or relevant field; MSc/MA in human
resources will be a plus

4.9.2.0 Job Title - Staff manager

Job Brief
The staff manager will supervise the income consuming departments or the subordinates in our
organization. The staff manager will not take business decisions and will serve in an advisory and
support role. The staff manager will be responsible for keeping the staff motivated, engaged, well-
informed and focused.

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Staff Manager Responsibilities
• Staff manager should keep the staff motivated, engaged and involved. The concept of
organizational citizenship should be applied.
• The staff should be given clear instructions and they should know what is expected of them.
Constant feedback sessions and assessments help the staff manager to be in sync with the staff.
• The reward system of the organization should be enough and satisfying for the staff

• Formal and informal traditions of the organization should be cultivated and established by staff
managers.
• The staff manager should recognize skill gaps, provide with ample training and constantly
upgrade the job description of the employees.
• Report to HR head

Staff Manager Requirements

• Knowledge and experience in business, supervision, and management.
• Knowledge of the functions, operation, and mission of the specific department.
• Better than average written and spoken communication skills
• Outstanding interpersonal relationship building and employee coaching and development skills.
• Management experience in a team-oriented workplace preferred.
• Demonstrated ability to lead and develop a department and department staff members.

• Demonstrated knowledge of basic economics, budgeting, and accounting principles and

practices.
• Demonstrated ability to serve as a knowledgeable resource to the organization's management
team that provides leadership and direction.
• Excellent computer skills in a Microsoft Windows environment. Must include knowledge of Excel
and skills in Access.
• General knowledge of various employment law and rules.
• Evidence of the ability to practice a high level of confidentiality.
• Excellent organizational management skills.

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 4.9.3.0 Job Title - Line manager

Job Brief
Line manager will oversee other employees and operations of a business while reporting to a higher-
ranking manager.

Line Manager Responsibilities

• A line manager is responsible for managing employees and resources to achieve specific
functional or organizational goals. Some of these include:
• Recruiting and hiring talent to fill team positions
• Providing training and support to new hires
• Cross-training employees to ensure job rotation and minimize assignment coverage gaps
• Providing coaching and performance feedback to all team members

• Communicating and ensuring understanding of functional or departmental goals

• Monitoring individual and team metrics and performance versus targets
• Identifying the need for corrective actions
• Ensuring quality standards for all processes
• Evaluating overall team and individual performance and delivering performance reviews
• Engaging and coordinating with other line managers across the organization
• Providing reports on productivity and other performance indicators to management

• Report to staff manager

Line Manager Requirements

• High school diploma; BSc/BA in management or relevant discipline will be considered an
advantage

• At least 08 years of relevant experience

• Excellent computer skills

• Excellent in English language skills

• Strong interpersonal skills

Since there are 2-line manager with same job title hence same job analysis

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 4.9.4.0 Job Title - Supervisor

Job brief
Will maintain staff by recruiting, selecting, orienting, and training employees and developing personal
growth opportunities. Accomplishes staff job results by coaching, counseling, and disciplining
employees. Plans, monitors, and appraises job results. Conducts training.

Supervisor Responsibilities
• Accomplishes department objectives by supervising staff and organizing and monitoring work
processes.
• Maintains all the administrative tasks.
• Accomplishes staff job results by coaching, counseling, and disciplining employees.
• Plans, monitors, and appraises job results.
• Conducts training.
• Implements and enforces systems, policies, and procedures.
• Maintains safe and healthy work environment by establishing and enforcing organization
standards and adhering to legal regulations.

• Completes operations by developing schedules, assigning and monitoring work, gathering

resources, implementing productivity standards, resolving operations problems, maintaining
reference manuals, and implementing new procedures.
• Controls expenses by gathering and submitting budget information, scheduling expenditures,
monitoring variances, and implementing corrective actions.
• Provides quality service by enforcing quality and customer service standards.
• Contributes to team effort by accomplishing related results as needed.

• Report to HR head

Supervisor Requirements
• Proven experience as supervisor or relevant role
• Familiarity with company policies and legal guidelines of the field
• Ability to learn a variety of job descriptions
• Excellent communication and interpersonal skills

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 • Outstanding organizational and leadership skills
• Good knowledge of MS Office
• Diploma/Certificate in first line management or relevant field

4.9.5.0 Job Title - Receptionist

Job brief
Informs visitors by answering or referring inquiries. Directs visitors by maintaining employee and
department directories. Maintains security by following procedures, monitoring logbook, and issuing
visitor badges

Receptionist Responsibilities
• Serves visitors by greeting, welcoming, and directing them appropriately.
• Notifies company personnel of visitor arrival.

• Maintains security and telecommunications system.

• Informs visitors by answering or referring inquiries.
• Directs visitors by maintaining employee and department directories.
• Maintains security by following procedures, monitoring logbook, and issuing visitor badges.
• Operates telecommunication system by following manufacturer’s instructions for house phone
and console operation.

• Keeps a safe and clean reception area by complying with procedures, rules, and regulations.
• Supports continuity among work teams by documenting and communicating actions,
irregularities, and continuing needs.
• Contributes to team effort by accomplishing related results as needed.
• Report to Supervisor

Receptionist Requirements
• Proven work experience as a Receptionist, Front Office Representative or similar role
• Proficiency in Microsoft Office Suite

• Hands-on experience with office equipment (e.g. fax machines and printers)
• Professional attitude and appearance

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 • Solid written and verbal communication skills
• Ability to be resourceful and proactive when issues arise
• Excellent organizational skills
• Multitasking and time-management skills, with the ability to prioritize tasks

• Customer service attitude

• High school degree; additional certification in Office Management is a plus

4.9.6.0 Job Title - Caretaker

Job brief
Caretakers are responsible for looking after assets, individuals, or properties at the request of an
employer. They care for buildings and grounds of specific properties and usually live on the premises in
order to provide better surveillance.

Caretaker Responsibilities
• Maintaining properties.
• Supervising caretaking staff.
• Operating machinery for their duties.
• Communicating with clients on a daily base.
• Removing garbage and snow.

• Report to Supervisor

Caretaker Requirements
• Mentally and Physically strong
• Good communication skills
• Should be Clean, fast and efficient

There are two caretakers with same job position hence same job analysis

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 4.9.7.0 Job Title - Cook

Job Brief
Prepares food for Office workers. Helps devise new methods of cooking and new menu items.

Cook Responsibilities
• Cleans food preparation areas as determined by law and company policy

• Adjusts food items to accommodate guests with allergies or specific diet concerns
• Seasons food according to recipes or company needs

• Orders ingredients and spices as needed

• Operates various kitchen appliance such as a blender, oven, grill, or stand mixer
• Portions, arranges, and garnishes food based on workers preferences
• Estimates expected food consumption and organizes preparation
• Keeps records and accounts of food purchases
• Cleans up after business hours
• Communicates with owner about how to improve meal service
• Cook Skills Kitchen Equipment Knowledge, Butchering,
• Report to Supervisor

Cook Requirements
• Cook Skills Kitchen Equipment Knowledge, Butchering,
• Manages other employees in the kitchen

• Mentally and Physically strong

• Good communication skills
• Should be Clean, fast and efficient

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 4.9.8.0 Cleaner

Job brief
A Cleaner to take care of our facilities and carry out cleaning and maintenance duties.

Cleaner Responsibilities
• Clean, stock and supply designated facility areas (dusting, sweeping, vacuuming, mopping,
cleaning ceiling vents, restroom cleaning etc.)
• Perform and document routine inspection and maintenance activities
• Carry out heavy cleansing tasks and special projects
• Notify management of occurring deficiencies or needs for repairs
• Make adjustments and minor repairs
• Stock and maintain supply rooms
• Cooperate with the rest of the staff
• Follow all health and safety regulations

• Report to Supervisor

Cleaner Requirements
• Mentally and Physically strong
• Good communication skills
• Should be Clean, fast and efficient

4.9.9.0 Security Guard

Job brief
A professional security guard to protect our premises, assets and personnel. You will maintain a high
visibility presence and prevent all illegal or inappropriate actions.

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Cleaner Responsibilities
• Secures premises and personnel by patrolling property; monitoring surveillance equipment;
inspecting buildings, equipment, and access points; permitting entry.
• Obtains help by sounding alarms.
• Prevents losses and damage by reporting irregularities; informing violators of policy and
procedures; restraining trespassers.

• Controls traffic by directing drivers.

• Completes reports by recording observations, information, occurrences, and surveillance
activities; interviewing witnesses; obtaining signatures.

• Maintains environment by monitoring and setting building and equipment controls.

• Maintains organization's stability and reputation by complying with legal requirements.
• Ensures operation of equipment by completing preventive maintenance requirements; following
manufacturer's instructions; troubleshooting malfunctions; calling for repairs; evaluating new
equipment and techniques.

• Contributes to team effort by accomplishing related results as needed.

• Report to Supervisor

Cleaner Requirements
• Mentally and Physically strong
• Good communication skills
• Should be Clean, fast and efficient

4.10.0.0 Marketing Department

4.10.1.0 Job title - Marketing Department Head

Job Brief
A Marketing head must be an experienced professional with deep knowledge of all matters concerning
Marketing departments. He should be able to manage programs and lead staff while also possessing a
strong strategic mindset. The goal is to ensure that all Marketing needs of the company are being met
and are aligned with all business objectives.

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Marketing Head Responsibilities
•All aspects of daily management for the Marketing Department.

•Working closely with the Marketing Manager to devise an effective marketing strategy.

•Recruitment and selection of new members of the marketing team.

•Ensuring staffing levels are maintained in order to complete all aspects of the company’s marketing
strategy.

•Carrying out competitor analysis to ensure the company’s marketing strategy is competing effectively.

•Reporting on all marketing activities to the CEO.

•Working closely with other heads of departments on company projects.

•Completing various marketing projects.

•Making sure that brand guidelines are adhered to in all marketing activities across the company.

•Representing the company at industry events and conferences.

Marketing Head Requirements

•Proven experience as Marketing Director

•Full understanding of the way an organization operates to meet its objectives

•Excellent knowledge of employment legislation and regulations

•Thorough knowledge of marketing principles and best practices

•Knowledge of data analysis and reporting

•Excellent organizational and leadership skills

•Outstanding communication and interpersonal skills

•BSc/BA in Marketing, business administration or relevant field; MSc/MA in Marketing will be a plus

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 4.10.2.0 Job Title - Marketing Manager

Job Brief
A Marketing Manager who will be in charge of overseeing the promotion of Park Bd company's
brands. As a successful hire, will be responsible for developing pricing strategies, identifying
new customers, supporting lead generation efforts, and creating promotions with our
advertising managers. Will also be tasked with developing budgets and expenditures, as well as
R&D appropriations. Finally, you will be in charge of developing and managing our company's
advertising campaigns.

Marketing Manager Responsibilities

•Sending targeted campaigns to specific individuals based on lead scoring.

•Analysis of data with which to base campaigns on.

•Maintenance of the lead database ensuring all leads are fully qualified.

•Establishing criteria for the qualification of leads.

•Amending lead qualification following the analysis of campaign data.

•Making sure all direct marketing falls within brand guidelines.

•Ensuring all direct marketing campaigns stay within budget.

•Reporting on campaign KPI’s and overall return on investment.

•Preparing and implementing schedules for all direct marketing campaigns.

•Ensuring all campaigns are sent on deadline and within budget.

•Report to Marketing head

Marketing Manager Requirements

•Bachelor’s degree or master’s degree in marketing, business administration,

•Experience with creating a marketing campaign, marketing strategy, and marketing plan.
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•Experience with online marketing, including social media, and content marketing.

•Understanding of public relations.

•Advanced communication skills.

•Ability to quickly adapt to change.

4.10.3.0 Job Title - Marketing Assistant

Job Brief
A zealous Marketing Assistant to support the Marketing department of our company in its
primary and administrative duties.

Marketing Assistant responsibilities include assisting in organizing campaigns and developing

marketing strategies. Work will be a critical factor for the smooth operation of the Marketing
department and the attainment of its goals, as well as for the long-term growth of the
company.

Marketing Responsibilities
•Undertake daily administrative tasks to ensure the functionality and coordination of the
department’s activities

•Support marketing executives in organizing various projects

•Conduct market research and analyze consumer rating reports/ questionnaires

•Employ marketing analytics techniques to gather important data (social media, web analytics,
rankings etc.)

•Update spreadsheets, databases and inventories with statistical, financial and non-financial
information

•Assist in the organizing of promotional events and traditional or digital campaigns

•Prepare and deliver promotional presentations

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•Compose and post online content on the company’s website and social media accounts

•Write marketing (brochures, press releases etc.) to augment the company’s presence in the
market

•Communicate directly with clients and encourage trusting relationships

•Report to Marketing Manger

Marketing Requirements
•Proven experience as a marketing assistant

•Good understanding of office management and marketing principles

•Demonstrable ability to multi-task and adhere to deadlines

•Well-organized with a customer-oriented approach

•Good knowledge of market research techniques and databases

•Excellent knowledge of MS Office, marketing computer software and online applications (CRM
tools, Online analytics, Google AdWords etc.)

•Exquisite communication and people skills

•High School diploma; BSc in Marketing, Business or relevant field is a strong advantage

Since there are two marketing assistants with same job title therefore their job analysis.

4.11.0.0 Finance Department

4.11.1.0 Job Title - Head of Finance

Job Brief
A Head of Finance to supervise all financial tasks of our company and ensure we use capital and
resources beneficially. Head of Finance responsibilities include creating forecasting models,

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assessing risk in investments and ensuring all accounting activities comply with regulations. To
be successful in this role, you should have experience crafting financial strategies and managing
accounting teams. Ultimately, you will maintain our company’s financial health and increase
profitability in the long run.

Finance Head Responsibilities

•Forecast monthly, quarterly and annual results

•Approve or reject budgets

•Conduct risk management

•Evaluate and decide on investments

•Supervise a team of Accountants

•Allocate resources and manage cash flows

•Conduct profit and cost analyses

•Develop secure procedures to maintain confidential information

•Ensure all accounting activities and internal audits comply with financial regulations

•Consult board members about funding options

•Recommend cost-reducing solutions

Finance Head Requirements

•Proven work experience as a Head of Finance, Director of Finance or similar role

•In-depth understanding of cash flow management, bank reconciliation and bookkeeping

•Hands-on experience with budgeting and risk management

•Excellent knowledge of data analysis and forecasting models

•Proficiency in accounting software

•Solid analytical and decision-making skills

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•Leadership abilities

•BSc/BA in Accounting, Finance or relevant field

4.11.2.0 Job Title - Finance Manager

Job Brief
A reliable Financial Manager that will analyze every day financial activities and subsequently
provide advice and guidance to upper management on future financial plans. The goal is to
enable the company’s leaders to make sound business decisions and meet the company’s
objectives. Providing financial reports and interpreting financial information to managerial staff
while recommending further courses of action. Advising on investment activities and provide
strategies that the company should take. Maintaining the financial health of the Park.Bd.

Financial Manager Responsibilities

•Provide financial reports and interpret financial information to managerial staff while
recommending further courses of action.

•Advise on investment activities and provide strategies that the company should take

•Maintain the financial health of the organization.

•Analyze costs, pricing, variable contributions, sales results and the company’s actual
performance compared to the business plans.

•Develop trends and projections for the firm’s finances.

•Conduct reviews and evaluations for cost-reduction opportunities.

•Oversees operations of the finance department, set goals and objectives, and design a
framework for these to be met.

•Manage the preparation of the company’s budget.

•Communicate with auditors to ensure appropriate monitoring of company finances is

maintained.

•Correspond with various other departments, discussing company plans and agreeing on future

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paths to be taken.

•Report to Financial Head

Financial Manager Requirements

•Proven experience as a Financial Manager

•Experience in the financial sector with previous possible roles such as financial analyst

•Extensive understanding of financial trends both within the company and general market
patterns

•Proficient user of finance software

•Strong interpersonal, communication and presentation skills

•Able to manage, guide and lead employees to ensure appropriate financial processes are being
used

•A solid understanding of financial statistics and accounting principles

•Working knowledge of all statutory legislation and regulations

•BS/MA degree in Finance, Accounting or Economics

4.11.3.0 Job Title - Financial Assistance

Job brief
A Finance Assistant to support Park.Bd is day-to-day transactions, including expenses and
payroll. Finance Assistant responsibilities include processing payments, maintaining cost reports
and managing invoices. An accounting background and are interested in procedures like tax
management and budget preparation. Ultimately, you’ll help maintain our company’s financial
health and make sure we use our resources beneficially.

Finance Assistant Responsibilities

• Update financial spreadsheets with daily transactions

• Prepare balance sheets

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 • Track and reconcile bank statements

• Create cost analysis reports (fixed and variable costs)

• Process tax payments

• Support monthly payroll and keep organized records

• Record accounts payable and accounts receivable

• Process invoices and follow up with clients, suppliers and partners as needed

• Provide administrative support during budget preparation

• Participate in quarterly and annual audits

• Report to Financial Manager

Financial Assistant Requirements

• Work experience as a Finance Assistant, Finance Officer or similar role

• Good knowledge of accounting and bookkeeping procedures

• Advanced MS Excel skills (creating spreadsheets and using financial functions)

• Familiarity with accounting software (e.g. QuickBooks)

• Organizational and time-management skills

• Attention to detail, with an ability to spot numerical errors

• BSc degree in Finance, Accounting or Economics

Since there are two Financial assistance in Park.Bd hence their job position is same as a result
their job analysis is also same.

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 4.12.0.0 Operation Department

4.12.1.0 Job Title - Operations head

Job brief
A Head of Operations to oversee daily activities across functions such as finance, IT and
regulatory compliance. Head of Operations responsibilities include designing policies,
overseeing customer service and implementing technology solutions. He should be a
responsible leader with an analytical and strategic mind and have a broad knowledge of the
business. If he is also committed to productivity and compliance it will be good for Park.Bd
should be Collaborating with other senior management to formulate strategy nursing
regulatory compliance. Overseeing implementation of IT systems

Operation Head Responsibilities

• Formulate business strategy with others in the executive team

• Design policies that align with overall strategy

• Implement efficient processes and standards

• Coordinate customer service operations and find ways to ensure customer retention

• Ensure compliance with local and international laws (e.g. data protection)

• Oversee the implementation of technology solutions throughout the organization

• Manage contracts and relations with customers, vendors, partners and other
stakeholders

• Evaluate risk and lead quality assurance efforts

• Oversee expenses and budgeting to help the organization optimize costs and benefits

• Mentor and motivate teams to achieve productivity and engagement

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 Report on operational performance and suggest improvements

Operation Head Requirements

• Proven experience as Head of Operations, Operations Director or similar leadership role

• Familiarity with all business functions including HR, finance, supply chain and IT

• Experience with implementing IT systems

• Knowledge of data analytics and reporting

• Good with numbers and financial planning

• Outstanding communication and negotiation skills

• Excellent organizational and leadership ability

• Analytical mind

• Problem-solving aptitude

BSc/BA in Business, Computer Science or another relevant field

4.12.2.0 Job Title - Software Engineer

Job Brief
On the most basic level, software engineers write, debug, maintain, and test software that
instructs a computer to accomplish certain tasks, such as saving information, performing
calculations, etc. A software engineer will convert what needs to happen into one of many
programming languages, the most common of which being Java, C++ and Python. While many
are self-taught, most software engineers have obtained an undergraduate or graduate degree
in computer science or computer engineering. The career of a software engineer typically
follows one of two primary paths: they either progress through greater responsibility and
ownership over technical architecture and systems.

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Software Engineer Responsibilities
• Execute full app development life cycle (SDLC)

• Develop flowcharts, layouts and documentation to identify requirements and

solutions

• Produce specifications and determine operational feasibility

• Integrate app components into a fully functional software system

• Develop app verification plans and quality assurance procedures

• Document and maintain software functionality

• Troubleshoot, debug and upgrade existing systems

• Deploy programs and evaluate user feedback

• Comply with project plans and industry standards

• Ensure software is updated with latest features

• Directly report to the operations head

Software Engineer Requirements

• Proven work experience as a Software Engineer or Software Developer

• Experience designing interactive applications

• Ability to develop software in Java, Ruby on Rails, C++ or other programming

languages

• Excellent knowledge of relational databases, SQL and ORM technologies (JPA2,

Hibernate)

• Experience developing web applications using at least one popular web framework
(JSF, Wicket, GWT, Spring MVC)

• Experience with test-driven development

• Proficiency in software engineering tools

• Ability to document requirements and specifications

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 BSc degree in Computer Science, Engineering or relevant field

Since there are 3 software engineers in Park.Bd with same job position hence their Job
Analysis is also same.

4.12.3.0 Job Title - Software Developer

Job brief
A Software Developer to build and implement functional programs. You will work with other
Developers and Product Managers throughout the software development life cycle. In this role,
you should be a team player with a keen eye for detail and problem-solving skills. If you also
have experience in Agile frameworks and popular coding languages (e.g. JavaScript), we’d like
to meet you.

Software Developer Responsibilities

• Work with developers to design algorithms and flowcharts

• Produce clean, efficient code based on specifications

• Integrate software components and third-party programs

• Verify and deploy programs and systems

• Troubleshoot, debug and upgrade existing software

• Gather and evaluate user feedback

• Recommend and execute improvements

• Create technical documentation for reference and reporting

• Directly report to the operations head

Software Developer Requirements

• Proven experience as a Software Developer, Software Engineer or similar role

• Familiarity with Agile development methodologies

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 • Experience with software design and development in a test-driven environment

• Knowledge of coding languages (e.g. C++, Java, JavaScript) and

frameworks/systems (e.g. AngularJS, Git)

• Experience with databases and Object-Relational Mapping (ORM) frameworks

(e.g. Hibernate)

• Ability to learn new languages and technologies

• Excellent communication skills

• Resourcefulness and troubleshooting aptitude

• Attention to detail

• BSc/BA in Computer Science, Engineering or a related field

Since there are 3 software developer in Park.Bd with same job position hence their
Job Analysis is also same.

4.12.4.0 Job Title - Research Officer

Job Brief
A Research officer supervise research projects and work with team members to ensure that
the project remains on schedule. They help determine the goals of the research project as
well as research methods and other test parameters. Research officer might also review and
analyze data during the course of the project. Employers typically prefer candidates with a
graduate degree and computer skills.

Professionals in this position, who may also be called research managers, supervise research
projects from the early planning stages to project completion. They communicate with team
members and verify that all projects and tasks are on schedule. Some managers or officers
also help gather data, but this varies by industry and project need. Most research officers
and managers’ report project progress to supervisors and other committees.

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Research Officer Responsibilities
• While projects are in the planning stages, research officers and managers work with
team members to identify project goals, research methods, variables, and other test
parameters.

• They also choose how to collect data and offer recommendations on evaluating the
project.

• Research officers and managers often make research schedules to monitor the
activities of research teams.

• During the research project, officers and managers usually review gathered research
and analyze various sets of data.

• They also interpret data and start writing reports.

• Directly report to the operations head

Research Officer Requirements

• Data collection and analysis

• Statistical computer software programs

• Qualitative data research

• Quantitative data sets

• Project management

• Communications

• BSc/BA in Computer Science, Engineering or a related field

Since there are 2 research officers in Park.Bd with same job position hence their Job
Analysis is also same.

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 4.13.0.0 Information technology Department

4.13.1.0 IT Head

Job Brief
Oversees all technical aspects and technological resources of an organization for the purpose of
organizational growth. Establishes a technological vision for an organization and leads the company's
technological development.

IT Head Responsibilities
• Works with other departments to use new technologies to streamline company policies and
rules
• Conducts research to improve the technological assets of a company
• Oversees IT budgets to make sure there are no unnecessary expenditures
• Develops and directs all networking safeguards to reduce the risk of outside breaches and
protect sensitive internal and external client information
• Develops and implements all internal communication systems, such as email and instant
messaging
• Plans and implements proper Internet usage policies for employees
• Evaluates new technology and makes recommendations on technological solutions
• Uses technological assets to help ease use for employees and clients
• Manages any digital media assets
• Consistently evaluates technical efficiency and makes changes as necessary

• Makes presentations to board of directors and chief executive officer

• Develops and enhances a company's website to increase site traffic
• Identifies competitive advantages and technological trends for the benefit of a company
• Directs the development and possible implementation of policies in instances of a breach, also
known as disaster recovery plans

IT Head Requirements
• Advanced IT Knowledge,

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 • Critical Thinking, Interpersonal Skills, Motivator, Technological Analysis,
• Proven experience as IT director or similar role
• Experience in analysis, implementation and evaluation of IT systems and their specifications
• Sound understanding of computer systems (hardware/software), networks etc.

• Experience in controlling information technology budget

• Excellent organizational and leadership skills

• Outstanding communication abilities

• BSc/BA in computer science, engineering or relevant field; MSc/MA will be a plus
• Excellent Written and Oral Communication Skills, Public Speaking, Presentations, Team Building,
Industry Knowledge, IT Terminology,

4.13.2.0 IT Manager

Job brief
An IT manager to be responsible and accountable for the smooth running of our computer systems
within the limits of requirements, specifications, costs and timelines. The IT manager will supervise the
implementation and maintenance of our company’s computing needs.

IT Manager Responsibilities
• Manage information technology and computer systems
• Plan, organize, control and evaluate IT and electronic data operations
• Manage IT staff by recruiting, training and coaching employees, communicating job expectations
and appraising their performance
• Design, develop, implement and coordinate systems, policies and procedures

• Ensure security of data, network access and backup systems

• Act in alignment with user needs and system functionality to contribute to organizational policy

• Identify problematic areas and implement strategic solutions in time

• Audit systems and assess their outcomes
• Preserve assets, information security and control structures

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 • Handle annual budget and ensure cost effectiveness

IT Manager Requirements
• Proven working experience as an IT manager or relevant experience
• Excellent knowledge of technical management, information analysis and of computer -
hardware/software systems

• Expertise in data center management and data governance

• Hands-on experience with computer networks, network administration and network installation
• Ability to manage personnel
• BS in Computer Science, MIS or similar field

4.13.3.0 IT Assistant

Job brief
IT assistants are responsible for the installation, operation, and maintenance of computer systems and
other technologies, such as communication systems. An IT assistant's duties include configuring
hardware and software, setting up peripherals such as printers or routers, repairing equipment, and
providing daily support for computer network users. Assistants may work at a help desk, answering calls
and e-mails regarding the computer network or communication systems. They may also be responsible
for writing reports, tracking inventory, evaluating new technologies, negotiating contracts with vendors,
and developing contingency plans in case of network failure. IT assistants may also work in other
technological specialties, such as Web design or Internet security.

IT Assistant Responsibilities
• Provide everyday administration support including answering calls, transferring calls,
proofreading, data entry, distributing incoming mails, processing outgoing mails and operating
printers, fax and copiers.

• Maintain accurate and complete documentations for company policies and procedures.
• Prepare data spreadsheets, charts, graphs, and other documents as required.

• Greet customers and address their requests.

• Order and stock office supplies when necessary.
• Resolve customer problems promptly and accurately.

• Report any repairs and maintenances to maintenance team.

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 • Provide technical assistance to office staffs as needed.
• Assist in software and hardware upgrades.
• Perform routine PC maintenance and updates for performance efficiency.
• Assist in maintaining Internet service, firewalls, and telephone systems.

IT Assistant Requirements
• Excellent technical knowledge of network and PC hardware, including Microsoft platform.
• Hands-on hardware troubleshooting experience.
• Extensive equipment support experience with PC’s.
• Working technical knowledge of current network protocols, operating systems, and standards.
• Ability to operate tools, components, and peripheral accessories.
• Able to read and understand technical manuals, procedural documentation, and OEM guides.

• Ability to conduct research into PC issues and products as required.

• Working knowledge of social media, design and web-based marketing.
Since there are two IT assistants with same job position in Park.Bd hence same job analysis

4.13.4.0 Customer care services

Job brief
customer service representative, or CSR, will act as a liaison, provide product/services information and
resolve any emerging problems that our customer accounts might face with accuracy and efficiency.

Customer Care Responsibilities

• Manage large amounts of incoming calls
• Generate sales leads
• Identify and assess customers’ needs to achieve satisfaction
• Build sustainable relationships and trust with customer accounts through open and interactive
communication
• Provide accurate, valid and complete information by using the right methods/tools
• Meet personal/customer service team sales targets and call handling quotas
• Handle customer complaints, provide appropriate solutions and alternatives within the time

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 limits; follow up to ensure resolution

• Keep records of customer interactions, process customer accounts and file documents
• Follow communication procedures, guidelines and policies

Customer Care Requirements

• Proven customer support experience or experience as a client service representative
• Track record of over-achieving quota
• Strong phone contact handling skills and active listening
• Familiarity with CRM systems and practices
• Customer orientation and ability to adapt/respond to different types of characters
• Excellent communication and presentation skills
• Ability to multi-task, prioritize, and manage time effectively
• High school degree

Since there are two customer care at same job position hence same job analysis

5.0.0.0 Recruitment Based on Internal and

External

5.1.0.0 Introduction on Recruitment

Recruitment is a process of finding and attracting the potential resources for filling up the
vacant positions in an organization. Since Park bd is a platform where people can rent their
unused parking hours to someone who need it most therefore, they are making life easier to
people who mostly travel with their private cars thus providing a service benefit in the society.
As their clients are common people both drivers and parking owners so their employees have
to be calmer, patience, well behave speak properly, etc. as they need to face 100s of different
clients with different character. Moreover, to be a member of Park.Bd employees have to be
well qualified since it requires more technological knowledge, information technology skills,

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graphics designer, app developer, maintaining social media etc. Therefore, their requirements
are strong enough to make niche applicants since in Bangladesh the supply and quality of IT and
CSE knowledge applicants are comparatively low and any natural disaster like Covid19 can
affect that. As a result, the HR management of Park.Bd recruitment will have a difficult task to
handle.

5.2.0.0 Readiness Plan

Top management of Park.Bd need to design a Readiness Plan, since they need to address the
particular size, assets, activities and risks for the organization for their own particular
environment. However, there are basic components all Readiness Plans should include.
Creating a Readiness Plan means making decisions before a crisis hits about how they will
respond and collecting before a crisis all of the information and documents that they will need
to respond and get the business operations back up and running. A Readiness Plan can be any
length, they need to decide, based on their own highest risks and scope of the organization,
focuses on critical business functions.

Thus, before recruitment Park.Bd top HR management does a readiness plan in order to make
the process must faster and easier and based on their readiness plan they make decisions to go
internal or external. Mostly Park.Bd believes in internal recruitment since the process is faster,
cheap, efficient and more beneficial for them since Park.Bd is a small organization. In Readiness
Plan Park.Bd HR Management involves

1. Centralized & decentralized recruitment

2. Recruitment Model
3. Recruitment budget
4. Selecting & Training Recruiters

Based on their readiness plan their internal recruitment are mainly succession planning, job
posting, nominations, etc. For succession planning employees are rank from top to bottom. For
example, whoever rank A1 which means (he/she is completely ready and has an outstanding
performance) their succession planning/nomination/ talent management is successful, and the
employee is ready to take the next post/job positions.

But However, If the target employee rank A2, A3, A4 then the HR management of Park.Bd need
to change their recruitment sources based on that. They will go for internal recruitment. If the
target employee rank A2 or A3 which means time is require with additional training and
motivation thus they will be going for external recruitment for a period of time. Since they

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believe in internal recruitment due to A2 and A3 category employees they will be searching for
temporary employees therefore their external recruitment will be based on employment
referrals, employment network etc. as job security is not consider. On the other hand, due to
A4 rank employees their complete source will be external including advertisements if needed.

Readiness Performance
A Ready now 1 Outstanding

B Ready in 1 year 2 Above average

C Ready in 2 years 3 Average/good

D Not suitable for this

4 Unacceptable
job

5.3.0.0 Centralized & decentralized recruitment

Organization using centralized recruitment, one central group coordinates the recruitment activities,
normally HR professionals in the corporate offices. Individual business units or individuals’ managers
coordinate the recruitment activities in decentralized recruitment approaches. Advantages of
centralized recruitment is that efforts are not duplicated, and it ensures that policy is being interpreted
consistently among business units. An advantage to decentralized recruitment is that recruitment can
takes place more quickly, especially when a there are a few people to recruit. Park.Bd uses both
Centralized and Decentralized recruitment. For high level employees like software developer, software
engineer, financial management etc. Park.Bd uses centralized recruitment and for low level employees

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like peon, caretaker, security etc. they go for Decentralized recruitment.

5.4.0.0 Recruitment Model

5.4.1.0 Staffing quality: person/organization match

A person should not only match the job (requirements and rewards) but also the organization.
There are four other matching concerns in the staffing process next to the person/job match.
Organizational values (norms and desired behaviors), new job duties, multiple jobs, and future
jobs. New job duties are tasks that will be added to the job in the future. Hires should be able to
perform those tasks in the future. Flexibility issues are also part of the staffing process, in terms
of hiring people who can provide multiple tasks. Future jobs refer to forward thinking on part of
the organization as to which job assignments the person might assume beyond the initial job. It
is about long-term matching. The staffing system should first focus on the person/job match
and after that, the person/organization match possibilities can be explored.

For Park.Bd the best staffing model is person organization match. Since Park.Bd is a small
organization they give importance to organization behavior, their employs require multiple
tasks and always assigned new job duties but more important their job require technology and
since technology is growing rapidly their future job duties will be allocate based on that so
employees must have a long term thinking ability. Hence this model will give a clear idea about
the available job and employees must have the knowledge and ability based on this.

5.5.0.0 Recruitment budget

Recruitment involves high costs and therefore a recruitment budget should be developed. Two issues
need to be addressed in developing a recruitment budget. First a top-down (top management sets a
budget for recruitment) or bottom-up approach (recruitment budget is set on the basis of specific needs
of business units) can be used to gather the information needed to formulate the budget.

5.6.0.0 Selecting & Training Recruiters

A good recruiter should possess the following characteristics: strong interpersonal skills; knowledge

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about the organization jobs, and career related issues; technology skills; enthusiasm about the
organization and job candidates. Recruiters can come from HR professionals, line managers or
employees. Recruiters should receive training in the following areas. Interviewing skills, job analysis,
interpersonal aspects of recruiting, laws and regulations, forms and reports, organization and job
characteristics, recruitment targets. Next to this, they should have the abilities to trained other
employees in technology skills, ethical issue, computing skills.

Since Park.Bd is a small organization all the HR activities are done by few employees therefore for both
training and selecting recruiters should the ability to have multi-tasking skills.

5.7.0.0 Sources of Recruitment

After that HR Department publishes advertisement for the vacancies that are availed and there
are employment opportunities in the organization.

5.7.1.0 Internal sources

The internal source Park.Bd will practice is:

Personal recommendations: Our managers will meet their known people and their relatives and
acknowledge their personal recommendations of candidate which is good as the HR will be
working completely in a new environment.

Succession planning is a process for identifying and developing new leaders who can replace old
leaders when they leave, retire or die. Succession planning increases the availability of
experienced and capable employees that are prepared to assume these roles as they become
available. But however, succession planning requires a proper readiness plan.

5.7.2.0 External sources

There are many sources to choose for seeking to recruit from outside the company. The Park.BD
prefers recruiting through online. HR Division collects CVs of the external candidates from BD
Jobs. It also takes part in job fairs and uses “Word of Mouth” to attract competent candidates.
Occasionally we will take help from employment agencies. These agencies will only provide CVs

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of competent candidates.

5.8.0.0 Communication Message

5.8.1.0 Realistic recruitment message -This message is realistic and shows the
organization and job as they really are, rather than describing what the organization thinks job
applicant want to hear. The job applicants will self-select into or out of the organization. This
reduces the number of applicants but increases commitment. When an applicant self-selects
out, the organization does not face the costs associated with recruiting, selecting, training, and
compensating an employee.

5.8.2.0 Employment brand message - An employment brand message is used when

organization want to portray an appealing message to potential applicants. An employment
brand is a ‘good-company-tag’ that places the image of ‘being a great place to work’ or
‘employer of choice’ in the minds of job candidates. Organizations that are already well-known
by potential applicants may not need to engage in as much advertising for their jobs. They often
have many more applicant than needed. Therefore, this is especially for not well-known
organizations.

5.8.3.0 Targeted message - Improving matching people with jobs can be done by targeting
the message to a particular audience. Different audience may be looking for different rewards
from organizations.

Therefore, for Park.Bd employment brand message and target message is good since their work
which is an app mainly relates the technology, IT skills, graphic design etc. which is not a "cup
of tea" for everyone.

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 5.9.0.0 External Recruitment Strategy

5.9.1.0 Open External recruitment system

In open recruitment, Park BD use a wide net to identify potential applicants for specific job
openings. Anyone can apply for a job opening and it is therefore seen as fair because there is
equal opportunity. It is very useful when a large number of applicants need to be hired.
However, it is very time-consuming to review all applicants and maybe qualified applicants will
be overlooked during the process. This recruitment is specially for low level employees like peon,
caretaker, security etc.

5.9.2.0 Targeted External recruitment system

In this approach the Park.Bd identifies segments in the labor market where qualified applicants
are likely to be. This is often done to find people with certain characteristics. Some targeted
recruitment groups can be Park.Bd identifies based on KASO

•Key KSAO shortages- the goal here is to identify applicants with specific new areas skills or
knowledge which is important for Park.Bd since it requires more computing or technological
skills

•Passive job seekers or noncandidates- sometimes excellent candidates can be found in trailing
spouses or other dual-career couples. Sometimes both husband and wife may have a good
KASO matching Park.Bd.

•Employment discouraged- long-term, unemployed, homemakers, welfare recipients,

teenagers, people with disabilities and this group is good for Park.Bd since most tasks require
computers so its and opportunity to work for home.

Former employees- Those with good track records while they were employees will be good for
Park.Bd since they want quick and efficient employees.

Park.Bd will usually use this requirement for high level employees like management, software
developer, software engineer, designer etc.

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 5.10.0.0 Types of External Recruitment

Employers do not have to identify each possible job applicant when they are searching for
applicants. There are institutions in our economy where job seekers come together. These
recruitment sources or methods in staffing act as intermediaries between the applicant and the
employer to ensure that a match can be found.

5.10.1.0 Employee referrals - This means that employees currently working in Park.Bd can
refer to people they know to their employer for consideration like passive job seekers.
Sometimes, a bonus is given to the employee who referred to a good performing candidate.
This method has low costs per hire, less hiring time, an opportunity to strengthen bonds with
current employees. And individuals hired through referrals are less likely to leave.

5.10.2.0 Employee networks - There are informal and formal networks. The latter is an
active database of professional contacts. There can also be social networks, where connections
take place through websites like LinkedIn. Current employees can be used as information
sources about potential candidates.

5.10.3.0 Advertisements - Attracting job applicants can by placing an advertisement in

newspapers, and on the Internet, television, radio. It is however very costly and need to be
monitored very closely. Proper decision making is needed for Park.Bd while doing
advertisements because of this.

5.10.4.0 Employment websites - Employers pay a fee in return for website advertising and
services, video advertising, pre-employment screening examinations, and applicant tracking.
Job seekers can submit their résumés to employment websites. This method is an easy way for
Park.Bd since all the process will be desk research.

5.10.5.0 Posting jobs on niche employment websites - It is also possible to conduct a

more targeted web-based recruitment effort through niche employment websites instead of
general employment websites. These websites focus on specific industries, occupations,
locations or regions, or demographic groups. This method will best for them since Park.Bd will
be looking for employees who are best at technology, computing skills etc.

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 5.11.0.0 Internal recruitment Strategy

5.11.1.0 Closed internal recruitment system

A closed system means that employees are not made aware of job vacancies. Only those
involves in the process, HR, line managers with vacancies, contacted employees. It is very
efficient, since it involves minimal time and costs. However, it only works when the files show
the candidates’ KSAOs and are up to date.

5.11.2.0 Open internal recruitment system

In these systems employees are informed of job vacancies by a job posting and bidding system.
This system minimized that supervisors will select favorite employees, and it often uncovers
hidden talent. However, it is very time-consuming to screen and respond to all candidates and
it enhances competition.

Both The recruitment system has different pros and cons but however since Park.Bd has
different departments to handle different task so they prefer to go with closed system. For
example, if a there is job vacancy available in market department only marketing employees
will be approach.

5.12.0.0 Types of Internal Recruitment

5.12.1.0 Job postings - Job postings are almost the same as the advertisement used in
external recruitment. Based on the job requirement matrix, it specifies the duties and
requirements of the job and tells how applicants can apply. When a job vacancy occurs, a
position announcement is posted through a bulletin board, a newsletter, e-mail or intranet.
Applicants respond to job postings using a bid sheet. Park.Bd can first limit the job posting to a
certain department if they want. A good job posting system will clearly define the requisite
KSAOs for the job. So, by having a good job requirement matrix, employees, HR staff, and
managers can do a more effective and efficient job of screening.

5.12.2.0 Talent management system - A talent management system is a comprehensive

method for monitoring and tracking the utilization of employee skills and abilities throughout
the organization. Key component in this system is tracking employees’ KSAOs and their use in

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the organization. The first stage in the process is identifying the KSAOs required for all jobs in
the Park.Bd. When there are job openings, managers can determine through this system which
employees are ready to come into open positions. A process should be in place to make regular
comprehensive examinations of the changing nature of KSAOs requirement throughout the
organization. This information in turn, can be used to develop comprehensive plans for training
and development.

5.12.3.0 Replacement and succession plans - Most succession plans include replacement
charts, which indicates positions and who is scheduled to fill those positions when they become
vacant. They also indicate when the employee will be ready for the position. Succession plans
are organized by position and list the skills needed for the prospective position. Park.Bd can use
the Saba Succession software to make the succession planning.

5.12.4.0 Nominations - Supervisors and managers can nominate internal candidates to

apply for open positions. They are familiar with the requirements of the position and can search
for eligible candidates. Park.Bd can also use self-nominations. Qualified candidates will not be
overlooked, especially minorities and women.

7.0.0.0 Recommendation

As Park Bd company wants to be expand their market in Bangladesh. So, they must follow some
important criteria to maintain employment relations, recruitment, selection, training or
development process, job analysis in Bangladesh market. Firstly, the company is new in
Bangladesh market so they should keep it in mind that refined recruitment processes are
efficient, productive & pleasant for candidates & company. The company should concentrate
on increasing its network coverage in Bangladesh in order to seize the looming opportunity in
the two-emerging economics. The selection process must be existing with internal employment
selection system & “Park Bd” must follow the country law during employment. If the company
wants to be served a good quality service, they must go for analysis internal human resources

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planning such as; job analysis, training or development etc. And try to integrate HR practices
with corporate social responsibilities. Another important thing to remember for “Park Bd
Company” is that they must maintain the service quality & fulfil the customer demand. The
company should focus entirely on customer loyalty through insisting on quality & ensuring that
the app is more flexible. These guidelines on quality should be adhered to strictly if at all any
good results are to be achieved. In relation to the recommendations above, the Park Bd
company should actually reduce it in order to remain competitive & realize its strategies and
objectives as well.

8.0.0.0 Conclusion
Park Bd intends to set standard as leader in providing this unique service. For that the HR of
Park Bd needs to have a clear strategy in terms of Recruiting and selecting the best candidate,
provide training/motivation to employees and work for their development as well as using
performance appraisal tools to ensure quality is maintained.

Thus, we can say that the overall HR procedure that Park Bd will follow in Bangladesh will
consist of best and standard practices and with the help these we can get clear picture about
the Strategic HR management of an organization like other service providing apps like Uber,
Pathao, Foodpanda, E-courier with the real organizational environment. The subject of our
study is too significant in a sense that it will give us clear and distinct idea of Strategic Human
Resource management for recruitment, forecasting, job analysis of an organization

Overall in the conclusion we would like to say that even though Park.Bd HRM department is
well maintain, established etc. still the department faces some issues and challenges and we
believe in order to solve those issues they must follow -

• effective communication

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• proper decision making

• proper leadership styles

• adapt to modern technology and society

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