Report on: Staffing and Recruitment Process of BATB

Presented by:
Jawad Bin Salauddin
ID: ZH-132-118(B)
Department of International Business
University of Dhaka

Supervisor:
Professor Dr. Khondoker Bazlul Haque
Supernumerary Professor
Department of International Business
University of Dhaka

Letter of Transmittal

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10 August, 2021

Department of International Business Faculty of

Business Studies University of Dhaka

Subject: Submission of a research report on ‘Staffing Process of Bat Co.’

Sir,

It is my humble honor to present a research report on the ‘Staffing Process of Bat Co’ which has been suggested to us as a requirement in our Principle

of Management course program.

I have collected the most relevant and current information available to prepare a reliable and complete research report. I truly hope that my efforts will

serve the purpose & oblige thereby.

Sincerely Yours

............................................

Jawad Bin Salauddin

ID: ZH-132-118
th
Section: B, BBA 14 batch,

Department of International

Business

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Table of Contents

Chapter-1 Introduction

1.1. Statement of the Research Problem

1.2. Rationale for the study

1.3. Scope and objective of the study

1.4. Methodology of the study

1.5. Limitation of the Study

Chapter-2 Literature Review

Chapter-3 Profile of the Company

Overview

Relation between BAT & BATB

Vision & missions of BATB

Corporate Profile 11

A brief discussion on basic functions of all departments 13

Chapter-4 Management function of BAT CO.

The Human Resource Department

Chapter-5 Various Aspects of the Research

Problem Identification 16

Selection & Recruitment 17

The Cost of Selection 18

The Outcomes of Selection Decisions 18

Chapter-6 Selection Process of BAT CO. 21

Completion of Application Form 22

Comprehensive Interview 23

Background Investigation 24

Physical Examination. 25

Final Employment Decision. 26

Comprehensive Selection Process. 27

Management Trainee. 27

Chapter-7: Conclusion & Recommendations 28

Alternative Solution. 29

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Abstract

This research is based on the Staffing Process of Bat Co , one of the most crucial areas in management. BAT CO. is selected as their Management process

is exceptional compared to most companies. Their Management process practices picture a somewhat ideal practice of Management process. The report

discusses the principles and definitions of the Staffing Process. It also includes the importance of Staffing Process, its theoretical background and the

application of these theories for those organizations. After the analysis of BAT CO. staffing process, a conclusion is given along with some

recommendations.

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 Chapter 1

INTRODUCTION

1.1 Statement of Research Problem

Competitive advantage is a means of gaining an upper hand over competitors. In today’s competitive business world, every company is trying to gain a

competitive advantage. Human resource is one of the most effective ways of gaining competitive advantage because it is often inimitable. Staffing is one

of the essential functions of HRM. Recruitment can be defined as the process through which employees are selected for a desired job. Staffing is the

overall process of an employee in terms of selecting and Promoting

1.2. Rationale for the study

In this course, we have studied several courses and gained valuable theoretical knowledge. The main rationale of this study is to implement this knowledge

practically. At this point, we have a clear understanding of the definitions of Staffing. However, we do not know how the actual Staffing function takes

place in the real world. In the future, many of us will work as HRM executives. We will need this practical knowledge to pursue our careers smoothly.

Every company has a blueprint for each of its HRM functions. They assess their existing workforce and identify their skill gaps. Afterwards, they evaluate

each employee and decide whether to keep them or release them. If the management keeps an employee with a skill gap, they will ensure proper training

for the employee. This is a glimpse of Staffing occurring practically. To sum up, the rationale for this study is to learn how to use our acquired knowledge

practically.

1.3. Scope and objective of the study

Different parameters are being bounded in the scope this study-

The scope of this study includes a few parameters. Since BAT Co. is picked, this means the study will cover the Staffing method of BAT Co only. No

other organizations will be involved. Moreover, BAT Co has operations in many countries and their methods might differ from country to country.

However, their human resource policies are uniform. Hence, their uniform human resource policy will be discussed.

The objectives are-

●
To find out which approach of Staffing is being used.
●
Whether there is any method that can make it more effective and
●
To suggest developing the Staffing method.

1.4. Methodology of the study

We have mostly used secondary data to prepare this report. Data from different books, journals, and websites have been used to make this report.

Before collecting the data, the credentials of the websites have been judged. All the sources have been cited and referenced at the end of the report.

1.5. Limitation of the Study

The limitations of this research project are-

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• Some of the company related data might not be fully accurate because some collected sources are relatively old.

• In the area of literature review, most of the available pertinent material were collected from sources which belonged to private organizations.

All of the data were collected from secondary and online sources. Hence, some data might not be accurate.

CHAPTER- 2

LITERATURE REVIEW

2.1 Howells, Jeffrey D. (2020) explained how staffing influences an organization. The proper staff is essential to the success of the company. The article

goes on to advise that staff development is critical as well. An important ideal mentioned in the article refers to employee performance and how the

distribution of praise should be administered. As one of the functions of HRM is to control benefits and compensation, the candidates chosen should be

carefully selected.

2.2 Pahos, Nikolaos, Galanaki, Eleanna (2019) review staffing tools effectiveness and the evolution. Staffing is defined as a tool that employers use to

decrease information asymmetry when hiring employees (Pahos & Galanaki, 2019). The authors discuss effects of age on employee performance and

staffing practice relations. One of the key takeaways is that organizations should invest in recruitment and how to appeal to the aging workforce.

Managing the aging workforce can pose its own challenges. Research for future directions is also discussed in the article.

2.3 Kaplan, D. M., Palmer, J., Thompson, K., Dustin, S., Arroyo, C., Pereira, S., & Marx, R. D. (2018) unfold how the recruitment process is

designed. Current and long-term labor needs, advertisement timelines, and other criteria selection need to be included in the decision-making process.

Such topics as in diversity, over qualifications, and group roles can pose as potential issues as well. An abundance of research has been conducted to

determine biases both conscious and unconscious

2.4 Holm, Anna B. (2010) discusses the impact of e-recruitment on the recruitment process, tasks, and activities thereof. Case studies for three Denmark

organizations were studied.

Overall, the implementation of e-recruitment had distinguishable results. E-recruitment is administered by candidates electronically submitting their date.

With the electronic format, efficiency and communication skill had to be increased. This method of recruitment can be tied to social networking and

resume mining services. Job descriptions should be pinpoint to ensure the proper applicants are chosen.

Suthar, McCormick (2014) said that job analysis is collection and processing of job related information and other related tasks and qualifications through

job analysis was a base for Human Resource Management

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 CHAPTER- 3

PROFILE OF THE COMPANY

Overview

Today British American Tobacco (BAT) sells the leading brands of cigarettes in over 30 markets, has more than 200 brands worldwide, employs more

than 55,000 people and produces some 2 billion cigarettes worldwide. Undoubtedly it is one of the pioneer cigarette manufacturers in the world. The

company was formed at the turn of the century with the objective of establishing a worldwide business. British American Tobacco cigarettes are available

in almost every country in the world. This makes British American Tobacco the most global Tobacco Company in the world.

British American Tobacco Bangladesh Company Limited is one of the largest private sector enterprises in Bangladesh, incorporated under the company’s

nd
Act 1913 on 2 February 1972. BAT has over the decades, consistently invested in Bangladesh market through Bangladesh Tobacco Company (BTC).

Thus BTC has always been on the business of manufacturing and marketing different brands that meet the standards found everywhere in the world.

With a dedicated and highly motivated workforce of nearly 180 managers and 1600 workers, BATB has involved itself in growing and processing of leaf

tobacco and manufacturing, marketing, and distribution of cigarettes and pipe tobacco throughout Bangladesh. The company’s employment policy tries to

ensure recruitment of right person for the right job. Qualifications and experience take precedence over any other consideration. Compensation packages

of the employees are comparable to those of other reputed companies in the country. In its effort to create an international market for Bangladeshi leaf

tobacco, the company has been exporting tobacco to the markets in developed countries like UK, Germany, Poland, Russia, and New Zealand.

Relation Between BAT Co & BATB

The parent company of BATB is called BAT Co or British American Tobacco. They are the major shareholders of BATB. The operations of BATB are

done according to BAT Co regulations and BAT Co looks after the management of BATB. BATB management is trained by BAT Co and on many

occasions BAT Co sends their own managers to work in BATB. BAT industries as well as BAT Co has widely known two major divisions:

i) Tobacco Division

ii) Financial Division.

The Tobacco division is actually known as BAT, which has an active business presence in 180 countries. BATB actually maintains a relationship with

BAT Co through AMESCA. This is actually a region of BAT Co to which BATB reports. AMESCA is made up of (A= Africa, ME= Middle East, S=

subcontinent, CA= Central Asia).

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BAT Bangladesh is a subsidiary of the British American Tobacco. Any new proposal for target generated from BAT Co passed to AMESCA. Then the

director of AMESCA supplies the information to MD of BAT Bangladesh who is also the national sales manager of BATB. Again after completing the

years of operations the MD of BAT Bangladesh supply the annual report to BAT Co. In the same way he receives the information from BAT Co. So the

parent company and the subsidiary follow the two-way communication system. BAT Bangladesh is not allowed to do any activities other than directed by

AMESCA.

The British American Tobacco Company has other smaller but important business activities such as home improvement hotel chains, fruit juices, snack

food to name just a few of a wide range of interest. BAT Bangladesh is a public limited company with 400 million capitals. BAY enjoys flourishing

business here in Bangladesh. BAT maintains a modern organizational structure headed by a managing director. Other positions of the organ gram are

directors, regional managers, secretary, assistant managers, area manager, territory officer, supervisor, and other staffs. It has seven departments with two

supporting departments.

Vision & Missions of BAT Bangladesh

“Vision”

“To extend our leadership through world class performance”. Vision is not a strategy or a plan, but exactly what the world suggests: A VISION. It is an

apparitional objective, an ambition, something we want our people to focus on and aim for in the long run. This may involve immediate changes in the

way we do things and our inspiration must be a vision to be “World Class”. It does not mean that we want to be the best only in the country or in the

region but we want to be comparable with the very best in the world.

“Mission”

“ To exceed consumer’s expectations and deliver continuous growth in value of share and profits”. A mission is more specific. It states the 3 to 4 years

direction and the priorities of the company in order to achieve the corporate vision. By consistently offering world class product and services, we will go a

long way in exceeding consumer’s expectation while our focus should be on growth of value share and profit. By growth in value share our main focus

would be on brands that provide higher revenues and have faster growth opportunities.

Corporate Profile

BAT Bangladesh is one of the largest manufacturers of International Tobacco. Its major International Brands are BENSON & HEDGES, STATE

EXPRESS 555, JHON PLAYER GOLD LEAF, which are complimented by local brands such as STAR, CAPSTAN and SCISSORS. Presently BAT

operates its business in tobacco market under seven major areas. They are Production, Marketing, Finance, Human Resources, Corporate & Regulatory

Affairs, Information Technology, and Leaf. These are all independent departments headed by respective directors and managers. The board of directors

governs the operation of BATB. And the managing director is the CEO of the company. Above them there is a chairman.

To achieve the standard of excellence this organization follows 6 basic strategies which are as follows:

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i) Developing a focused segmented and differentiated brand portfolio.

ii) Establishing an excellent trade marketing distribution capacity and markets.

iii) Minimizing supply chain cost within the constraints of markets objectives.

iv) Establishing leading positions in markets where BAT is already strong.

v) Supporting consumer freedom of choice to smoke.

st
vi) Ensuring its people is 1 class.

BAT deals with cigarettes, which is First Moving Consumer Goods (FMCG). To attain the position of a world class FMCG Company, BAT has

formulated a model for planning, implementation and control. The model includes basic three parts. They are as follows:

i) Planning: it is a top management task.

ii) Logistic: It is responsible for Distribution, Production Scheduling, Material Planning, and Inventory Management.

iii) Execution: Focuses on production quality cigarettes on time, supporting trade, market activities and makes sure suppliers are delivering

quality products in time.

A Brief Discussion on Basic Functions of All Departments

Managing
CORA
Director

Head of Trade Production HRM Finance Brand Leaf

Marketing & Director Department Department Marketing Department
Production Personnel Chief
Distribution Head Research
Head Planning Service Accountant
Of Project
Marketing
Supply Procurement
Manager Manager Manager Bond CROP
Personnel Brand Manager
Chain Manager Audit
Management Manager
Assistant GLT
Planning Marketing
Logistics
Manager Technical Service Accountant Brand Plant
Trade Manager & Management Manager
Development Development
Plant Service
Sales
Manager Employee
Manager Administration
Manager Manager
Promotion Relations
Regional
Officer Manager
Security
Manager
Manager
Area
CHAPTER- 4
Manager
Management Function of BAT Co
The Human Resource Department

The Head of Personnel heads the department. The Personnel Planning and Development Manager and Employee Relations Manager assist him. The

department believes in the modern concept of human resource management. Management specifications are carefully designed and modified under

dynamic environmental conditions. Moreover, the department believes in maintaining harmonious relationship between its management and workers at all

times through continuous dialogues and constant of its right personnel in order to ensure a contended work environment.

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In employing a person, the department, with concerned departments sets certain criteria for the selection procedures, interview techniques, training

standard etc. The department also formulates policies and maintains benefits, annual leave, training calendar, health, insurance, provident fund, etc.

according to BAT policy guidelines. It is responsible for handling the collective bargaining of long-term agreements between workers and management.

The Human Resource department provides the personnel function of Dhaka Factory. From recruitment to selection and also from employee’s welfare to

industrial relations, hence the department has to play a very important role.

Recruitment and Selection

Recruiting the right person for the right job.

Training & Development

i) Fighting employee’s obsolescence

ii) Prepare them for the future

Communication

i) They try to create and maintain a communication channel between the management and employees independent of union influence.

ii) Employee briefing session.

iii) Quality circle meeting

iv) Direct written Communiqué

v) Discussion with union

vi) Open forum

vii) Housing magazines

viii) Annual report booklet for the employees

ix) Training and motivation session

Personal Records & Statistics

Safety

i) Formation of department firefighting team

ii) Compliance to statutory requirements

iii) Fire vigilance exercise and training

iv) To liaise with government fire department

v) Organize mock fire drills

Security

i) Employment of security staffs

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ii) Checking of all outgoing vehicles

iii) Spot-check of goods truck

iv) Physical checking of workers while leaving

Chapter- 5

Various Aspects of the Research

Problem Identification

We have Called British American Tobacco, and we have interviewed two managers of the Human Resource Department. They were Mr. Zulfikar Hyder

(senior manager), and Mr. Imtiaz Farook (Personnel Relations Manager). What we have learned from them is that all the managers working under the

human resource are from different disciplines in the education background, and none have any education of human resource management. Asked how they

perform their functions, since they have not specialized in human resource management, they have said, 1) from trial and error, 2) From other senior

managers who have had enough experience, 3) From managers coming from the England and other BAT companies, and 4) From training and seminars

done locally and abroad. The next question asked about the strategies regarding “Motivational” techniques, and it was learned BATB was following the

traditional style of motivation, which was basically “money talks”. But it was learned over years that money was not everything an employee wanted, they

wanted recognition among the company itself rather than having a lump sum of cash. The next question which was asked about their turnovers in top,

middle, and junior management. For the last 15 years, the top management and middle management had about 3 to 4 percent, while the junior management

has about 9% turnover annually. The junior management’s functions are normally fieldwork, and the candidates who are chosen for the junior

management, normally comes from the upper class of the society. They feel it is an insult coming from that level of family background they have to do

fieldwork hence they leave the job within 8 months. Hence the main problems which the group have identified are:

i) Motivational Problem

ii) Problem in Selecting and Recruitment.

The group has decided to work on the “human resource management”.

Chapter 6

Job Analysis of BAT Co

A number of activities specially recruitment, selection, job design, job worth, training and appraisal – and depend on information collected through job

analysis. Employment Program is the process of how to attract to best people. This program employments two sections: These are Recruitment and

selection.

Evaluation program is another process of job analysis that evaluation how to establish job worth. Evaluation program consists of two activities. One is job

evaluation and another one is wage surveys.

Job design Programme is a prthefothertivate high performance. Job enrichment and work schedules are the two activities of this programme.

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Collecting Data

To design the job analysis, BAT first collects relevant data. It first decides about the post. Based on this post, it starts collecting data. In this section, it

collects data about the required post and number of required employees for each post. Besides, it also determines the region or territory for working, actual

work, desired work performance and standard etc. For this information, BAT uses the following sources-

I. Department head: A department head knows best about a post of his department. BAT collects most of the information about the post from the depart -

ment head.

ii. Other territory manager: The territory managers of BAT are good sources of information. A territory manager can tell about how to manage subordi-

nates in different territory.

iii. Subordinates who work under territory manager: The subordinates, who are mainly field workers, can inform about whole environment, demand,

supply etc.

iv. Customers: Customers are good source for knowing what skills a territory manager needs to convince and retain customers.

v. Other Companies: BAT collects job descriptions for same post from Dhaka Tobacco and Abul Khair Tobacco.

Collect data: about

Set work
no of posts, Design Job
Decide post performance and
Reuirements, analysis
standard
Work place

Job Description

BAT starts the job description by planning the job description. In this stage, it determines what information to give in the job description and what to not.

The flow and organization of the job description is determined her.

Responsibilities and Duties:

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Job responsibility is said to be the heart of job description. This section is all about what are the job holder’s responsibilities on-the-job and also off-the-

job. BAT gives freedom to its employees for innovative and creative ideas and supports. Without obligation from the higher authority, a territory officer

can implement his idea. But he has to attend a meeting to show the progress of his idea. His idea is totally his responsibility. The general responsibilities of

a territory sales officer of British American Tobacco would be like this.

1. Distribution: Maintaining the distribution channel and maintain the flow.

2. Trade relation: A territory sales officer is responsible for keeping relation with other trade organization in his territory.

3. Sales Management: For all kind of sales, sales forecast, sales decline or increase in his territory, the territory sales officer of that territory will be respon -

sible.

4. Supervise: A territory officer has to supervise seven groups who are will work under him.

5. Designing innovative and effective short term and long term sales objectives by using the information and resources efficiently.

6. Fulfilling the company’s sales objectives and taking all the necessary steps to do so.

7. Designing selling process by considering factors like organization’s nature, market condition, territorial difference and so on. And adopting the selling

and marketing technique which would be best for the organization.

8. Managing the customers through the all phases of the sales cycle.

9. Analyzing how to improve the competitive position in the market through improved customer service.

10. Negotiate with distributors and develop the people who will work under him to grab new business by providing qualitative services.

11. Monitoring the activities of the distributors for the existing customers and fulfilling infrastructural gaps.

12. Track and report all pending and closed businesses.

13. Territory officer will help in strategic budget.

Job Specification

Personal Requirement are given below for the above post for BAT Bangladesh
Qualifications:

 Knowledge, Skills, and Abilities:

 Strong closing skills. Prior attendance at formal sales training courses a plus.

 Organizational skills for proper territory planning/management.

 Working knowledge of sales and marketing.

 Excellent communication skills (oral, written) and strong interpersonal skills.

 Ability to learn and retain product specific information as it pertains to the position.

 Computer literate with knowledge of MS Office

 High Proficiency in English, Bangla and also local languages of Dhaka,

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 Chittagong, Sylhet, Khulna ( Not very important)

Job Evaluation

BATB offers an attractive salary grade and compensation to their potential employees. BATB’s minimum salary grade is tk 32 thousand for their

employees who work in the field.Employees who are recruited as TO (Territory Officer) has salary grade of 34-36 thousands. Apart from that for entry

level employees, BATB provide them car because frequently they are require to travel and market visit to look after and follow up their ongoing operation

in the field. Once an employee is selected for any post, BATB sends gift item to him home.

Even employees having salary grade of 36-38 thousands are provided both a personal car and home. BATB provide this benefit to who are global officer

and does international task.

BATB offers profit bonus twice in a year which is around 5 times of their total monthly salary. Besides they get more bonuses in a year. Moreover BATB

offers foods of tk12000 for every shift.

Chapter 7

Selection Process of BAT Co

SELECTION PROCESS FOR THE ENTRY LEVEL

we have learnt that selection activities typically follow a standard pattern. It begins with initial screening and concludes with the final employment

decision. In British American Tobacco, the discrete selection process is followed for entry-level employees. Let us discuss the eight steps of this process

comparing the text and the company BAT.

INITIAL SCREENING

This screening is a two-step procedure:

1) The screening of inquiries (Short-listing)

2) The provision of screening interviews (Preliminary Interview)

Based on job description and job specification, some of the respondents are eliminated. Factors that lead to a negative decision at this point include -

❖
Inadequate or inappropriate experience

❖
Inadequate or inappropriate education

But in BAT for entry-level jobs, it does go for prior experiences.

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The screening interview describes the job in enough detail so the candidates can consider whether they capable or eligible enough for the job. Here with a

minimum of cost to the applicant or the organization frequently encourage the unqualified or marginally qualified to voluntarily withdraw from candidacy.

Another important point during the initial screening phase is to identify a salary range.

BAT terms this screening interview as preliminary interview. In this section BAT encourages the unqualified to make the decision, also finds out whom to

reject and whom to select for the next level of assessment. One more thing should be mentioned; BAT does actually discuss salary with possible

employees. There is standard structured pay scale for each level of jobs.

COMPLETION OF APPLICATION FORM

The application form gives a synopsis of what applicants have been doing during their adult life, their skills, and their accomplishments. Some

organizations follow a structured application form proving spaces for specific attributes. On the other hand, some organizations ask to give a six to ten

pages of personal history.

BAT doesn't go for this section. After preliminary interview, it sends possible candidates to the assessment center. Others are sent the regret letters.

Organizations historically relied to a considerable extent on intelligence, aptitude, ability, and interest tests to provide major input to the selection process.

Handwriting analysis (graphology) and lie detector (polygraph) tests have been used in the attempt to learn more about the candidate. In recent years,

reliance on traditional written tests for selection purpose has decreased. Given the historical difficulty and costs, many organizations have merely

eliminated employment testing as a selection device. But, just scrapping the employment test is almost equivalent to "throwing the baby out with the bath

water".

BAT successfully portrays that they have not thrown away the baby and also they have kept it clean. In this part the candidates face the assessment center.

This is a whole one-day program. The tested items are given below:

1. Oral communication

2. Written communication

3. Sales ability

4. Analysis and judgment

5. Planning

6. Delegating

7. Initiative

8. Creativity

9. Conflict management

10. Organizational sensitivity

11. Tolerance for stress

Then candidates are further short-listed as per their performances. Therefore, they go for the comprehensive interview.

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COMPREHENSIVE INTERVIEW

The individuals who are still viable applicants after all the tests are then given a comprehensive interview. The personnel department interviewers,

executives within the organization, a potential supervisor, potential colleagues, or some combination of these may interview the applicant. The question

pattern of the interview is shown below:

Questions That May Be Asked in the Interview

1. What did you like most about your last job?

2. What did you like least about your last job?

3. What are your career goals?

4. What is your greatest strength?

5. What is your greatest weakness?

6. What kind of boss do you work best with?

7. What is most important to you on the job?

8. What were your favorite courses at school?

9. What extracurricular activities did you participate in during school?

10. How did you choose this particular field of work?

11. What do you think your current supervisor’s greatest strength is?

12. Why did you leave your last job?

13. Do you prefer to work alone or in a team?

14. What are your hobbies?

15. Who was your favorite teacher? Why?

16. Who paid your tuition in college?

This comprehensive interview is designed to probe into areas that cannot be addressed by the application form or tests. These areas usually consist of

assessing one's motivation, ability to work under pressure, and ability to 'fit-in' within the organization.

Some important points must be addressed:

❖
Information consisting motivation, under pressure working, coping with organizational norms must be job related.

❖
The questions asked and the topics covered should reflect the specific characteristics of the job and qualities sought for the jobs incumbent.

❖
The questions should be structured so that the applicants are asked the same questions.

BAT shares the same attributes we discussed in this section. In this part of interview, interviewers are half the number of the interviewees. Such as, if there

are six candidates for the interview, there will be three interviewers.

BACKGROUND INVESTIGATION

The next step in the selection process is to go through an investigation of those applicants

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Who appear to offer potential as employees? This include contacting with the previous employer or referrals to confirm the candidates work record,

behavior, attitude and other performances which was appraise or prominent in that person. This also includes contacting other job related and personal

references, and verifying the educational accomplishments shown on the application

The background investigation has some major implications. Every personnel administrator has the responsibility to investigate each potential applicant.

Although in some organizations, failure to do so could have negative impact on the job or the organization itself. It can also result in loss of his or her job.

Many managers consider the background investigation date highly biased as list of reference only includes possible positive recommendation. To avoid the

biases, the personnel administrator can ask e reference whose name has been provided on the application form to give another reference, someone who has

the knowledge of the candidates work experience and other performances.

As we are focusing on selection process of BAT we came to know that, they put less importance on investigating background information. The willingness

of the employee to work in their environment and the ability to do the job perfectly is what is considered as major requirements. In the case of new

entrants coming from different sources like walk- ins, interns, management trainee and new graduates -BAT still look for attachment of the candidate with

a reputed institute. Thus the impact of the applicants’ educational institute or work place counted positively or negatively.

PHYSICAL EXAMINATION

The last step prior to the final decision of having the applicant takes a physical examination. For most jobs, this is a screening device in the selection

process; that is, it can only act negatively on the applicant. It is assumed that the applicant can pass the physical examination; however, it is intended to

screen out those individuals who are unable to comply physically with the requirement of the job and the organization. The majority of physical

examinations are currently required to meet the minimum standards for the organization’s group life and medical insurance programs and to provide base

data in case of worker’s compensation claims

In the selection process of BAT-They also look for some physical requirements, only for routine check up like blood-group test, HIV test, Eye power,

Hepatitis, drugs and fitness test. These are only to see whether the person could fit in the actual job setting. This part of the selection process is less

important for the HRM department of BAT.

FINAL EMPLOYMENT DECISION

Those individuals, who perform successfully on the employment tests and the comprehensive interview and are not eliminated by the development of

negative information on either the background investigation or the physical examination, are now considered to be eligible to receive an offer of

employment. For administrative purpose, the personnel department should make the offer. The manager in the department that had the position should

make the actual hiring decision open. The manager of the department should have this authority. The reason behind this authority are given below:

☞ The applicant will eventually work for this manager and therefore a good “fit” between the boss and the employee is necessary

☞ If the decision made is not correct the hiring manager has no one else to blame

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In this stage the organization also try to attract the potential employee who has the solid understanding of the job and the organization. This represents

personnel selection from the perspective of the potential employee rather than the organization, because individuals appear to move toward matching their

work with their personality. People desire to work

where their expectations are positive and where they believe their goals can be achieved. So in the final decision-making process all these areas are

covered to select the right person in the right job.

In the selection process of BAT, they form a three-member group from the concerned department. These three members evaluate each candidate separately

based on his or her own judgment. After their own evaluation they sit together to justify each other’s judgments to remove biasness. Finally, among the

potential applicants the best applicant is chosen whose score is high in the justified evaluation sheet and considered to be selected as an employee.

Chapter 8

Training and Development Process of BAT Co

Training is the process of making the employee efficient and raising the standard of performance to achieve the organizational goal. BATB generally train

their employee in two ways. Those are Functional training and Leadership training.

Functional Training

Functional training varies from department to department, so the training function specific. Marketing training would be given to persons judged as being

suitable for marketing, if they think that an employee needs supply chain related training they provide only related training through supply chain

department.

Leadership training

Leadership training is exploring yourself as a leader and how to develop a leadership mindset. BATB arranges leadership session in three ways-

1. Manage self.

2. Manage others.

3. Manage other managers.

1. Manage Self

Manage self is developing self-strength, improving talents, increasing communication skills, improving self-knowledge. Through the job one can develop

his or her leadership skills. In BATB, all the employees know what their tasks are and what is expected from them and therefore they manage themselves

in order to meet the company’s goal.

2. Manage others

It’s a leadership skill applied by BATB to manage others in order to accomplish the given job. Here, a senior level manager leads a team of 14 to 16 peo -

ple and guides them to do the job and to achieve company goals.

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3. Manage Managers

In BATB, executives constitute the top management team, which is composed of the CEO along with other department heads. They do not direct the day-

to-day activities of the firm; rather, they set goals for the organization and direct the company to achieve them.

Development & Learning Philosophy

A learning philosophy is something that reflects what a learner has discovered and come to believe about learning. BATB arranges training on the basis of

three criteria:

 On the job training: It is the highest percentage of all the training they provide.70% of the total training that BATB provides is on the job.

This is because it is cost effective and it saves a lot of time. The training is usually given by a professional trainer or an experienced employee

depending on the nature of the job. This also reduces defects and increases productivity of the labors.

 Coaching/Mentoring: BATB allows a trainee to work directly with a senior manager to learn the skills, acquire knowledge and to earn the

experience from the senior manager. Only a few employees get the chance to work with a senior manager. This is only 10% of the total train-

ing offered by BATB.

 Online and Classroom: Online training modules are used to enhance manager’s knowledge about what is going around the globe. This type

of training is done through internet with an overseas senior manager. There is also a certain amount of classroom training where employers

need to attend the classes either after working hours or during working hours. A lecture is given by an instructor who has enough and better

knowledge in the particular area. This type of training is only 15% of the total training.

 Off the job: However, BATB also permits and sends its employees for off the job training to attend traditional management development seminars and

conferences in other countries for enhancing the knowledge. This is 5% of the total training.

Chapter 9

Conclusion and Recommendation

Conclusion

Human resource has increasingly become more important over the years. This is because quality of each and every type of work depends on the quality

of human resources of that company. Multinational companies are always trying to grab their share of competitive advantage. Unlike other strategies,

human resource cannot be exactly imitated. Hence, this sort of competitive advantage is the most valuable type. Staffing and Recruitment is crucial for

any organization. No matter how good the recruitment is, if training is not sufficient, the organization will suffer. On the contrary, if recruitment is not

as good, the company can mitigate its sufferings by training those employees.

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Currently, BAT Co is one of the most successful companies in the consumer goods industry. One of the ways it reached the peak is by their successful

human resource strategies. These include their Staffing and Recruitment methods. Their training and development programs offer their employees a better

career hence the most talented and hardworking people apply for a position in BAT Co. Thus, they can gain a competitive advantage because of their

human resources and gained long-term success.

RECOMMENDATIONS

Selection process is one of the most important jobs of the HRM department. Getting the right people, at the right place and time is crucial for the success

of each and every organization. The help of the selection process identifies right kinds of people. A synopsis of the selection process, generally followed

by most organization, compared to the process of BAT is presented in the whole report. We have described the selection process, reviewed the selection

process, and compared the generally followed procedure with the real world situation. We found out that most of the part of the discrete selection process

is followed by BAT. However, deviations were there as well. It is seen that in the case of BAT, some steps are occasionally omitted. It was also found out

that their selection process is reliable not as reliable it should have been. We have suggested an alternative solution to choose the candidates for the junior

management posts and hence by doing so they can reduce their turnover. Finally, it can be said that the previously identified steps are usually followed

sometimes with some exceptions in most of the real world organizations.

Alternative Solution

If we see the Armed Forces of any country, we would see that it is a perfect organization with every aspect of Human Resource Management elements

working in it. The Armed Forces maintains the perfect hierarchy, there exists the chain of command, motivation is necessary, leadership is the key element

and more precisely the process for selection & recruitment is a comprehensive one. The recruitment & selection is done by the ISSB (Inter Service

Selection Board). The main function of the Board is to recruit candidates for Army, Navy, and Air force within each organization’s criteria. The Board is

Independent form the rest of departments of the Armed Forces, it has its own testing schemes, and the most important thing is that each member in the

board cannot influence the other member in any way. The main function of the board is to facilitate the procedures during the selection, to see if the

markings are done properly, and to see if the biasness during selection is not going on. The whole selection procedure takes about four to five days. The

selection procedures in short brief as follows:

Written Exam: The board takes a comprehensive written exam from disciplines such as Bengali, English, Mathematics, History, and General knowledge.

The main purpose of the written exam is to see whether the candidates know the basic subjects and how good they are. From the written exam 60 % of the

candidates are chosen and are sent to ISSB where they will spend four days and will perform various kinds of activities. Some the activities are as follows:

i) Psychology Testing: each candidate will sit in with a psychiatrist. The psychiatrist will ask a series of questions which will test a candidate’s

emotions, personality, character, ability to think, ability to perform, to see how the candidate behaves when he/her under pressure.

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ii) Group Case: The candidates are divided into groups of five, and a team leader is selected. Then they will be given a case to be solved. From

the case it will be learnt which candidate performs a better teamwork, and which candidate has a better leadership skill. The group will do five cases with a

new leader every time each case is done.

iii) Debating Activities: through debates the members of the ISSB can understand how logically, and innovatively each candidate can debate,

they observe how well each candidate works out the strategies with his/her partner trying to defeat the opposition.

iv) Physical Activity: The ISSB has a training ground with different kinds of obstacles. Each candidate is expected to cross these obstacles with

in a given time, approximately 5:00 minutes. These tests would allow the members to select the potential candidates with proper physical fitness along

with a thorough medical checkup.

The above are just some of the activities performed by the ISSB to choose candidates for the Armed Forces. Now we do not expect the British American

Tobacco to perform these “Boot Camp” activities, but believe it or not the Corporations in India, as well as in Bangladesh, are taking some of these

activities. One of the corporations in Bangladesh, which does very similar to ISSB except for the physical activity, is the Summit Group. One test

performed by the ISSB board was to forecast the behavioral aspect of the officers chosen in 1985, and in 1995 the forecasting was made, and they were

80% correct. As we see these tests are very much effective, and it would be a better option if the corporations and other company’s take up this kind

procedure of “human resource management”.

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