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As student of MBA in HRM course , we were assigned to work on this project which we believe would help in gaining lot of knowledge & experience on the relevant field. This knowledge & experience will expedite professional career of one’s in terms of reaching the expected goal in life . The main motto of this report is to see the HR practices in the organizations like Bangladesh , how the organizations are following ,implementing HR practices ,to what extent it’s practices held etc. Being an student of MBA we were fortunate to have a wide array of knowledge about the different aspects of KDS management iceberg during our visit there in for the purpose of collecting the related information, findings. This sort of information & findings helps to gainer an accurate synopsis of the assigned job and relevance and reliability of the report findings too. This report helps the reporter in defining the report problem in clear-cut manner and finds a final destination and also may benefit the Company in many ways relating to the HR Practices in the Organization in their future endeavor. This report planning will show the organizations ,PMS recruitment ,training procedure, their future system that will give through
,their compensation system
comprehensive view of HR practices in the organization like KDS Garment the perspective of Bangladesh.
Performance means accomplishment of an expected course of action. Performance may relate to various disciplines. By HR performance we mean the performance of an organization relating to its human resources, viz., Get the people, Develop the people, Work with the people, Retain the people and so on. Functions of HRM are Recruitment & Selection, Training & Development,
Performance management system, Pay roll & compensation etc. In Bangladesh HR practices are not that level as it is in western countries. But many organizations in Bangladesh are now trying to incorporate comprehensive HR practices in their organization as part of company up gradation, modernization, benefits of employees which success. may lead to the benefits of both employees as well as company to the There are certain limitations in implementing comprehensive HR
practices in the organizations of Bangladesh due to non practice of labor law & govt. lack of support for it’s implementation, whimsical attitude & approach to it by the part environment of management etc. Through Overcoming these congenial is possible for HR practice in the organization of Bangladesh
unless it’s practice in Bangladesh will remain inadequate.
We were urged to prepare a report on “ Human Resource Management Practices in Bangladesh ” perspective of KDS Garments practices . We have given in order to examine & evaluate the HR emphasis on the followings and I firmly believe that after
analyzing these criteria, one can easily judge the HR practices in any organization:
o Recruitment & Selection in the Organization. o TNA based training & employee development program o Yearly Training Program in accordance to annual calendar. o Employee benefits scheme & programs. o Performance management system in the organization. o Safety ,Health & Environment practices in the organization o Human Resource planning in the organization.
valuable information which were very much helpful for our study.2 Methodology There are two sources of information in our study. o TNA based training & employee development program o Yearly Training Program in accordance to annual calendar. The core objectives of the report are to evaluate & examine the overall HR practices of the Company through examining the – o Recruitment & Selection in the Organization. o Employee benefits scheme & programs. At that stage we have followed the direct interview method for collecting information. useful and effective we have collected processed and analyzed our information carefully and sincerely so that it becomes useful maintaining the required standards and also may fulfill the expectations of our University Authorities. One is primary information and another is secondary information. The secondary data is collected from the books.1.3 Objectives of the study On the basis of some objectives we have prepared our report. 1. We asked our selected questions to the selected expert officials of KDS Garments and they have responded to our questions. o Performance management system in the organization. o Safety . . articles related to HR and HR Hand book of KDS Garments. Before collecting primary information we have prepared a questionnaire. For making our study more informative.Health & Environment practices in the organization o Human Resource planning in the organization. During the responding period they have provided us some informative.
Chittagong. and evaluation and recommend something for future. So. We have collected our required information from the garments office located at 255. They have spared time but it was not sufficient for completing our work more comprehensively. the time provided for the study was short for collecting information. . So. We were unable to present some necessary information due to the company secrecy.4 Scope of the study We were assigned the topic “Human Resource Management practices in Bangladesh” by the Department of MBA. it was much easy for us to collect our required information related to our topics. 1. We also visited many of the departments of the Company to know more about KDS Garments. there is lack of some objective oriented information also. The office is located in the factory building from where HR practices of KDS Garments are controlled. Nasirabad Industrial. processing.1.5 Limitation of the Study Since for accomplishing the project work time is limited it was not possible to get all information as required to complete the work more smoothly & adequately. This is why we failed to make our report more informative and fruitful. The reporters had tried their best to use supreme faculty of ingenuity in the report preparation but the limited time compels them to be object oriented. We also face some methodological ignorance. The resourced person of KDS Garments was very much busy. Independent University Bangladesh. On the other hand. it is really tough job for any to present a paper without any mistake.
garments. Other KDS Group companies KDS Steel Division One of the oldest and most reliable steel plants in Bangladesh which has built its reputation based on quality and economics of the business. Accessories. KY Steel Started it’s journey successfully meeting the demand of its customers as well as giving high standard of product. They are based in Chittagong and Dhaka and aspire to become the largest and the most diversified business group in Bangladesh.KDS has the finest textile-manufacturing units in Bangladesh with complete range of European machineries to produce the finest knitted fabric. and many others. KDS Textile . Since 1983. The facilities at its production unit in Chittagong include a highly skilled workforce including expatriates. KDS Steel Division consists of three individual factory having workforce near about 800 with the aim to delivering high quality product as well as maximum quantity. KDS has a new cold rolling meal and is the only European steel mill in the country. among others. Fila. KYCR is established after the succession of KY & is striving hard to meet the demand of all customers exclusively through maintaining high quality of product.6 The Company Overview: KDS Group is a renowned group in Bangladesh having diversified business activities like Steel. being the pioneer and one of the largest in the country. KDS Garments has been growing at a phenomenal pace and has bagged 11 National Awards for highest exports in different years. The customers of KDS include world leaders like WalMart. Its new inclusion of NOF technology paves it’s . They have total employee strength of around 8000 people with a turnover of USD 250 million.1. Target and Globe Trotter. KDS Garments Division KDS has made its mark in readymade garments manufacturing in Bangladesh. benchmarked practices and technical facilities like the washing plant with world-renowned washing machinery. K-Mart. Textiles. KDS Garments is a renowned name in the fashion industry.
Pursuit of Challenge and success. KDS Technologies . country and one another . Winning.Pioneering the linkage to the robust garment industry.way to giving more superior & standard product. Another one is steel accessories being established to supply raw material to it’s steel manufacturing as well as other concern of the group. 1.KDS established the first Broadband ISP in the country called Dominox Technologies. 1.1 Vision To become a globally preferred supplier of apparel solutions upholding our social responsibility. It was formed in 2000 with a vision to create a revolution in the IT industry of the country.6.We have a passion for achieving results and winning – for our shareholders. customers. KDS has most comprehensive accessories offerings for the widest range of products.6.6. More than 300 hundred employees are engaged here. It is an associate of the KDS group.3 Core Values Doing the right thing.KDS Garments challenges more energetically with attitude exhibiting stronger spirit to achieve success.2 Mission Delighting our customers through sustained performance Achieving excellence in process and technology Building a culture of cost consciousness Leveraging through competent people Leadership through innovation Thrust in new product design 1.We members of KDS Garments have the responsibility to do the right thing for our shareholders. customers and one another. KDS Accessories .
country and ourselves. Inclusive Meritocracy. teamwork is what unites everybody in KDS Garments. communicating our vision. Leadership.5 Highlights KDS Garments has a turnover of US $ 80 million per year • KDS Garments has employees who have been working for the last 25 years and are essentially the first generation workers.4 Core Objectives Maintain quality of the product to the optimum level With an aim to establishing Can do Culture. Achieving excellence in process and technology Building a culture of cost consciousness and climate of trust. 1.6.6. Leveraging through competent people Leadership through innovation Excellent product range to deliver a seamless diversity of customer-specific solutions through a single point of access. Winning customers through loyalty by establishing culture than our offerings and thereby providing the best solutions. • KDS Garment is currently operating at 35 % efficiency (approx) due to its inability in optimizing resource utilization which primarily caters to the utilization of human resources. living our values and taking positive actions to help build a better future for our company. The worker’s efficiency level is low due to their lack of exposure to modern way of conducting business.We care about one another. They are not adept to modern ways of working and hence follow traditional methods .We will be decisive leaders at every level. Nationally and internationally. value one another’s differences. of hearing rather 1. KDS has state of art machines but the mind set of employees are non competitive. focus on results and strive to help all team members reach their full potential. . Lack of and also a sense of complacence of being part of a large business house.
.• KDS garments aims at reaching USD 150 $ mn. Along with this KDS needs induct new employees from other leading garment manufacturing companies across the globe. Such efficiency enhancement will be only possible through the changing mindset of the workforce. KDS wish to increase their share of the pie in the market by means of introducing a change in the way of conducting business which involves addressing the process deficiencies in the operational area . This is possible only by means of a “quality and Customer orientation “approach across the organization. To achieve this KDS will require to orient themselves towards the development and design mode • Currently KDS has an impressive line up of the business partners. by means of increasing the plant efficiency . but it is equal y important to maintain the existing business partners and to increase the base as these would provide a steady generation of business and brand recall. KDS as this juncture to reach US 150 $ business has to focus on high value items from their business partners. • Currently the market share of KDS is not significant as compared to the potential that the organization has. per year with the existing infrastructure . • KDS Garments want to move up the value chain in their line of business by creating higher value products and also by designing new products to sell as their own labels.
6 HR organizational structure of KDS Garments .6.1.
recruitment& Selection) .Chapter 2 Employee Acquisition (HR Planning.
By such planning an organization ensures that it has the right number and kinds of people. it provides a simple estimation and ignores many other factors like sales growth. at the right place.1. EP involves three things: I. It may be for the whole organization or for each subgroup like sales.1. Forecasting Personnel Needs or Demand for Personnel Supply of inside candidates Supply of outside candidates 2. Ratio Analysis: A forecasting technique for determining future staff needs by using ratios between some causal factors (like sales volume) and the number of employees required. Technological and other changes resulting in increased productivity. However. II. productivity etc. It ultimately translates the organization’s overall goals into the number and types of workers needed to meet the goals. number of salespeople. and at the right time.1 Theoretical Framework 2. administration etc. Several Methods to predict employment needs • Trend Analysis: Study of a firm past employment needs over a period of years to predict future needs.2.) • .1 Employment Planning The process of determining an organization’s human resources needs.1. (for instance. III.1 Forecasting Personnel Needs It is based on the following factors: • • • • • • Mission of the organization Strategic Goals and Objectives Forecast of personnel requirements Projected turnover Quality and skills of employees in relation to what is required if the needs of the organization changes.
For example. etc. Computerized Information System: A computer database of employees with information from wide variety of areas related to employee and employment. and development interests. to be used in selecting inside candidates for promotion. • • Position replacement Card: A card prepared for each position in a company to show possible replacement candidates and their qualifications.1.2 Forecasting the supply of Inside Candidates • Qualifications inventory: Manual or computerized records listing employees’ education. Managerial Judgment: Forecast of personnel needs on the basis of managerial judgment depending upon factors like change in productivity. • • 2. Using computer to forecast Personnel requirements: determination of future staff needs by projecting sales. such as a measure of business activity and your firm’s staffing levels. change in market conditions. career.1. and personnel required to maintain this volume of output. languages.• The Scatter Plot: A graphical method used to help identify the relationship between two variables. Number of students and requirement of teachers. The software generates a what-if scenario of personnel requirements at different level of business activity. • Personnel replacement Chart: Company records showing present performance and promotion-ability of inside candidates for the most important positions. special skills and so on. using software packages. It usually includes: • • • • • • • • Work experience Product knowledge Industry experience Formal education Training Course Foreign language Skills Relocation limitations Career Interests . volume of production.
level etc. 2. the organizations usually don’t post supervisory jobs. method and importance of non-recruitment issues. However. working schedule.1.1. 2. supervisor.3 Effective Recruiting The effectiveness of recruiting lies initially with the number of applicant generated by the recruitment process. . The more applicants you have the more selective you can be in your hiring.2 Decruiting When any oversupply of employment observed.1. 2. radiologists. Recruitment is a more complex activity than most managers think it is. personnel records: pay rate etc. It should also know the supply conditions in different occupational categories like. • • • chartered Accountants.3 Forecasting the supply of Outside Candidates To understand the supply of outside candidates the organization should know about the general Business environment and unemployment rate in the country. Skills banks: Some companies develop a skills bank that list current employees with specific kills. leather technologists. nurses. It should take care of its timing.4 Finding Internal Candidates • Job posting: Publicizing an open job to employees (often literally posting it on bulletin boards) and listing its attributes. Employers may adopt the following sources: Monthly updates of Bangladesh bank Publication of Professional Associations Publications of employment agencies etc. The recruitment effort should make sense in terms of the company’s strategic plans.• • Performance Appraisals Skills: Type. HRM must undertake some difficult Steps to severe some of their people from the organization. telecommunication engineers etc. like qualifications.1. It does not just involve placing ads or calling employment agencies.1. 2.) • • Personnel records: Information in the personnel records may reveal the potentiality of existing employees.
Interest: crate interest about the job with some interesting features like changing nature. 2.1.6. location.1. Action: call for call or write.5 Succession Planning The ongoing process of systematically identifying. background. Desire: mention the required qualifications and skills required.1 Advertising The employers should address two issues related to ad: the advertising media and the ad’s construction. caption etc. Colleges and Universities Professional organizations Unsolicited Applicants Cyberspace/Internet recruiting Headhunting Internship 2. developing organizational leadership to enhance performance.2. assessing. salary package etc.6 Outside Sources of Candidates • • • • • • • • • Advertising Employee referrals Employment Agencies Schools. • • • • • • • • • • • • The media: It depends on the positions for which we are we are recruiting. Attention: by using heavy margin. . Be creative in preparing the Ad.1. Desire and Action) principle. Interest. The varieties of media may include: Job posting at the factory gate Ad in the local newspaper Ad in the national newspaper Ad in the international magazines Ad in the professional journals Ad in the Internet Construction of the Ad: follow the AIDA (Attention.
Because otherwise he/she will be accused.6. It will increase job survival. Colleges and Universities The employers may contact the management of the institutions or the placement center (if there is any) for sending resumes or the candidates to their organizations. 2. They also may visit campuses and make a spot recruitment 2. • • • • • • Job posting facility for the employers Access to the database by the employers CV posting facilities for the candidates Conducting screening for the employers Providing training on how to prepare CV. 2.6. Even some companies announce reward for referring an employee for such positions.1.3 Employment Agencies Employment agencies act like an exchange for both employers & employees. labor unions etc. face interview etc.1. .1. Nurse’s Association.6. Facilitate employer in preparing job advertisements etc. May minimize the opportunity for diversification in the workplace.2. Disadvantages: • • • Sometimes it may be backed by the existing employees’ personal interest.4 Schools.1. It is considered a very useful means for hard-to-fill positions. operate placement services for their members.5 Professional organizations Many professional Organizations like.2 Employee referrals It is a very strong source of recruitment. May lead to nepotism. MBA Association.6. The candidates will get a better and realistic picture about the job. Benefits: • • • The candidates are likely to be more capable.
7 Cyberspace/Internet recruiting Benefits: • • It is rather a very cheap means of advertisement.6. The information about the candidates may be collected quickly and uniformly.7.6 Unsolicited Applicants Unsolicited applications. It provides more information about the company itself to the candidates.1. 2.1 Initial Screening .9 Internship Many organizations recruit their full time employees through internship placement. constitute a source of prospective applicants 2. It is usually based on informal contacts. or in person.6. 2.7 The Selection process A standard and comprehensive selection typically includes the following steps: ♦ Initial Screening interview ♦ Completing the Application form ♦ Employment test ♦ Comprehensive interview ♦ Background Investigation ♦ A conditional Job offer ♦ Medical or physical examination ♦ Permanent job offer. 2.1.6. telephone. whether they reach the employer by post.1.1.6. e-mail.8 Headhunting Used for the midlevel and top-level executives.2. 2.1.1.
. criminal offences etc.3. poor result etc. salary range etc with the candidates so as to unqualified or disinterested candidates leaves the process. skills and motivation about the job. verbal fluency and numerical ability.2 Completing the Application form This is a company specific employment form used to generate specific information the company wants.7. ♦ Sharing detailed job information. It includes: - Personal information.♦ Screening the candidates on the basis of inadequate or inappropriate education. including memory.1. Education & training. gap in employment history. Information about drug abuses. many brief jobs. It also provides an opportunity to make an initial assessment about the candidates’ level of knowledge.1 Test of cognitive abilities Cognitive tests include tests of general reasoning ability (intelligence) and tests of specific abilities like memory and inductive reasoning. vocabulary.3 Employment Test The employment tests may include the following tests: ♦ Test of cognitive abilities ♦ Tests of Motor and physical abilities ♦ Tests of measuring personality. Specific skills and their level etc. 2. inadequate or inappropriate experience. ♦ Intelligence test: Intelligence tests (IQ) are tests of general intellectual abilities. They measure not a single trait but rather a range of abilities.7.1.7. 2.1. Work history. honesty and interest ♦ Achievement Tests ♦ Simulation tests 2.
but most are fired for nonperformance.3. As a consultant put it. such as inductive and deductive reasoning.7. And nonperformance (or performance) “is usually the result of personal characteristics. ♦ The physical abilities tests measure static strengths (such as lifting weights). manual dexterity.7.1. It may include: ♦ Projective tests by using blurred pictures ♦ Thematic Appreciation tests ♦ Sentence Completion ♦ Story completion etc. verbal comprehension.1.7. memory and numerical abilities. The commonly used honesty tests are The Polygraph and paper and Pencil tests. 2.2 Honesty Tests: An increasing number of business establishments are using honesty and integrity tests ("honesty tests") in the process of screening and selecting job applicants.7. reaction time etc. dynamic strength (like pull-ups).1 Personality tests ♦ The personality tests measure different dimensions of personality of a person. motivation and especially temperament. body coordination (as in jumping rope) and stamina 2.1.2 Tests of Motor and physical abilities ♦ The tests of Motor abilities measure the abilities like finger dexterity.” 2.3.3.♦ Specific cognitive abilities: There are measures of specific mental abilities. “most people are hired based on qualifications.1.3. ♦ Graphology 2.3 Interest inventory .3 Tests of measuring personality.3.1. 2. Honesty and interest Factors like motivation and interpersonal skills are very important for job performance.3.7.3. such as attitude.3.
Designed properly.1.5 Simulation tests Some employers emphasize on the job itself and test the abilities of the candidates concerning the job they have applied for.5.1. 2. 2. ♦ An observer monitors performance on each task and indicate on a checklist how well the applicant performs. 2.2 Management Assessment Centers A management assessment center is a two to three-day simulation in which 10 to 12 candidates perform realistic management tasks (like making presentations) under the observation of experts who appraise each candidate’s leadership potential. The center itself may be a plain conference room or a special room with a one-way mirror to facilitate observation.126.96.36.199.3.1 Work Sampling The work sampling techniques measure how a candidate actually performs some of the job’s basic tasks. work-sampling tests exhibit better validity than do other tests designed to predict performance. To test this they may use ♦ Work samples or ♦ Management Assessment centers 2.4 Achievement tests Achievement tests measure what a person has learned. marketing.3.1. Typical simulated exercises include: • • The in basket Leaderless group discussion . They measures the “job knowledge” in areas like economics.7.1. The procedure: ♦ Choose several tasks crucial to performing the job and test applicants on samples of each task.3.5.A personal development and selection device that compares the person’s current interested with those of others now in various occupations so as to determine the preferred occupation for the individual. or personnel etc.
2.7. a potential supervisor. and potential colleagues and so on.1.4 The Comprehensive Interview ♦ An interview (selection interview) is a procedure designed to predict future job performance on the basis of applicant’s oral responses to oral enquires.1. ♦ Checking credit references and criminal records.7. may interview the applicant. ♦ A research showed that 99% employers use interviews for employee selection. level of motivation and interpersonal skills. ♦ Verifying the educational accomplishments shown on the application. ♦ The interview is most valid in determining an applicant’s organizational fit. ♦ Researches indicate that nearly half of all applicants exaggerate their backgrounds or experiences 2. ♦ Contacting other job related and personal references.7.• • • • Management games Individual presentations Objective tests The Interview 2. ♦ Structured and well-organized interviews are more reliable.6 Conditional Job Offer The offer made to the individual. ♦ HRM interviewers.7.5 Background Investigation The process of verifying information of those applicants who appear to offer potential as employees. which will become permanent after passing required medical and physical tests 2. senior managers within the organization.1. This may include: ♦ Contacting former employers to confirm the candidate’s work record and to obtain their appraisal of his or her performance.1.7 Medical/Physical Examination .
♦ First. 2.1 Employment Standard These policies define qualification standards for KDS Garments job applicants. ♦ Second. As a matter of curtsey.2. a good fit between boss and employee is necessary. ♦ To show that minimum standards of health exist to enroll in company health and life insurance programs. all the finalists who did not get the job should also be notified that they didn’t get the job. .2 Practices of the KDS Garments 2. the applicant will eventually work for this manager.8 Permanent Job offer ♦ Those who perform successfully in the preceding steps are now considered to be eligible to receive the employment offer.2. ♦ To provide base data in case of an employee’s future claim of injury on the job. HRM representative may send the official letter. market conditions etc. ♦ The employers pay for the exam. 2. 2. Purposes are: ♦ To ensure that the person is physically fit for the job to be done. But managerial judgment method depends upon the change in productivity. and therefore.An examination indicating an applicant is physically fit for essential job performance. ♦ The actual hiring decision should be made by the manager in the department where the vacancy exists. but KDS Garments uses managerial judgment because it gives the more real world scenario for personnel needs.1. if the decision made is not correct However. Although there are several methods to predict personnel needs. strategic goals & objectives & technological and other changes resulting in increased productivity.1 HR Planning: Every organization has own HR planning and usually an organization forecast their personnel needs based on their mission.7. because. The Head of HR along with the MD will be responsible for introduction or modification of any policy and the HR department as a whole is responsible for implementation of the policy.1.
• Physical The Head of HR establishes health-screening standards and categorizes candidates according to these standards. Minimum age requirement for all Bangladesh recruitment categories is 18 years and normal retirement age for all employees is 58 years. Employment offers to candidates age 58 or older require the approval of the concerned Business Head.Standards of Employment • National I. 2.D. Handicaps and other major physical limitations will be reviewed jointly by HR and to determine the availability of suitable jobs.2 Personnel Policy KDS Garments facilitates work culture for commitment to profession and adherence to human values. unless otherwise mutually agreed to between the employee and the Company. Unless noted otherwise. we underline the following commitments: . • Age The Head of HR establishes minimum age requirements for Company employment in compliance with Bangladesh Labour and Workmen Law.2. Exceptions Exceptions to this policy require endorsement by the Head of HR with concurrence of the MD. Card All job applicants must have a valid Voter I. if any. beliefs & ethics.D. • Education The Head of HR is responsible for establishing minimum educational requirements for the Company.1. Card/Passport photocopy/ or an official Government Document proving Bangladesh citizenship. exceptions must have the prior approval of the MD and Head of HR. In pursuance of this.
Process Forecasting future manpower requirements either in terms of mathematical projections of trends in the economy and development in the industry or of judgmental estimates based upon specific future plans.3 Manpower Planning Policy Manpower Planning is a strategy for the acquisition. To adjust the requirements with the available supply. utilization and preservation of the Human Resources of an Organization • • • To coordinate the requirements for the availability of different types of employees in the organization.1. .• • Operate an economically flourishing business so there exist consistent level of work and equal opportunity to grow. • The company encourages free flow of information and effective free and congenial upward communication to create amongst the employees the sense of participation. The Company aims at building up living standards for the employees by improving quality of life on the work front and the family front as well. 2. • • • KDS Garments believes in culture of corporate family therefore the Company does everything to build a sense of pride and belonging amongst employees. KDS Garments strongly believes in congenial and harmonious human relationship with mutual understanding and in maintaining healthy industrial relations.2. skills and attitude and character without any discrimination on the basis of age. religion. skill and proper aptitudes. To ensure that the organization has the right kind of people at the right time. Recruitment of Quality manpower at all levels in terms of knowledge. nationality or caste. sex. innovation and creativity to proceed ahead through the challenges of global competition in the present scenario. • Development of manpower is the basic objective in Company’s Personnel Policy. KDS Garments believes in promotion of continuous growth and sustenance of knowledge. Inventorying present manpower resources and analyzing the degree to which these resources are employed optimally.
“What all is to be done” this question needs to be clearly answered. A standard job description format has been prepared by Ernst & Young which is to be circulated to all the departmental heads by the Human Resources. motivation and compensation so that future manpower requirements will be met. Step 2: Articulation and documentation of Job requirements. who in turn. Step 3: Job Descriptions to be documented. If the unit is new and the activities are not being carried out the department head in consultation with a HR representative will have to document the proposed job descriptions. Here. Step 4: After Job descriptions have been documented the next step is to document the job specifications.Anticipating manpower problems by projecting present resources into the future and comparing them with the forecast requirements to determine their adequacy both quantitatively and qualitatively. Planning the necessary program of recruitment. the accuracy of job descriptions would be based on the experience of the department head. The department head would authorize the same and send it to HR for further actions. Job specifications would indicate minimum acceptable qualification the incumbent must possess to perform the job successfully. Step 5: . selection. can be established. which need to operate and need for a Departmental Head. who would be responsible for all the activities of the said department. Step 1: Defining and Documenting the Corporate Objectives of KDS Garments. This step would enable to compartmentalize the jobs and various departments. For existing units the departmental head needs to document the functions of his department. training and development. would ask the actual jobholder to write down all his activities. A standard job specification format has been prepared by Ernst & Young for use by the HR at KDS Garments.
to meet Manpower requirements. Step 12: Head of Human Resource to initiate steps such as Recruitment. Step 6: The Department Organization Structure to be approved by Head of the Business or the process owners and linked to the organization structure of the company. Step 7: The next stage in Manpower Planning would call for taking in the stock of existing manpower and the skills available in the organization. Transfers. Technically.The next stage would be to crystallize the department’s organization structure. The job description and the specifications documented would be aids to structure the department. One would know and be clear about jobs to be carried out and what levels of people to engage. A standard Organization Structure format has been prepared by Ernst & Young which is to be followed at KDS Garments. Step 9: Budgets to be prepared for additional expenses. Step 10: Manpower Plans to be prepared. Selections. Step 8: Additional or Surplus Manpower to be identified and future projections to be made. Redeployment. Ernst & Young has carried out this exercise for defining the Organization structure. this is referred to as Skills Inventory of Human Resources. etc. Step 11: The Manpower Plan to be approved by respective Department Heads and finally by MD. . A standard Human Resource skill inventory format to be prepared by HR. HR to prepare the plans and the views of respective departmental heads to be taken into account. Any changes to the existing structure must be approved in the manner specified above.
Unless noted otherwise. Personnel Requisition Process: • The Heads of the Departments are required to give their budget for personnel to the HR Department in the beginning of the financial year and as and when the need arises. After ratification from the MD.1 Recruitment Policy To have a recruitment process that provides equal opportunity based on merit and is process based and to acquire high quality talent at the optimum cost. • • • • The HR Department will forward the duly completed PRF to the MD for ratification. For all employees of KDS Garments. This should be in the Specified Format Annexure) • • Any requisition without the PRF format will be returned back to the requisitioned for modification and resubmission.“Personnel Requisition Format” (refer . • • This guideline/policy is applicable to all personnel in the company who are engaged in the recruitment process for the company for any level/grade.2. All PRF need the approval of the MD. depending upon the expected increase in business and work load. Exceptions to this policy require endorsement by the concerned HOD. PRF should be filled by the immediate superior of the vacant / new position and approved by the department head before sending it to the Human Resources Department. exceptions must have the prior approval of the MD and Head of HR. The Head of HR and the MD are responsible for developing and implementing recruiting programs which comply with the Labor and Workmen Law. HR Department may maintain the records of all PRFs. This will help in the process of future budgeting and recruitment of personnel.2.2 Recruitment 2. the HR Department will take necessary action on the same.2. concurrence of the MD. .2.
they use various sources such as.2. And they also prefer succession planning.2. it is found that although internal candidates typically stay in positions and are more successful than external candidates.2. . Approximate percentage of employment recruited from external and internal sources: From the above data. newspaper ad. 2. They usually like to attract the attention & interest of the candidates by their exclusive ad.3 Source of Employee KDS Garments maintain both internal and external sources of employee for their employment need. more often than internal candidates.2 Decruit KDS Garments also takes the downsizing process when any oversupply of employment observed.2. There are several methods to determine the supply of inside candidates. In case of outside recruitment. Because they believe that external candidates have the potential to be high performing employees with the ability to drive forward the company’s business. KDS Garments uses the computerized information system to forecast the supply of inside candidates because all information of employees is included here. They give ad in the newspaper because it emphasizes creative ad to make it more attractive. CV posting facility & conducting screening & other facilities.2. KDS maintains skills banks to find the internal candidates because employees’ specific skills are included here. KDS Garments fill positions with external candidates. HR Consultancy Firm. They use employment agencies because of their job posting facility.
. The short listing will be done in consultation with the respective Heads of the Departments.3. Contacts. The panel should ideally comprise of at least three personnel. Comprehensive interview d.2 Selection Process The HR Department will arrange for the required resources through • • • • Advertisement. of which one will be from the HR Department. or Campus Interviews (if necessary). External Consultants / Placement Agencies. Completing application form c. 2.2.1 Selection Policy From the long selection process KDS Garment usually follow only the following steps: a.3. Initial screening b.2. HR Department will also ensure that opportunity is given to internal candidates first based on • • • Approval by Immediate superior Profile fit in the existing vacancy Credibility in the present job HR Department shall shortlist the candidates to be called for interviews from the database. An Interview Panel will be formed for interviewing the candidates shortlisted by the HR Department.3 Employee Selection 2.2. the MD will also form a part of the panel. Permanent job offer They do not use some other steps for time saving in the selection process & for minimizing cost of the organization.2. Conditional job offer e. For Manager Levels and above (senior levels). • • All candidates coming for interviews will have to fill an “Application Form” (refer Annexure).
2. The MD will approve the Fitment Sheet.• • • • The panel will give their recommendations. They have very low rate of employee turnover which is less than 10%. To maintain this rate they always look after empowerment needs and they try to make the job is desirable to the candidate. 2. .3. • • Salary Fitment would be based on internal comparisons and job value. In case of a Contractual Agreement a Contract will be signed between KDS Garments and the candidate 2.3. the MD directly or on the recommendations of panel will give the approval. In case a candidate is selected.2. on the basis of the Interview Evaluation Sheet.6 Turnover Rate KDS Garments is very conscious to maintain their employee turnover rate.2. The panel will take final decision after the interviews are over. The offer will be clearly explained to the candidate.4 Job Offer • • • The “Offer Letter” (refer Annexure) will be sent to the selected candidates on the basis of the approved Fitment Sheet. 2.5 Appointment • • At the time of joining the employee will receive the “Appointment Letter” (refer Annexure).2.3. 2. The HR Department will conduct a minimum of two “Reference Checks” (refer Annexure) and record the feedback in the specified format. A confirmation will be obtained from the candidate about acceptance of the offer through his/her signature on a duplicate copy of the offer letter. on the Interview Evaluation Sheet. which will include details of his Terms and Conditions for employment.3 Salary fitment process • HR Department will then prepare a “Fitment Sheet” on the basis of the Company Policy to ensure internal parity in terms of compensation and benefits to be offered to the selected candidate. The offer of employment is subject to receipt of satisfactory references. An “Interview Evaluation Sheet” (refer Annexure) shall be filled for all the persons short-listed.3.
Performance Appraisal) . Training & Development.Chapter 3 Employee Development (Employee Socialization.
Validation Step: The bugs are worked out of the training program by presenting it to a small representative audience. This adaptation is required. An orientation program should include: * * * Familiarize the new employees with the organization’s objectives. managers overlook at their peril. 4. philosophy. Follow up step: the Managers assess the program’s success or failures. because of i) Different work activities. 3.1 New Employee Orientation The activities involved in introducing new employees to the organization and their work units.1.1 Theoretical Framework 3. 2.3.1 Socialization Socialization is a process of adaptation that takes place as individuals attempt to learn the values and norms of work roles.1. ii) A new boss. Introduce the employee to his or her members. Good training is vital. 3. Communicate relevant HRM policies such as work hours. iii) A different group of coworkers and iv) Probably a different set of performance standards etc. Training program consists of five steps: 1. overtime Review the specific duties and responsibilities of the new member’s job. Instructional Design: preparing the training program contents including workbooks. Training is hallmark of a good management. and coworkers. and activities 3. exercises.1. Socialization/adaptation is required when we .1. Implement the program: proving actual training to the targeted audiences. pay procedures. Provide a procedures and rules requirements and company benefits tour of the organizations physical facilities. accept a lateral transfer or get a promotion. 5. and a task. Needs analysis step: identifying the specific job performance skills needed.1. .begin a new job.2 Employee Training and Development Training refers to the methods used to give new or present employees the skills they need to perform their jobs.
skills etc Attitude survey and Questionnaire survey etc. Task analysis and performance Analysis are two main ways to identify training needs. productivity.1. grievances. Observation by the supervisor or other specialists.1 Analyzing Training Needs Analyzing training needs depends on whether the company is training new employees or current employees. .It is more complex. Performance Analysis Performance Analysis is the process of verifying that there is a performance deficiency and determines if such should be corrected through training or through some other means. each of which is then taught to the new employee. Some employers supplement the job descriptions and specifications with a task analysis record form. This consolidates information regarding required tasks and skills in a form that’s especially helpful for determining training requirements. Job descriptions and job specifications are helpful here. unclear standers etc. Interview with the employee or his supervisor Tests of job knowledge. Training to the new employees: . Performance may hamper for lack of motivation. accidents. Because here the company has to identify whether the weak performance is due to lack of skill.2. peer. Task analysis Task analysis is a detailed study of the job to determine what specific skills the job requires.Determine what the job entails and to break it down into subtasks. absenteeism and tardiness.1. customer complaints etc. Training needs to the current employees: .3. self and 360-degree performance reviews Job related performance data including. product quality. Methods to identify a current employee’s training needs: • • • • • • • Supervisor. right attitude or something else.
the organization may ensure it by creating a learning environment in the organization.1.3. It involves listing each job’s basic tasks.1.2 Different methods of training are • On-the-Job Training On-the-Job Training (OJT) means having a person learn a job by actually doing it. About two-third of industrial training isn’t formal at all rather it takes place informally through the interaction in between the new worker and his or her colleague.2. North Carolina. along with key points. in order to provide step-bystep training for employees. • Job Instruction Training Job Instruction Training is suitable for the jobs that consist of logical sequence of steps. It traditionally involves having the learner/apprentice study under the tutelage of a master craftsperson. places tools in cafeteria areas to take advantage of the work related discussions taking place. • Coaching/Understudy Approach . Even though. it is informal. • Job Rotation A management training technique that involves moving a trainee from department to department to broaden his or her understanding of all parts of the business and test his/her abilities. • Informal Learning Informal learning is any learning that occurs for which the learning process is not determined or designed by the organization. Every employee from clerk to Company President gets on-the-job training when he or she joins a firm. • Apprenticeship Training A structure process by which people become skilled workers through a combination of classroom instruction and on-the-job training. It is widely used training method. • Lectures It is a simple and quick way to provide knowledge to large groups of trainees. For example.
the trainees watch films or videotapes that shows the models behave effectively in a problem situation. • Management Game A development technique in which teams of managers compete by making computerized decisions regarding realistic but simulated situations. The latter is responsible for the trainee’s coaching. the trainees are given roles to play in a simulated situations.1. here they practice and rehearse the effective behaviors demonstrated by the models. Trainees meet periodically in four-or five-person project teams to discuss their findings.3 Evaluating the training Effort . 3.2. Role Playing: Next.Here the trainee works directly with a senior manager or with the person he or she is to replace. trainees are encouraged to apply their new skills when they are back on their jobs. • Action Learning A technique by which management trainees are allowed to work full time analyzing and solving problems in other departments. • Role Playing A training technique in which trainees act out parts in a realistic management situation. and Social Reinforcement: The trainer provides reinforcement in the form of praise and constructive feedback on trainee’s performance. • Behavior Modeling It Involves:- Modeling: First. Transfer of training: Finally.1. • The case Study method A development method in which the manager is presented with a written description of an organizational problem to diagnose and solve in a discussion with other trainees.
To evaluate the result.1. • Appraisal provides information upon which managers make promotion and salary decisions. • Results: What final results were achieved in terms of the training objectives previously set? Did the number of customer complaints about employees drop? Did the reject rate improve? etc. on quantity of sales) are obtained both before and after the group is exposed to training and before and after a corresponding work period in the control group. skills and facts they were supposed to learn.3 Performance Appraisal Performance Appraisal means evaluating an employee’s current or past performance relative to the person’s performance standards. Data (for instance. 3.1. This makes it possible to determine the extent to which any change in performance in the training group resulted from the training rather than from some organization-wide change like a raise in pay that would have affected employees in both groups equally. the Management may consider control experimentation. Did they like the program? Did they think it worthwhile? • Learning: test the trainees to determine whether they learned the principles. A controlled experiment uses both a training group and a control group that receives no training.After trainees complete their training the firm evaluates the program to see how well its goals have been met and whether it is the best method for reaching the goals. • Behavior: Ask whether the trainee’s on-the-job behavior changed because of the training program. preferably with before-and-after tests and a control group. If the program doesn’t produce result then it probably hasn’t achieved its goals. One can measure the following four basic categories of training outcomes:• Reaction: Evaluate trainee’s reactions to the program. It is a formal method for testing the effectiveness of a training program. .
3.1 Steps in the Appraisal Process i. sex. 188.8.131.52. age. Appraising Performance: Measuring the subordinate’s actual performance and comparing it with the standards. such as rating them all average. Proving feedback: Manager and subordinate discuss about the performance and progress. race etc can affect ratings.2 Appraisal problems • Unclear Standards: Generally the traits that are included in the appraisal are unclear and the evaluation varies form person to person. it is better to impose a distribution. It also helps initiating corrective measures should there be any deficiency. To solve this problem it is better to develop and include descriptive phrases that define each trait • Halo Effect: In performance appraisal. Ranking employees rather than rating can reduce this problem Leniency or strictness: The problem that occurs when a supervisor has a tendency to rate all subordinates either high or low.1. • • Central tendency: A tendency to rate all employees the same way. iii. Appraisals help managers better manage and improve firm’s performance. the problem that occurs when a supervisor’s rating of a subordinate on one trait biases the rating of that person on other traits. • • It provides an opportunity to review the person’s career plans in light of his or her strengths and weaknesses.1. 3. 3.1. However. and make plans for any development required. Ranking also may help reduce this problem. Defining the Job: It means that the manager and the subordinate agree on his/her duties and job standards. Being aware of this problem is a major step toward avoiding it. • Bias: Appraisee’s personal characteristics like.1. about 10% people should be rated “excellent”. for example.3 Who should do Appraising? .3.• They provide an opportunity for managers and subordinate to review his or her work related behavior. 20% “good” and so forth. ii. if the rating scale must be used.
They provide orientation guide to all new employees and in the first day of joining employee has to fill a joining form. • Peer Appraisals: The appraisal of an employee by his or her peers is becoming more popular. general safety requirements. They also take around the new employee to oversee the physical facilities of the company as well to all departments to orient them with the old employee. and take corrective action with individual managers as required. The process helps top managers diagnose management styles. in fact. identify potential “people” problems. . These committees usually contain the employee’s immediate supervisor and three or four other supervisors. The basic problem is that employees usually rate themselves higher than they are rated by their supervisor or peers. in the best position to observe and evaluate the subordinate’s performance. subordinates. • Self-ratings: Evaluation by employee himself. He/she is. organization. and training. Subordinate’s ratings are especially valuable when used for developmental rather than evaluative purposes. 3. and general company orientation such as history. and internal or external customers. compensation and benefits.1 New Employee Orientation The HR department of KDS administers comprehensive orientation programs. peers. Orientation guide and joining format are attached in annexure.2 Practices in the KDS Garments 3. • 360-Degree Feedback: Ratings are collected “all around” an employee. from supervisors. • Appraisal by Subordinates: More firms today let subordinates anonymously rate their supervisor’s performance. • Rating Committee: Many employers use rating committees. The programs provide information regarding work rules and procedures. a process some call upward feedback.2.• The Immediate Supervisor: Supervisor’s ratings are the heart of most appraisals.
It is also the objective of this policy directive to ensure that orientation is provided in a consistent and timely fashion across all the new employees and Head of HR are aware of their orientation responsibilities. health and employee services Explain how the company is structured Provide a brief history and the mission and vision of the company Provide information on workplace programs Explain the duties of the employee’s position and the requirements of the job Describe the probationary period .2. Span This guideline / policy is applicable for all new joiners in the company. Responsibilities The Head of HR along with MD is responsible for developing and implementing the Orientation Policy . location and work telephone number of the HR personnel Provide information on maintaining a workplace free from harassment or discrimination Provide information pertaining to pay.3. Procedure The following provides an outline of orientation activities for employees who have been newly appointed to KDS Garments: • • • • • • • • • • • Provide information on terms and conditions of employment Provide information on standards of conduct and ethical behavior Explain the significance of the Contract of Employment Provide the name.1 Induction Purpose To ensure the smooth induction of a new employee into the organization and to assist him/ her with the preliminary joining formalities. medical. leave entitlements.Head of HR has the full responsibility of implementing the said policy. The objective of this policy directive is to ensure that employees while joining new in the organization are provided with an appropriate orientation.1.
. the employee will be given a “Joining Docket” which will contain the following: Welcome Letter from MD. Employee Handbook. and Personal Information Form. The new candidate is given a CD which contains details of KDS Garments and it’s Group Companies by means of a power point presentation.1. recreational and other facilities or activities available to employees. On the day of joining of any new employee.• • Identify the contribution or results expected of the employee Provide information on work procedures relating to the operation and administration of the workplace including hours of work and attendance reporting requirements • • • • • • • Explain safety and health procedures and emergency preparedness Introduce the new employee to colleagues at the workplace and give a brief explanation of their roles Ensure that the employee’s work station is ready prior to the employee’s first day on the job including telephone and computer connections. KDS Garments Brochure. (wherever applicable) Ensure that the employee receives a box of visiting cards (if eligible) on his first day on job Explain employee development and career development opportunities Provide details pertaining to social. 3. Appointment Letter. Joining Forms. Vision Handbook. This file will contain all the documents related to the employee.2.2 Joining docket On the day of the joining. Confidentiality Agreement. Joining Report. the HR Department will open a Personnel File for the employee.
or attitudes that the trainees need to gain from the training initiative. Training programs in all organization require this three-phased analysis.3. skills.1 Technical Skills /Conceptual Skills and Behavioral Skills:Technical skills or the Conceptual skills include job knowledge.2. Person Analysis.2 Training Process Phase A: How to Plan Training Phase B: Methods of Training & Implementation Phase C: Evaluation of Training Every organization should know how it should perform in order to be successful. A training objective is the specific knowledge. methods and technologies. Operation Analysis.2. In any organization needs identification is the first step in the training systems model and can be conducted at three levels.2. These skills are a must for each and every employee for successful completion of his/her job. Organizational Analysis. and the capacity to build relationships with clients as well as people within the organization. the interpersonal abilities. 3. Only then an organization can impart relevant training to its employees to fulfill its needs and realize the goals. as well as their personal development. 3. Behavioral skills encompasses the area like ability to communicate.2. analyzing them and successive reporting of that to the training . which will enhance their specific job skills and their overall professional strengths.2. Organizational Analysis This involves identifying and gathering information regarding the operational activities within the organization. Span The training policy applies to all employees of KDS Garments.2 Training and Development Purpose To provide opportunities for and encourage all employees to participate in activities.
Data collection methods for Individual Analysis • Advisory committee Advisory Committees are comprised of the various levels of management across different functional areas to determine the usefulness of a particular training programme pertaining to a problem and establish training priorities. • Satisfaction surveys These surveys are used to determine the satisfaction level within the organization and help in identifying the training need areas. Individual Analysis Individual analysis refers to identifying the characteristics and capabilities of the employees. knowledge. • Group Discussions This method involves meeting with employees of a specific work area with an objective of getting their emotional commitment towards training. Operations Analysis This analysis helps to identify and record the specific behavior required to accomplish various tasks. The main purpose of doing this is to disclose major problem areas within the organization that may indicate a need for training. and (2) what skills. synthesizing and analyzing data and finally reporting the findings to the decision makers and the training designers. . This is done with the view to bridging the gap between the desired and actual performance. collecting. This form of data collection enables the training personnel in creating programs focusing on the right way to perform a job. abilities and attitudes need to be strengthened. The purpose of such analysis is two fold (1) Who currently needs training.decision maker. • Assessment Centers This is primarily used for selection process and requires the participants to go through a series of tests both technical and behavioral to determine their knowledge base and for the purpose of ascertaining their strengths and weaknesses.
• Questionnaires The training needs in the organization are identified through the responses from the questionnaires.2. so considerable amount of effort is required to ascertain the type and methods of training programs required depending upon specific requirements.3 Different methods of training & implementation Based on the analysis and identification of any performance gap amongst the employees and also on the basis of identified developmental needs the organization designs Training programs. • On the Job Training . Organizations maintain detailed records of employee performance on a regular basis and thereby streamline the training programs depending upon the current trends and requirements in the organization. The validity of exit interviews depends on skills of the interviewers and honest feedback from the employees. Different types of training programs yield different results. These tests are job related and measure those skills and abilities required for successful job performance. The questions range from the skill set requirements to their usefulness and the employee’s perception of training. 3. A job related performance appraisal system would highlight the strengths and weaknesses in the employee performance and eventually lead to the design of a training program based on the identified needs. • Exit Interviews A high turnover rate may help in identification ofl organizational problems and the need for training.2. • Skills Test In skill oriented jobs test of skills are required to identify training needs. • Performance Appraisal Observation of behaviors Trainers or supervisors may directly observe employees behavior to identify training This is the most important method of individual analysis. • needs.
• Lateral promotion Employees in middle to senior level management experience job rotation in the form of lateral promotion. and mentoring and Committee assignments. • Apprentice Training This is a combination of classroom and on the job training. This involves Job Rotation. This also serves as a motivational tool for each one to perform better towards achieving the organizational goal. • Coaching In an organization the supervisors may assume the role of a coach to the employee by providing information on the organizational roles. This helps the employees broaden their job knowledge in diverse fields. Apprentice Training. Enlarged and enriched job responsibilities. for junior level it may cover a short period of few weeks while for the seniors it can be some definite assignment for a few months or more. • Job Rotation It refers to the placing of an employee in different types of jobs for a certain period of time. With an increase in the work area an employees’ skills and knowledge can be tested. Many organizations have . Lateral promotion. Duration of time will depend upon the level of the employee. • Mentoring It refers to an exceptional manager providing guidance to the juniors in their professional development. Mentorship can be both formal and informal. Coaching. • Enlarged and Enriched Job Responsibilities An employee learns more about the job and cultivates his / her sovereignty through added job responsibilities. which means a shift of responsibilities lasting one or more years. the means towards achieving them and through constant feedback on the gap if exists in achieving such goals.These types of programs involve job related instructions from the seniors. This is applicable to employees of all levels. This is done with a view to expose the senior employee towards general management and competency development. or an experienced coworker.
• Video Tapes / VCDs The use of videotapes is high due to the convenience it introduces to using and sharing ideas and issues. • Project Teams / Committee assignments Committees are formed to solve certain problems. through greater involvement in the issues of the management and improving the relationships among the work group. especially those involving technical and behavioral skills. It’s shortcomings lie in the fact that it is a one-way means of communication. • Conference/ Discussion Organizational goals and problems towards achieving such goals are discussed in Conference / discussions by permitting a dialogue between the trainer and the trainees. Though nowadays interactive sessions are introduced to facilitate open discussions between the speakers and the trainees. A variety of training methods are used for imparting such type of training. plan for the future and discuss on the issues critical to the organization.formal mentoring programs. conducted and organized by a professional organization or a training firm. An employee serving in a committee enhances his / her participating and decision making abilities and widens up the organizational vision. In case of informal mentorship it is based on the understanding between a senior and a junior. . • Away from the job training This refers to training programs conducted away from the employees’ immediate work area. This can again be of two types: o o In-house programs conducted within the organization’s own training facility either by the internal training facilitator or by external consultants Off. which helps in heightening the motivational level through immediate feedback.site programs held outside. • Lecture This is an important and popular means of delivering training to a large group of people on a specific topic in a timely manner.
generally used to teach problem solving skills to the first level managers. etc. The ultimate objective of such games is to make the participants learn about the group dynamics. and discussing common problems. with certain data that is provided to them in the beginning. • Case Study A case study is a written description of a real life problem linked with the function of the organization. In this process the topic is first introduced by the trainer and a model of . The primary objective of this is to analyze interpersonal skills and human relationship management. These are very cost effective and more number of people can learn in a shorter period of time and with a steady pace. • Role-playing Participants play the role of the people involved in a particular organizational problem. etc.• Technology based systems The interactive video disc/ CD and other computer-based learning tools are becoming more and more popular with improved technology and declining price. thereby enhancing their problem solving and analyzing skills. conventions. This also has the benefit of a globalized standard across locations. This is a widely-accepted method as the trainees can analyze the problem and can present their own recommendations. communication patterns. They also become exposed to the group decision-making effort and the group dynamics. Attempts must be made to make the situation realistic. solving problems in a group. • Behavior Modeling A classroom oriented technique. • Membership in professional Organization/ Association Membership in professional associations develops employees in various ways through the participation in monthly meetings. by means of exchange of ideas. strategies. and dealing with confrontation in implementing ideas. • Management Games These are designed to replicate conditions actually existing in an organization and usually involve competitive terms among the participating teams in planning and control on matters related to sales. finance.
More and more precision on the topics and the time taken will result in a successful Training program. This is a very important task as it has the involvement of both time and money and the employees who get the training are expected to perform in a desired fashion. At this level a Feed Back questionnaire is filled up by each and every participant stating his/ her individual views regarding the content of the training program. The trainees then discuss the model and practice on it using role-playing and finally receive feedback from the trainers.2. 3. the relevance of the subject with the operations of the organization and the skill of the trainer. Training evaluation can be done at the following four levels as suggested by Kirkpatrick: 3.2. • Subscription to Professional Periodicals / Journals The Library should contain Professional Periodicals/ Journals which may be used by employees for updating their knowledge in respective areas/ general management.5 Evaluation of Training The Training program is required to be evaluated to determine whether the purpose with which it was imparted was accomplished.2.6 Participants Reaction In the training process each employee conceives opinions and attitudes towards the overall effectiveness of the program. 3.2. A detailed co-ordination is required with the trainers for a full proof plan. It is constructed to design the Training plan for a particular subject during a certain time frame. On the basis of the overall review the program’s quality is judged. as a mode of training and bringing in better Communication Skills and Articulation.2.effective leadership behavior is illustrated.4 Training Implementation A Training implementation brings trainees and the trainer together. • Open House Presentation The employee of second/ third levels should be encouraged to make presentations related to their areas to Staff across the functions. . This gives a very subjective response.2.
KDS Garments has a nice training facilities and well defined policies to conduct training for new and old employee. This level ascertains the impact of training on the overall productivity. In case of training in different behavioral skills it is difficult to ascertain the effectiveness through a test. better achievement of the organizational goals in terms of values and mission.3 Performance Appraisal . If it is possible to conduct a test on the subject matter of the training then such an evaluation is possible otherwise this process is not valid.2. • Effectiveness in organizational goals Training is subject to result in a better and more effective organization. with the expectation that his / her knowledge base will be higher after the program.• Learning Curve of the Participants This level is assessed by testing an employee simultaneously before and after the program. These are the training lacking of KDS Garments. 3. As it is a labor intensive industry so they give importance on onthe-job training. decrease in manpower turnover and many others. But still they could not prepare proper training module for every training. The turnover of this industry is very high due to the low wage scale. it is difficult to judge the contribution of training. Their training need identification format and evaluation form are attached in the annexure. To evaluate the training they also have a training evaluation form. But unlike the other two processes this level requires greater time commitment. But resource persons of KDS Garments informed due to the production load and buyer requirement they are not able to follow through all the training they conduct properly. as until and unless the learning is put to effort. They also informed they have a training manager who is now working on these training short comings to compete their human resources globally. Due to this factor they could not identify training needs of an individual in a prescribed form which they formulated. development of a better work place. They almost conduct all types of training for developing employee skills and knowledge. In practical terms it is very difficult to associate the organizational goals to the acquired learning of an individual. • Change in the participant’s behavior Participants are expected to learn a skill or knowledge that results in a positive change in his job performance.
The assessment will have a provision for a mid term and yearly review. Procedure KDS Garment’s Performance Review System integrates the organizational vision to its strategy. • Performance planning will be done by the officer to set targets against his Key Result Areas (KRAs) at the beginning of the assignment along with his department head. Responsibilities The Departmental Heads are responsible for implementation of the performance policy in their departments. goals and their achievement. Span All KDS Garments employees at supervisor and above levels. • • • The officer will be judged on the basis of achievement of his targets. values. • Action plans for achieving the target by the set date must be developed and included in the performance plan. The performance of the officer will be rated and this information will be used for promotional and developmental decisions . that move the review system from evaluation-oriented to developmental. which facilitates linkages to sub processes like culture. • The performance plan must have direct linkage with the Corporate Plan of the department (Balanced Scorecard) and each target must have a date by which it must be achieved. the way we work and the core HR processes.Purpose To enable our officers to set ambitious targets and to appraise them on achievement of these targets in a fair and objective manner. It is an all-pervading system. For this purpose we follow a process based on objective performance planning and target setting.
But the official of KDS Garments informed everybody is not properly trained with evaluation process. Once it is finished they are hopeful that their performance measurement process will be more refined. Junior levels are up to shift in charge and senior level starts from assistant manager and up. training and pay raise. KDS Garments follow two performance appraisal formats for his two levels of employee which is attached with this report. . With the performance measurement system they evaluate employee for their promotion. They do not have any performance measurement standard for worker level. For junior level they measure performance out of five scales and for seniors they measure out of four scales.• The Departmental Heads will prepare their performance plan according to their Departmental Scorecards in consultation with the MD. They are in a process of formulating job description for all employees. KDS officials said as turnover of worker level is very high so they do not measure their performance. Thereby the objective set by the supervisor still not task oriented. In performance appraisal procedure they have two levels of judgment one is appraisal and another is reviewer. They also informed in future they will implement performance measurement system for all level of employee.
Chapter 4 Compensation and Benefits .
4.1. So they play a major role in designing the pay plan of an organization. salaries. biweekly or monthly wages and salaries Performance based pay: Ties compensation directly to the amount of product the worker generates. and bonuses. being leader or follower regarding pay Seniority based or performance based payment] Pay cycle. commissions. hourly.1. There are two ways to pay directly: • Time based pay: Daily. Union Influences on Compensation Decisions: Trade Unions periodically negotiate terms and conditions of employment and compensation package of the workers with the management. Salary increases Overtime payment Salary Compression Dislocation Expatriate’s compensation etc. • Company policy regarding the issues like. incentives. 4. also affects the pay plan of an organization.1 Theoretical Framework 4.2 Establishing pay rates . monthly etc. Indirect payments-financial benefits like employer-paid insurance and vacations Factors influencing the design of compensation plan • Legal considerations in Compensation: various laws specifying things like minimum wages. It has two main components: • Direct financial payments-Wages. • Equity consideration: The management must ensure that the pay rates are equitable both internally and externally. weekly. weekly. overtime • rates. holidays and benefits significantly influence the compensation plan of an organization.1 Employee Compensation Employee compensation refers to all forms of pay or rewards going to employees and arising from their employment. biweekly.
The Salary Survey: A survey aimed at determining prevailing wage rates. Step-5 -Fine-Tune Pay Rates: A series of steps or levels within as pay grade usually based upon years of service. 4.1.Group Similar Jobs into Pay Grades: A pay grade is comprised of jobs of approximately equal difficulty.Job Evaluation: A systematic comparison done in order to determine the worth of one job relative to another. Step-2 .Step-1 . Step-4 -Price each Pay Grade-Wage Curves: This curve shows the relationship between the value of the job and the average wage paid for this job. Formal written questionnaire surveys are the most comprehensive. There are several steps in this method: • • • • • Obtain job information for each job Rank jobs by department or in clusters Select just one compensable factor Rank jobs Combine ratings 2. Job Classification: Categorize jobs into groups 3. 4. but telephone surveys and newspaper ads are also sources of information. Point Method: A number of compensable factors are identified and then the degree to which each of these factors is present on the job is determined.2 Incentive Plans . A good salary survey provides specific wage rates for specific jobs. Step-3 . Factor comparison: Ranking jobs according to a variety of skill and difficulty factors. usually based on overall difficulty. and then adding up these rankings to arrive at an overall numerical rating for each given job. Job Evaluation methods: 1. Ranking: Involves ranking each job relative to all other jobs.
But due to recent competition and turbulence in the business. payment should not be less than the minimum wage fixed by the government. • Straight piecework: An incentive plan in which a person is paid for each item he or she makes or sells with a strict proportionality between rewards and results.1. • Differential Piece rate (Also called Taylor Plan): It uses two separate piecework rates: one for those who produce below or up to a standard and another for those who produce above standard. this system of incentive is making a comeback. There are different approaches: . It is used to save on time or perform more in a given time period. There are many variations of piecework plan.1. This system was designed to reward the highly efficient worker and penalize the less efficient. • The Standard Hour Plan: A plan by which a worker is paid a basic hourly rate but is paid an extra percentage of his or her base rates for production exceeding the standard per hour or per day.1.1 Piecework Plans A system of pay based on the number of items processed by each individual worker in a unit of time. However.2 Team or Group variable pay Incentive Plans Team or group incentive plans pay incentives to the team based on the team’s performance.1 Incentives for Operations Employees 4. 4. • Group Incentive Plans • Profit sharing plans • Variable Pay plans.2.1. 4.Because of overriding influence of Human relations movement.2.2. • Individual Incentive plans. the financial incentive declined in popularity.1. Incentive plans can be classified in several ways. such as items per hour or items per day.
since income taxes are deferred. based on the piece rate for the group’s job. certain percentage of dividends. fund size.1.1. There are three basic issues to consider: Eligibility.1.3.• Set work standard for each team member and then calculate each member’s output. so the executive’s and the shareholders’ interest could diverge. 4. • Deferred Profit-sharing plans: The firm places a predetermined portion of profits in each employee’s account under a trustee’s supervision. and individual awards. 4.2. • Set an engineered production standard based on the output of the group as a whole: all members then receive the same pay.1. often until the employee retires and the money is taxed at a lower rate.2 Incentives for managers and executives 4.2. Members are then paid based on one of three formulas: o o o All members receive the pay earned by the highest producer All members receive the pay earned by the lowest producer All members receive pay equal to the average pay earned by the group. • • Cash plans: the firm simply distributes a percentage of profits (usually 15% to 20%) as profit shares to employees at regular interval.2.2 Long-Term Incentives • • Stock Option: A stock option is the right to purchase a specific number of shares of company stock at a specific price during a specific period of time. Performance plans: Stock options often don’t build in any real risk for the executive.3 Organization-wide Variable Pay Plans 4.1.1 Profit Sharing Plans A plan whereby employees share in the company’s profits. The Lincoln Incentive Plans: profit is distributed as a percentage of net income (after tax. There is a tax advantage here. 4.2. There are several types of profit sharing plans.184.108.40.206. and reserve) to the employees based on their merit rating.1 Short-Term Incentives: Annual Bonus Most firms have annual bonus plans aimed at motivating the short-term performance of managers and executives.2. .
2. Make the disbursement significant enough to get participants’ attention and to motivate their behavior. 4. Cash or stock. Decide how often to pay bonuses. Gain sharing plan is an incentive plan that engages employees in a common effort to achieve productivity objectives and share the gains among the employees and the company.3. 6. 1. Develop the involvement system. What portion of the gains will employees receive? 4. 5. Establish general plan objectives.2 Employee Stock Ownership Plan (ESOP) ESOP is a company-wide plan in which a corporation contributes shares of its own stock – or cash to be used to purchase such stock – to a trust established to purchase shares of the firm’s stock for employees.3. 8. Choose the form of payment. 3. Decide on a method for dividing and distributing the employees’ share of the gains. 4.3 Benefits Indirect financial and non-financial payments employees receive for continuing their employment with the company. 2.1. Choose specific performance measures. For example.3 Gain sharing Plans Scanlon Plan is rather an old version of Gain sharing plan. Usually financial performance measures annually and productivity measures quarterly or monthly. return on net assets etc. labor hour per unit produced.2.2.1. 7. Decide on a sharing formula. • • • • • • • • There are several types of benefits: Supplemental Pay Benefits Insurance Benefits Vacations and Holidays Sick Leave Parental Leave and Family Leave Medical Leave Retirement Benefits . Theses might include boosting productivity or lowering costs.4. Steps in implementing a Gain sharing plan.2.1.
which attract qualified candidates. The Head of HR along with the MD are responsible for framing the policy.1.2. . and a midpoint.1 Salary structure The Company's salary structure is designed to attract and to retain highly qualified employees. The salary ranges have spreads designed to recognize differences in qualifications. Procedure • Elements of the Salary Structure The salary structure consists of the salary ranges for every job classified in each salary code. The salaries in each salary range recognize higher levels of duties and responsibilities as the job salary codes go higher. This should be limited to exceptional cases. Jobs with similar content are classified in the same salary code and have the same salary range.4. 4.2 Practice of the KDS Garments 4. The Head of HR along with the MD are responsible for framing the policy.1 Compensation 4. Each salary range has a minimal. • Periodic Review of Salary Structure The Company reviews the salary structure and salary ranges periodically to keep them competitive with comparable companies within Bangladesh. job performance and length of stay in a job salary code.2 Hiring Rate These policies provide guidelines for hiring rates. It is competitive with the salary structure of comparable companies within Bangladesh.2. • Classifications of Jobs Jobs are classified through job evaluation. a maximum. Primarily the objective of KDS is to recruit the right person for the right job.2.1. Procedure Guidelines for computing hiring rates are as follows: • Below minimum salary range: Is offered to candidates who do not meet the minimum requirements of the job.
• • •
Minimum of the range: Is offered to candidates who meet the minimum requirements of the job. Above minimum of the range: Is offered to candidates who exceed the minimum requirements of the job. Above mid-point of the range: Is offered to outstanding candidates whose qualifications substantially exceed the minimum requirements of the job.
The salary rates on these four attributes shall be finalized by the Head of HR based on the pre-determined manpower budget. Salary offers must have the prior approval of the Head of HR, the HOD and the MD.
220.127.116.11 Review and Salary Increase
These policies provide guidelines for planning salary increases.
Performance Categorization Management reviews the performance of each employee assigned to a whole job at least once a year to determine his/her performance category. The review considers job performance, and potential for promotion. This review is used in planning the merit increases for the following year.
18.104.22.168 Merit Increases
These policies provide guidelines for planning merit increases. Guidelines for administering merit increases are developed annually for all employees. Eligibility criteria for a Merit Increase • • • • The employee holds a permanent job; The employee's performance category conforms to the Merit Increase guidelines; The amount of the merit increase plus the base salary will not exceed the maximum of the salary range. The merit increase is limited by the range maxima; The employee is not scheduled for voluntary or involuntary termination or retirement within three months of the effective date of the merit increase, with the exception that an employee leaving the Company due to a Company-initiated age 58 separation is eligible for an earned merit increase in accordance with normal guidelines, provided the separation is not scheduled within one month of the merit increase effective date.
Factors influencing merit increase • • Performance, as indicated by an employee's relative ranking versus peers with the same performance category rating. Pay for the job, as indicated by the position of the employee's salary in the range and pay versus peers with more or less experience and higher or lower qualifications. • • Plans for promotions, which reduce the need to adjust merits as an employee's salary approaches the maximum of his current range. Economic and business conditions, the business scenario of the economy as well as the business performance of KDS Garments
22.214.171.124 Salary Payment Dates
These policies provide guidelines for payment of salary. Salary is paid on the 7th of every month. In a situation when 7th is a holiday the payment date would be 10th.
KDS Garments provides different attractive amount of benefit to their employee. The authority of KDS Garments gives priority to employee preference and setup strategy to retain highly qualified employees
126.96.36.199 Medical Benefit Schemes
The objective of the Scheme is to provide financial assistance to meet the medical expenses of the employees / dependants. All confirmed employees of the Company covered under this Manual are eligible for Medical benefits. The Head of HR after consulting with the MD is responsible for developing and implementing the Medical Benefit Schemes as per the Income Tax norms. Benefits in certain cases For new entrants who join in between the year, this Scheme will be applicable from the date of confirmation. The Medical Benefits, in their case will be worked out proportionately. It is done on the basis of annual basis quota allotment. The employee leaving the company during the year due to any reasons will be entitled to proportionate medical benefit up to the last day of service. The employee, if any, will refund the overutilized amount.
Medical Benefits Medical benefits under this Scheme will include: • The expenditure incurred by an employee / charges paid on conducting tests, or on the purchase of medicines or aids (viz. Hearing, Visual Dental etc.), doctor’s fees, etc. and expenditure incurred in the hospital/ nursing homes as an out-patient or in-patient (excluding food and beverages expenses) . • Medical expenses will be borne by the company to the extent the incumbent is eligible as per the salary structure. General • For receiving the medical reimbursements, the claim should be submitted on the prescribed form duly supported by cash memos / receipts / bills etc. Employees can claim Medical Reimbursement as per bills submitted. This supersedes all circulars / schemes / rules on the subject. • On the day of occurrence of any accidents within the factory premises the entire cost of treatment is borne by the company. (This clause is solely under the discretion of the management.) • Billing period will be considered as the calendar year for all payments.
188.8.131.52 Retiral Benefits
The objective of Retiral benefits is to provide social security or a safety net to an employee when the person is superannuated. The Head of HR after consulting with the MD is responsible for developing and implementing the Retiral Benefit Schemes as per the Income Tax norms. Eligibility conditions for gratuity • • A minimum of 5 years service in the company from the date of joining. It is entirely funded by the company.
Benefit On retirement or separation, an eligible employee gets gratuity • • For 5 years of continuous service - 5 times of last drawn gross salary For 7 years of continuous service - 7 times of last drawn gross salary plus one fourth of last drawn= 7 x (1 + ¼)
Employee must have completed at least one year of service. willful omission or negligence of the member causing any damage or loss to or destruction of the property belonging to the company. Though the employee can apply for a loan a maximum twice in a financial year. All employees need prior recommendation for their loan from their Department Head on the Loan Application Form and must forward it to the HR Department for processing. gratuity payable under the scheme shall be forfeited to the extent of the damage or loss so caused. 4. • In case of termination of service for any act.3 Staff Emergency Loans Scheme To help the employee meet financial constraints in the following circumstances: • • • Marriage of self / Son / Daughter / Sister. Procedure • • An employee can take another loan only when the full and final EMI of his previous loan is paid by him/her. Span All confirmed employees are covered under this policy. Any other unforeseen eventuality. Disbursement of the loan will be the sole discretion of the management and shall depend on financial health of the Company and the availability of the corpus earmarked for this purpose. The HR Department should send the same to the MD for approval in case it is not within the power of HR. No previous loan should be outstanding against the employee on the date of application for the second loan.• For 10 years of continuous service . After approval the HR Department will make .2.2. Death/Prolonged illness of dependants. the genuineness of which has to be established to the satisfaction of the Management.10 times of last drawn gross salary plus one half of last drawn= 10 x (1 + 1/2) Forfeiture of Gratuity • Gratuity is also wholly forfeited in case of termination of services by the company for riotous or disorderly conduct or any act of violence on the part of the employee.
to the HR department for considering by the Head of HR. the guarantors will pay back the loan amount in installments. • If there is any requirement for a loan that does not fall within the above criteria. In the event of an employee leaving the organization without fully/ partly repaying the loan amount. While validating the loans the HOD must evaluate the genuineness of the case while complying with the above mentioned conditions and should be very discreet in sanctioning the loans. General Guidelines • • • Loan is to be applied for in the prescribed form only. • HR will have the authority to disapprove any such forwarded loan application. Recovery of Loan • • The loan will be adjusted in monthly installments of Tk 500 (Or at 5% of the loan amount. the loan amount would largely depend upon financial position of the company and shall not exceed 2 month’s gross salary. • The management reserves the right to amend/ discontinue the scheme or decline the application without assigning any reasons.4 Company Cars Allotted to Employees . as per the management’s decision. with recommendations and specific requirements for making exception. whichever is higher The deduction of EMI will be from the month next to the month in which the loan is given. The application has to be accompanied with a proof of financial liability. Loan Amount Entitlement shall not be automatic but shall be at the sole discretion of the management. the same may be forwarded by the HOD.entries in loan accounts and forward the same to the Accounts Department. The approval will take a minimum of 7 working days. Loan Sanction • Heads of Departments shall initially validate the loan application of their departmental employees. 4. Applicant employee will provide the guarantee of two confirmed employees for the repayment of loan.2.2.
All employees need to take an approval for advance from their Department Head and forward it to the Human Resources Department for necessary action. maintenance & other periodic expenditure • • • Accessories. 4. will be replaced as and when required. Company Car allotment is made as per grade structure and on MD’s approval. insurance etc.2. The maximum amount that can be taken as advance is one month’s payable net salary. 4. repair. employees may need to be contacted at any point of time after office hours. maintenance. batteries. Monthly car expenses statements covering fuel consumption. Advance against salary as stated above can be availed only once in a calendar year.2. Fuel Reimbursement Fuel is paid at actual as per the limits assigned for each grade. etc. The HR department will arrange for the annual renewal of the tax token. upholsteries etc. For the benefit of the company and the employee. • • All confirmed employees.6 Company Telephones at Residence / Mobile Phones It is recognized that due to exigencies of work. this facility is provided to key personnel in the company.The objective is to provide a means of transport to all the senior employees of the company. of the company owned/ leased cars. This policy also includes the Mobile Phone allocation to employees. Repair. The advance has to be adjusted in full against the salary due for that month.5 Advance Against Salary To assist the employee in meeting unforeseen expenditure and other exigencies that may arise in daily life.2.2. Driver Reimbursement • • Driver is allotted as per grade structure. . should be submitted to the HR department and HR will have the right to allot money based on Grade and also on the basis of requirement. The drivers are engaged by the company itself.
subject to the limits as prescribed from time to time.2.2. 4.2. Business Assignments For Business Assignments outside Bangladesh for more than 60 days.8 Out Of Country Assignments Company business and operational requirements may direct temporary or permanent changes in employee work assignment locations.Procedure • Key employees are provided with Mobile phones.2.7 Marriage Gift Policy This benefit motivates all the employees and to make them feel part of the organization. • The company shall pay the rentals charges for the telephone. based on the following: . the employee may be reimbursed. the employees receive: • • Reimbursement for actual and reasonable expenses for lodging. In lieu of reimbursement of actual transportation expenses. which it determines appropriate for the assignment duration and location. food. for them. 5000 on the occasion of his / her marriage. All the employees are entitled to get Tk. When requested and authorized in advance to entertain Company guests. Periodic/ monthly phone rentals for residential telephones / Mobile phones will be paid directly by the Company. (Ernst & Young Note: To be finalized after discussion with the Head of HR). employees may elect to receive a non-accountable transportation allowance to cover round trip travel expenses. STD / ISD calls duly approved and made on behalf of the company for GM’s and above based on the limits under each Grades structure. payment will be made against bills and details filled in “Telephone Reimbursement Form”. transportation and incidentals. 4. The Company covers employees' reasonable additional expenses. • Where employees have their own / alternate telephone arrangements at residence. incurred beyond normal expenses and resulting from the work location change.
Application is made to MD and he has the authority to approve such a request. Expenses for Lodging. and benefits plan participation which the employee receives in Bangladesh. The employee remains on the KDS payroll. Children Accompaniment The Company does not pay for children to accompany an employee on Business assignment.• • An unaccountable allowance per guest (including employee) in accordance with those amounts specified in travel rules. Compensation & Benefits Bangladesh based employees on Business assignments overseas receive the same salary. except in conjunction with repatriation vacation. and Employee's Business assignments outside Bangladesh reach a cumulative of thirty days. excluding this trip and travel days within the past twelve (12) month period. Spouse Accompaniment The Company may approve spouse accompaniment on a Business assignment at Company expense. The spouse may accompany an employee on a Business assignment once in a twelve-month period (12 months must have passed after the end of the last spouse accompanied trip) when: • • Employee has completed three (3) Business assignments within the past twelve (12) months. Actual and reasonable expenses as supported by original receipts and other supporting documentation. Documented emergency medical treatment is reimbursed. • Spouse's Expenses . Family Accompaniment Accompaniment of family members is as per the following guidelines. Meals and Miscellaneous • Employee's Expenses The Company reimburses employees for necessary and reasonable expenses incurred.
traveling conditions. influence the travel days required. including authorized stopover expenses for the spouse who travels separately. the Company may reimburse the basic annual membership fee (excluding spouse’s fees or any other charges above basic membership fee) for their personal credit card. The Department Head must concur and attach the fee stub to the first expense report covering Company business travel after payment of the annual fee. Company Subsidized Credit Cards For employees who regularly take business trips.If the spouse is authorized to accompany the employee. • Traveler's Check fees are reimbursed to employees through expense report procedures. the amount granted as a cash advance should normally be limited to Travelers' Check fees for Business assignments. An Employee is eligible for reimbursement if: • Employee has made three or more business trips outside the area of permanent assignment within a twelve-month period. or employee is normally assigned thirty days or more in a twelve-month period outside the country of permanent assignment. etc. No living expenses or baby-sitting costs are covered. • Children's Expenses In those extraordinary circumstances where the Company authorizes children to accompany the employee. . need for rest. but the employee is subsequently assigned to another location.. No other maintenance charges will be covered. • When the employee has a subsidized credit card. the Company reimburses expenses within established procedures. When the spouse accompanies the employee. The urgency to conduct business. meals and miscellaneous expenses. the Company reimburses the spouse's actual expenses for lodging. only transportation and visa fee reimbursement are provided. They must be separately identified on the expense report. Travel Days The number of travel days approved by the employee’s organization may be influenced by the destination and work requirements of an assignment. The maximum number of travel days in each direction is either one (1) or two (2) days.
KDS Garments has given priority to their valuable employee’s interest. HRD of KDS Garments always concentrates on this issue. . The authority believes that if company sacrifices some benefit for their employee then employee will give hundred percent efforts for the company.
Chapter 5 Conclusion .
So it’s a pleasant to make report on the topic which is getting popular & being practiced in organization gradually like KDS Garments. Training module to be prepared & updated for imparting smooth training Performance appraisal system need to be task oriented Every employee should undergo performance appraisal process.1 Recommendations Following recommendations can be adopted to overcome the shortcomings in terms of adequate HR practices in the organization: TNA based training system to be implemented which will give better scope of developing skills. Last but not least this report is a comprehensive picture through which we can get view of how HR practice is observed & followed. what it’s importance & also it can be a set example of HR practice to other companies who are still also lagging behind to this issue & intend to incorporate HR practice in their organization. HR practices in organization through effective initiation & efforts by the company despite of certain lacking of HR areas which becomes visible to the reporters.Health & Environment practices in the organization to be ensured & follow up regularly There should be a concrete Human Resource planning for the benefits of both employee & company 5. it can be mentioned that overall “HR Practices in KDS Garments in is commendable & appreciable which tries to keep pace with the labor law of The company always tries to maintain HR practices & stick to it each & every respect in spite of being certain limitations.5. This report will best tell how KDS Garments are operating their business through compliances & HR practice While making this report having as part of we observe maintaining legal core HR activities in the organization. Adequate employee development program to be formulated & implemented Safety . .2 Conclusion At the fag end Bangladesh.
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