term paper on strategic human resource management of prime minister's office (pmo), sk+f...

Term Paper on Strategic Human Resource Management of Prime Minister’s Office (PMO), SK+F Pharmaceuticals, and

Grameenphone.

Term Paper on Strategic Human Resource Management of Prime Minister’s Office (PMO), SK+F Pharmaceuticals, and

Grameenphone.

Submitted To:

Professor Dr. M. MahmodulHasan

Faculty, School of Business,

Strategic Human Resource Management Page ii

North South University, Bangladesh.

Submitted By:

Group Name: Kungfu Panda

Name ID

TamhidUl Islam Nafi 132 1400 660

SyedaShotorupa Zafar 151 2772 660

Mujtahida Kawsar 142 1208 660

S.M. Khurshid-Ul-Azam 152 0002690

MD. Mahbubur Rashid 152 0001 690

MBA-HRM 660 Strategic Human Resource Management

Section: 2. North South University, Dhaka.

Date of Submission: 02.04.17

Strategic Human Resource Management Page iii

Letter of Transmittal

02.04.16

Professor Dr. M. Mahmodul Hasan

Faculty, School of Business,

Course: HRM 660, Section: 2

North South University, Bangladesh

Subject: Term paper on strategic human resource management of a government, service, and manufacturing organization.

Dear Sir,It is our great honor to submit our Term Paper on Strategic Human Resource Management of Prime Minister’s Office (PMO), SK+F Pharmaceuticals, and Grameenphone , for the completion of this report we have tried to get as much information as possible on current HR system of the given organizations. For this purpose we had interview sessions with either HR or admiration officer from all the organization.

Through this report we have tried to relate different chapters from the book “Strategic Management of Human Resources” with the given organizations. And it will be a pleasure if you find this report useful and informative.

Sincerely, Name ID

TamhidUl Islam Nafi 132 1400 660

SyedaShotorupa Zafar 151 2772 660

Mujtahida Kawsar 142 1208 660

S.M. Khurshid-Ul-Azam 152 0002690

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MD. Mahbubur Rashid 152 0001 690

Acknowledgement

Before we start the report it is very important for us to convey our heartiest gratitude towards some of our inspirations. At first, we would like to thank the Almighty Allah who has enabled us with the ability to think broadly with our learning and complete this report work.

It gives us immense pleasure in presenting our term paper on ‘Strategic Human Resource Management of Prime Minister’s Office (PMO),

SK+F Pharmaceuticals, and Grameenphone. The success of this report is a result of sheer determination and hard work and constant guidance from our mentor. Therefore, we would like to take this opportunity to add a special note of thanks for Professor Dr. M. Mahmodul Hasan, who undertook as our mentor despite his many other academic and professional commitments. His wisdom, knowledge, and commitment to the highest standards inspired and motivated us.

We want to show our ample gratitude towards Dr. Dewan Muhammad Huyum Kabir, Director (Administration), Prime Minister’s Office; Mr. Raisuddin Ahmed, Assistant General Manager Human Resources, SK+F Pharmaceuticals and Mr. Rezaur Rahman Nafiz, Culture & Employer Brand Manager, Grameenphone; without their insight, support, and information this report would have been incomplete.

We would like thank all these organizations for their rich and informative website without proper information the report would have been vague. Finally, we want to add a few words of appreciation towards North South University for offering this helpful course which assigns us to do such immense report work.

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Executive Summary

This following term paper gives us an overall outlook of different aspects of strategic human resource management of a government, a manufacturing, and a service organization. For government organization we have chosen the Prime Minister’s Office (PMO), for manufacturing we have chosen SK+F Pharmaceuticals and for service we have chosen Grameenphone. This term paper has been done for the partial fulfillment of the course “Strategic Human Resource Management”. The purpose of the report is to relate different chapters from the book “Strategic Management of Human Resources” with the given organizations.

From the interviews and with the help of the websites of the given organizations, we have tried to develop different models of strategic human resource management, and we have tried to compare how this organizations prosed models fits with the actual models given in the book. It is quite obvious from the report that all these organizations varies significantly from each other in terms of their management but the overall ethics and norms of these organizations are very similar all the organizations have equal employee rights and these organizations are open to accept any employees from any race. The PM’s office has quota system for freedom fighters, oriental people, and also she males.

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The performance appraisal is of significant importance in service and manufacturing organizations while the government organizations merely recognizes it, the PMO is extremely bureaucratic while the other organizations focuses on merit base incentives. From this term paper we will be able to compare the differences and similarities of these organizations in terms of strategic human resource management and later we have also tried to give some recommendations using high the organizations can manage a high performance.

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Table of ContentsNo table of contents entries found.

Prime Minister’s Office

Introduction to Prime Minister’s Office:

The Prime Minister’s Office of Bangladesh is the governmental ministration office with the responsibility of coordinating the actions of the work of all governmental ministry offices, on various matters, and serving and assisting the prime minister of Bangladesh in her daily work. Sheikh Hasina, the Prime Minister of the People's Republic of Bangladesh is the main governing body of the Prime Minister’s Office. There are total 12 division working in the prime minister’s office under direct super vision of the PM herself.

12 divisions under PMO

1. Armed Forces Division2. Bangladesh Economic Zones Authority (BEZA)3. Bangladesh Export Processing Zone Authority (BEPZA)4. Board of Investment5. Privatization Commission, Bangladesh6. Public Private Partnership7. Governance Innovation Unit (GIU)8. National Security Intelligence (NSI)9. NGO Affairs Bureau10. Special Security Force11. Sub-regional Co-operation Cell (SRCC)12. Private Export Processing Zone (PEPZ)

The Services and Activities done by the PMO are:

Assistance to the Prime Minister in the discharge of his/her responsibilities as and when necessary.Assistance to the Prime Minister in the discharge of his/her Parliamentary responsibilities.Matters relating to Politics.Administration including financial matters of PMO.National Security Intelligence (NSI).

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https://en.wikipedia.org/wiki/Prime_Minister_of_Bangladesh

https://en.wikipedia.org/wiki/Bangladesh

Coordination of all Intelligence Agencies.

NGO Affairs

Matters Relating to Board of Investment (BOI).

Bangladesh Export Processing Zones Authority.

Administration and supervision of subordinate.

Administration and supervision of subordinate offices and organizations

under this office.

Prime Minister's Security including Special Security Force.

Administration of Prime Minister's Discretionary Fund.

Messages and Addresses of the Prime Minister.

Reception of Foreign Heads of Government and dignitaries.

Arrangement of Protocol and Ceremonials.

Tours of the Prime Minister inside country (Foreign tours to be organized

by the Ministry of Foreign Affairs).

Liaison with International Agencies and matters relating to treaties and

agreements with other countries and world bodies relating to subjects

assigned to this office.

All laws on subjects assigned to this office.

Inquiries and statistics on any of the subjects assigned to this office.

Fees in respect of any of the subjects assigned to this office except fees

taken in courts.

Such other functions as may be assigned to this office from time to time.

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Chapter 1: An Investment Perspective of Human Resource Management

HR Value Chain:

The HR value chain argues that performance could be measured via four different sets of outcomes: employee, organizational, financial and accounting, and market based. This sequential outcome has a cause-and-effect relationship.

HR Value Chain Model

Figure:1 HR Value Chain Model

Employee Outcomes: The employee outcomes are generally measured in terms

employee attitude and behavior but in PMO there is no measurement procedure

for this kind of criteria therefore the employee outcome is measured in terms of

how well are with behaving with the higher authority and the performance is

measured in terms of goal achieved but there isn’t any measuring criteria.

Organizational Outcomes: The PM office is Apex body in the business and the

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Employee Outcomes

AttitudesMeasured in terms of how positive they are towards work.

BehaviorMostly behavior with higher

Organizational Outcomes

There is no specific

measuring criteria for

productivity and quality it

is measured in terms of

achievement of work within the specified

time

Financial Outcomes

Expenses, Revenue,

and Profitability is measured

but PMO works for

public necessity.

Market based

outcomes

PM of doesn’t have a

stock price system in

the market.

constitution the article 21 states the first objectives of PMO is to serve the

public of the nation and article 7 states that public is the owner of the state,

therefore PMO works solely for full filling public necessity and hence the

organization provides services to the public and the outcome is measured in

terms of achievement of those services.

Financial Outcomes: The PMO has to work to provide for the nation therefore

even if it is incurring lose in some projects but it still continue with the project

until and unless it finds out a better or effective project for full filling public

needs.

Market-based Outcomes: The market-based outcomes are measured in terms of

stock price in the market but this organization

doesn’t have such criteria therefore this whole

section from the value chain model can be

removed for PMO.

Human Capital of PMO:

Model for Measuring Human Capital

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Human Capital Measures

HR expense factor Turnover RatePoor Performanc

e

Figure 2: Model for Measuring Human Capital

Human Capital is the prime asset of any kind of organization the effectiveness of

human capital can be measured in terms absent rate, vacancy costs, return of

investment etc. In PMO there is no such criteria for measuring Profit Per

Employee, Return On Investment or Human Capital Value Addition. However HR

expense factor is measured vaguely by the supervisor, if the employee performs

better after the training he/she will be eligible to receive better training in the

future (example training in abroad) or he/she will require less time to promote.

But when an employee is performing poorly after training he/she will be

transferred to an inferior office. The turnover rate is very low for government

employees because of higher flexibility in the job and government jobs are

usually permanent until the employee break a serious low or commits fraud.

Factors influencing an Organization’s Investment Orientation:How “investment orientated” an organization is in its management of human resources depends on five major factors: Management values, Attitude towards risk, Utilitarianism, Availability of outsourcing, and Nature of employee skills.

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Good Performanc

e

Higher Flexibility

Permanent Job

Better Training

Faster Promotio

n

Transfer

Model of Factors influencing an Organization’s Investment Orientation

Figure 3: Model of Factors influencing an Organization’s Investment Orientation

Of the total five factors the PMO only focuses on 3 factors as shown in the figure above, the management values of the organization is stated in the constitution law starting from article 133, on the website there is an allocation of business among different ministries and division given on the rules of the business pdf which was made in 1996 and revised in 2015. The PMO outsource only in case of goods purchasing such as computer, table, chair etc. and only 4th grade employees such as cleaners are outsourced on a daily basis. The nature of employee skills can also be found on the rules of business pdf for each position.

Chapter 2: Social Responsibility and Human Resource Management

Workforce Demographic Changes and Diversity:

Demographic changes in society and the composition of the workforce are creating a number of challenges for management of HR. Diversity has become

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Management Values

Constitution law starting from article 133Two rules of business:Transaction of businessAllocation of business

Availabilty of Outsourcing

Equipmets such as Laptop, printer etc are outsourcedSome services are outsourced such as cleaning services everyday 200 worker hired by the PMO

Nature of Employee Skills

For every job postion in the PMO an organogram is designed and this organogram descibes specific skills required for the job along with a clear job design.

and continues to be one of the main focus for both public and private organizations, recognizing and promoting diversity is seen as critical for organizational success.

There is no racial discrimination in the PMO, as the office hires on a quota basis the jobs are designed in a grade system starting from 9th grade to 1st grade. The book rule of business has organogram for each departments and the number of employees required for a specific task along with the requirements and skills needed for the job. The ratio of male and female are divided in quota based for each grade of job, for example 1st grade job has quota for female 10% and 2nd

grade has quota 15% and there are also knowledge based opportunity which is 45% and quota based are rest 55%. There are also quota for disabled people except people who has blindness disability, shemale can also work for PMO. Family status for example freedom fighter, military, and other sectors have a quota for employment at PMO. These are all personal related dimension of diversity, the work related diversity are how PMO motivates, and what are the work ethic and job responsibility for a given job. The experience, work ethic, and job responsibility all are mentioned in all business rule book and for motivation there is no bonus but letter of appreciation and better training opportunities are given to the employees who performs better.

Model of Individual Dimensions of Diversity

Personal

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Figure 4: Model of Individual Dimensions of Diversity

Chapter 3: Strategic ManagementStrategic management is the process by which organizations attempt to determine what needs to be done to achieve corporate objectives and, more important, how these objectives are met. Ideally the senior management examines the organization and the environment in which it operates and

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Work-related:Motivation: Letter of appriciation and

trainingWork ethic:

Maintaing hirarchy Experiance: As per job requirement

Job resposibility: As per requirement in

the organogram

Race:No racial discrimiati-on as per law Age:

Cadre 21-60 but

contructual maybe

70-85

Religion:Equal

oppotunity as long

as requiment

s is full-filled

Gender: Male,

Female, and

Shemale has

quota Sexual

orientation: Not

applicable for PMO

Physical ability:

quota for disable people expect blind

Maritial Status: Equal

oppotunity as long as requiment

s is full-filled

Family status:

quota for freedom fhigher

and military

attempts to establish an optimal “fit” between the two to ensure organization’s success.

The Process of Strategic Management of PMO

Figure 5: The Process of Strategic Management of PMO

Chapter 4: The Evolving/Strategic Role of Human Resource Management

The role of human resource management in organization has been evolving dramatically in recent years. The days “personnel department” are over.

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Mission: Providing sevice for

the public

Environmental Analysis:

Competition: The PMO

doesn't have any

competitiom Regulations:R

ules of bussiness.

Technology: e-system and

mordern equipments

Organizational Self-

Assessment: Resources: Financial from the

revenue of the country

Human: Hiring

through BCS exam and also without BCSTechnology: Outsourced

Management Systems: Power is

given priority Decesion making:

Decisions are made by the

division head

Goals and Obectives: Full-filling the basic

needs of the people of

the country

Strategy: International training for

the employees for better and

effective performance

Strategic human resource management involves the development of a consistent, aligned, collection of practices, programs, and policies to facilitate the achievement of the organization’s strategic objectives.

Traditional HR versus Strategic HR

Topic Traditional HR Strategic HRDepartment Administrative

department controls hiring

HR department controls hiring

Nature of organization

Less Flexibility Flexibility either public, statutory, non-statutory

Technology Manual application process used to take

longer time

Online application and aptitude test

Figure 6: Traditional HR versus Strategic HR

Chapter 5: Human Resource PlanningThe human resource planning involves forecasting demand for employees, talent identification and assessment, and dealing with shortages.

Forecasting- When government opens a new project it forecasts how many employees are required for the posts that have been created in the project organogram.

Talent Identification and Assessment- For a particular position there is a set required skills and competency so the PMO gives advertisement in the newspaper to haunt the talent required and after screening they go for a written exam following with an interview for selection and identification of the right people.

Dealing with shortages: When there is a shortage the PMO goes for attachment of an existing employee from other department.

Dealing with surplus: PMO usually don’t have surpluses.

Human Resource Planning Model of PMO

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Figure 7: Human Resource Planning Model of PMO

Chapter 6: Design and Redesign of Work Systems

The Job Characteristic Model

Figure 8: The Job Characteristic Model

The redesign of work systems represents one of the most radical yet common changes taking place in organizations from an HR perspective.

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Skill variety

Specific types of skills needed for a given postion.

Task Identity

Doing task with in specified time.

AutonomyA few sector has the autonomy for emergency example water supply.

Feedback

Postive and Negative feedback is given based on perforamance.

Organization’s objectives & policies

HR needs forecast

HR supply forecast

Talent identification &

assessment

Dealing with

Dealing with

Although redesign effort may initially be very time consuming process, well designed flexible work systems can provide an organization with the ongoing ability to respond quickly to a changing environment.

Impact of Technology in PMO

Figure 9: Impact of Technology in PMO

Chapter 8: Staffing

Staffing, the process of recruiting applicants and selecting prospective employees, remain key strategic area for human resource management. Given that an organization’s performance is a direct result of the individual it employs, the specific strategies used and decisions made in the staffing process will directly impact an organization’s success or lack thereof.

A model of staffing process at Prime Minister’s Office:Strategic Human Resource Management Page xxii

Requires changes in skills and work habbit of employeesTraining for shiftig to e-system.

Elimination of some lower-level positions PMO doesn't eliminate employees it rathers displace employees to other government sectors.

Less hierarchy, more collaborationThe hierarchy is maintained strictly in PMO but shifting to collaborative will increase the effectivness of the organization.

Figure 10: A model of staffing process at Prime Minister’s Office

Model for Temporary Staffing

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Advertisement in the newspaper along with requirements

Accept application through online

Aptitude test online

Written exam

Interview/Viva

Selection

Probation 1/2years

Qualify in Training

Permanent Job

Figure 11: Model for Temporary Staffing

Chapter 9: Training and Development

If an organization considers its employees to be human asset, training and development represents an ongoing investment in these assets and one of the most significant investments an organization can make. Training involves employees acquiring knowledge and learning skills that they will be able to use immediately.

Practical Knowledge

Training

Acquired Knowledge

The gap between acquired knowledge and practical knowledge is covered

with training. And the PMO has different types of training for its cadre and

non-cadre employees.

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Temporary Staffing

Contratual mainly

foreigners Attachment

Model for Types of Training at PMO:

Figure 12: Model for Types of Training at PMO

Model for Training Policy at PMO:

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Types of Training

off the job

trainig

International taining

on the job training

National Training Policy: Annually 60-70 man hour

Budget of Training: 5 lakhs

in 2016

Spent till March: 1 lakh 60 thousand

Remaining: 3 lakhs 40

thousand

Duration: 2 years for BCS cadre

and 1/2 years for non-cadre

Off the job training:

foundation, professional, & international

On the job training: specific

training

Figure 13: Model for Training Policy at PMO

Training for BCS Cadre:

Off the job training Training CenterFoundation for Administration Professional

Bangladesh Public Administration Training Center (BPATC), Savar.

Foundation for Health Professional

Bangladesh Academy of Rural Development (BARD), Comilla

Foundation for Engineering Professional

Peoples Development Community (PDC), Dhaka.

Foundation for Educational Professional

National Academy for Educational Management, (NAEM), Dhaka.

Special or Specific Training for selected Employees.

International Institutions for Training.

Figure 14: Training for BCS Cadre

Model for on the job training:

Figure 15: Model for on the job training

Chapter 10: Performance Management and Feedback

An Organization’s long-term success in meeting its strategic objectives rests with its ability to manage employee’s performance and ensure that

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Simple trainings for

day to day activities

Training by a few internal trainer and

foreign external trainer

E-training for all including

the PM herself

performance measures are consistent with the organization’s needs. Appraisal often put employees in a defensive position therefore feedback is better since it involves mutual exchange of information.

Annual Confidential Report of PMO:

Figure 16: Annual Confidential Report of PMO

Chapter 11: Compensation

Compensation a key strategy area for organizations impacts an employer’s ability to attract applicants, retain employees, and ensure optimal levels of performance from employees in meeting the organization’s strategic objectives.

The PMO has different level of pay scales for different grade of employees. Starting from 1st grade BCS cadre to 20th grade lower grade employees. For

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ACR is written

by immidiate

boss

Cross checked by the

supervisor of the

boss

Feedback is given on the

performan-ce

For poor performa

nce chance is given for improvem

e-nt

For better performan

-ce appriciati

on is given

ACR is done for only 1st to 3rd Grade

employees

different sector the pay scale differs according to the amount of work load experience etc. The senior level officers get 1st grade pay along with other benefits. All the information regarding the pay scale is given in the National Pay Scale 2015 section in the Bangladesh Ministry of Finance MOF website. Along with the pay there are early 3 festival bonus 2 Eid and Boishak.

Model for Compensation System of PMO:

Figure 17: Model for Compensation System of PMO

Strategic Human Resource Management Page xxviii

Compensation System

Base Pay:

National Pay Scale

Incentive

Pay:

Legally Required: Insurance

Pension Pay

Family and Medical Leave

Optional: Privilege Post

Tuition reimbursement

Accommodation

Transportation

Disability, Accident

Direct Indirect

Chapter 14: Global Human Resource Management

The global human resource management manage people globally for which a broader range of functional areas needs to be addressed. These areas includes clarifying taxation issues, coordinating foreign currency, exchange rates. It requires involvement of employee’s personal life there must be a human resource management for different geographic locations. And the organization will have to deal with complex external constitutions, including foreign governments and political and religious groups. Finally the global assignments involve exposure to risk. These risk includes the health and safety of the employee and family, legal issues to host countries etc.

All the embassies in Bangladesh are directly connect with the PMO and all the embassy related documents passes though the PMO for approval.

Model for Global Mission and Trade:

Figure 18: Model for Global Mission and Trade

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Global Mission and Trade

Peace Mission Export & Import Man Power

Security related

post

Ambassador and

Diplomatic Commercial

council

Trade Related

post

International labor law

and act

Recommendations:

Evaluation of training is highly recommended make an assessment of the employee before training and after training so that return on investment (ROI) can be measured easily.

Creating a data base of existing employees for a better evaluation of all significant and insignificant activities of the employee.

Introduction of 360 degree feedback is recommended, so that two way

feedback (both employee and employer) is achieved. The hierarchy is maintained strictly in PMO but shifting to

collaborative will increase the effectiveness of the organization. Increasing the autonomy of different government sector will ease the

improvement sector and will save time.

Proposed Model for Training Needs Assessment:

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Figure 19: Proposed Model for Training Needs Assessment

Proposed Model of Training Evaluation:

Figure 20: Proposed Model for Training Evaluation

Transition from Traditional to 360 degree Feedback:

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Figure 21: Transition from Traditional

to 360 degree Feedback

Proposed Step by Step Performance Review Model:

Figure 22: Proposed Step by Step Performance Review Model

{Mujtahida Kawsar, ID: 142120866}

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Strategic Human Resource Management Page xxxiii

Eskayef Bangladesh Limited (SK+F)

Strategic Human Resource Management

Organizational Profile:

Eskayef Bangladesh Ltd is one of the largest and fastest expanding pharmaceutical companies in Bangladesh which has its headquarters in Dhaka (the capital of Bangladesh), is also known as SK+F and is a part of the Transcom Group. SK+F Eskayef Bangladesh Limited were born from the old facilities of SmithKline & French in Bangladesh when the company was restructured to form GlaxoSmithKline in 2000.

Human Resources of SK+F:

According to SK+F Human Resource refer to the individuals or personnel or workforce within an organization, responsible for performing the tasks given to them for the purpose of achievement of goals and objectives. They treat with their employees as a capital because now SK+F takes 5th

place in the pharmaceutical market and employees play a very important role behind their this success.

Human Resource Management of SK+F:

To manage the Human Resources, SK+F has a large human resource management department now and this department was established in 2003. Executives of Human Resource Management (HRM) department manage the employees of their own department including other department to accomplish the goal and objective of the organization. SK+F divide its HRM department into two categories:


1. HR Value Chain of SK+F:

SK+F maintain a value chain for its HR department. Because HR Value chain is a systematic way of examining all the activities a firm performs and how they interact is evaluated through the concept Of Value Chain. For that reason this company has a HR Value Chain Model:

Figure: HR Value Chain of SK+F


HRM Department

of SK+F

Planning and Development

HR Corporation

2. Diversity in SK+F:

SK+F believe that, every employee is unique. Everyone has one individual identity and differences. These differences may be occurred by race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs,

or other ideologies. So SK+F ensure a safe and positive environment for each and every one works for it. HR monitoring team monitor the office hour carefully through CCTV cameras.

Figure: Diversity in SK+F at a glance


Diversity in SKF

RaceMaximum BangladeshiForeigners- 20%Age

Age18-40 years- 60%40-60+ years-40%

GenderMale: 60%Female: 40%

ReligionMuslim: 80%Others: 20%

Race Directly Hire Indian Employees for International Business.

Moreover SK+F have team in Myanmar, Sri Lanka, and Nepal.

Age Maximum age for applying Job is 30 years because SK+F focus on internal recruitment (Promotion & References) instead of external.

Retirement age 60 years

Gender Depends on Job type. If its field job Male get priority than Females.


3. Process of Strategic Management at SK+F:


Mission Statement: 'To manufacture & supply products with quality and excellency & to contribute to improve the population’s health & well-being.

Environmental Analysis:Competitor: Sqaure, Baximco, Incepta and other pharmaceutical companyGovernment Rules and Regulations, Labor Laws.

Organizational Self-AssesmentResoures Available: Financial, Physical, Human, TechnologicalManament Systems: Culture, Organizational Structure, Work System

Goals and Objectives:To improvement of Health Care EnviromentWorld-class healthcare solution providerManufacture and marketing of a wide range of Drug

Strategies: Market ResearchHire Employees of pharmaceutical background as well as other background.

Figure: Strategic Management Process of SK+F

4. Traditional HR Vs Strategic HR in SK+F

Topic Traditional HR Strategic HR

Department

Personnel Department HRM Department

Focus on Personnel administration, employee welfare and labor relation, working hour

Acquisition, development, motivation and maintenance

AssumesPeople

Input for achieving desired output

An important and valuable resource

ConcernedWith

Increased production effectiveness, culture, productivity and employee's participation

5. Human Resource Planning of SK+F:

Through Human Resource planning process SK+F identifies current and future human resources needs to achieve its goals.


https://en.wikipedia.org/wiki/Human_resources

Figure: Human Resource Planning Process

Human Resource Planning (HRP) Process of SK+F

Objective of HRPHire the right people in the right place in the right time

Current Manpower Inventory

4000+

Forecasting Demand and Supply

Yearly forecast on the basis of SK+F’s next year plan

Production is increased or decreased depends on the product demand.

When a new branch open somewhere or a new product lunch that time SK+F forecasts the demand and Supply of Labor

Transfer, Promotion, Retired or Laid off of Employees.

Man-Power Gap Demand of Employee- Supply of Employee

Employee Plan External Recruitment or Internal Recruitment

Training and Development

Orientation of new employees Training for Every new employee regarding

their actual and additional job

Appraisal of Manpower Planning

Take the feedback, either the employee plan fill up the gap or not. If not fill up the gap, make a new employee plan and find out the error of previous plan.

6. Job Characteristic Model of SK+F:


Job Characteristic is an aspects specific to a job, such as knowledge and skills, mental and physical demands, and working conditions that can be recognized, defined, and assessed. Also it is called job factors. Like other organization SK+F categories its job into different characteristics.


http://www.businessdictionary.com/definition/job-factors.html

http://www.businessdictionary.com/definition/job-factors.html

http://www.businessdictionary.com/definition/call.html

http://www.businessdictionary.com/definition/working-conditions.html

http://www.businessdictionary.com/definition/working-conditions.html

http://www.businessdictionary.com/definition/physical-demands.html

http://www.businessdictionary.com/definition/skill.html

http://www.businessdictionary.com/definition/knowledge.html

http://www.businessdictionary.com/definition/job.html

Figure: Job Characteristics Model of SK+F

Job Characteristics Model of SK+F

Job Characteristics ExplanationExample of Sales

executive at SK+F

Skill VarietyUse of different skills and

talents to complete a task

Sales executive of

SK+F needs strong

communication skill

Task IdentityCompletion of whole of a

piece of work

Sale SK+F’s products

on a target basis

Task SignificantJob effect the organization

or not

Yearly profit and sales

of SK+F’s products

increase or not

Autonomy

Provide freedom and

Independence to employees

in their work

SK+F provide freedom

to its employees. Only

check the sales record

up to mark or not

FeedbackPerformance of employee

positive or negative

Sales target of the

organization achieved

or not


7. Staffing Process in SK+F:

SK+F believe that, behind its success employees are a very important resource. And another reason is: SK+F always try to hire the right people in the right place in the right time means it is very much concerned about its staffing process. At present, SK+F have 4 types of employee in the organizations and factories:

Types Fulltime Contractual Part-Time OthersPercentag

e70%

15% (Foreigner)

10% 5% (Interns)

A model of Staffing Process in SK+F is given below:


Job Descriptio

n

Recruiting

ShortlistingInterviewing

Reference Check

Selecting

Figure: Staffing Process of SK+F (Executive)

Staffing Process in SK+F (Executive)

Job Description

Depends on the general tasks, functions and

responsibilities of position and department of the

organization.

Recruiting

Internal Recruitment: Recruiting from

current employee pool: Promotion, Transfer,

References

External Recruitment: Head Hunters,

Newspaper, Bdjobs.com

Short Listing

After getting CV, SK+F HR department employees

shortlisted the applicant who will be the potential

employees of the organization

Interviewing

1st Step: Written Test (GMAT Format)

2nd Step: Viva ( 3 Viva by Directors, Line Managers

and HR Managers)

3rd Step: Ranking

4th Step: Check Extra-Curriculum Activities

Reference Check Call and Email to the mentioned person

SelectingSelect the employee who has passed previous all

steps.


Figure: Staffing Process of SK+F (Sales Representative)

8. Training and Development in SK+F:

SK+F aimed at bettering the performance of individuals and groups in organizational settings by training and development. They believe training is continues development process of employee. This organization is very much concerned about employee’s performance and

career development rather than firing. SK+F provide two types of training to its employees:


Staffing Process in

SK+F (Sales Representativ

e)

Planning

Recruiting

(Advertise in

Newpaper and Web

Polrtals)

Screening CV

Call for Walk in

Interview

Induction Training

and Monitorin

g (1 Month)

Selection

https://en.wikipedia.org/wiki/Organization

Refreshers TrainingOn the Job Training in SK+F Off the Job Training in SK+F


Methods of Training at

SK+F

On the Job Training

Off the job Training

(Through Training Center) Teamwork Lecture Coaching Role Playing Monitoring Video Presentation Job Rotation Case Study Understudy Send to abroad Apprenticeship Discussion

Refreshers Training means brush up training. Means provide employees continuous training when they need it. For Training yearly budget of SK+F is 12, oo, 00, 000.


Figure: Competency Development Process of SK+F

9. Performance Management and Feedback:

Performance Management and feedback is totally varied on the job position in SK+F. This Appraisal system is called Annual Appraisal. Like:

Position Performance Appraisal Method

Sales Representative MBO (Management by Objective)Executive Levels Graphic Rating Scales

SK+F going to introduce 360 Degree Performance Appraisal Format in near future.


Figure: MBO Process of SK+F

Figure: 360 Degree Feedback Content in SK+FStrategic Human Resource Management

10. Compensation Structure in SK+F:

SK+F are very much concerned about employee’s satisfaction, so they try to provide an attractive compensation package to their employees. The

employees of compensation department do market research on different compensation packages of other organization and set a standard compensation packages for their employees, means SK+F

updates their compensation packages continuously to hold their employee because they believe to build loyal employees and employee relationship.

For example, SK+F provides 32000tk salary to its entry level executives where as other pharmaceutical company provides only 25000-28000tk.

Compensation Structure in SK+F Position AmountSales Representative

Basic Pay 16000+ TADA 8000= 24000tk After Confirmation 1000 is increased Yearly Performance Bonus/ Achievement

Executives Total Salary: 32000 After Confirmation 2000 is increased Other Facilities: 3 bonus (Pohela Boishakh, 2

Eid) Pick and Drop, Life Insurance, Medical Allowance, Profit Share (5%) , Paid Leave.

Yearly Performance Increased Salary (Maximum 12%)

Flexibility in work, Family and Medical Leave, Pension Plans


11. Global Human Resource Management in SK+F:

SK+F still in local market than global. Because it’s now at growing stage.

SK+F’s teams in Myanmar, Nepal follow the global strategy for managing human resources. But monitoring by the head office of Bangladesh.

Hofstede’s Cultural Dimensions for Myanmar, Nepal and Srilanka:

Country Cultural Dimensions

Myanmar

Low power distance, highly feminine, moderately individualistic, high uncertainty avoidance culture with a moderate long-term orientation.

NepalFeminine society, medium low preference for avoiding uncertainty, collectivistic society, Power Distance High

Sri LankaPower distance high, collectivistic society, Feminine society, Uncertainty Avoidance High

Source: http://geert-hofstede.com/sri_lanka.html


http://geert-hofstede.com/sri_lanka.html

12. Proposed Model:

After analyzing a number of sectors of HR department in SK+F, we are going to propose 5 models for this organization.

Human Resource Planning:

titing


Figure: Proposed Model of SK+F Human Resource Planning

Proposed Staffing Model:

Figure: Proposed Staffing Model for SK+F


Proposed Training Model for SK+F:

Figure: Proposed Training and Development Model for SK+F


Proposed Performance Appraisal Model for SK+F:

Figure: Proposed Performance Appraisal Model of SK+F


Proposed Compensation Model for SK+F:

Figure: Proposed Performance Appraisal Model for SK+F


Organizational Profile:

Grameenphone widely abbreviated as GP, is the leading telecommunications service provider in Bangladesh. With more than 56 million subscribers (as of January 2016), Grameenphone is the largest mobile phone operator in the country. It

is a joint venture between Telenor and Grameen Telecom Corporation, a non-profit sister concern of the microfinance organization and community development bank Grameen Bank. Telenor, the largest telecommunications company in Norway, owns a 55.8% share of Grameenphone, Grameen Telecom owns 34.2% and the remaining 10% is publicly held. Grameenphone was the first company to introduce GSM technology in Bangladesh, and built the first cellular network to cover 99% of the country.

Strategic Human Resource Management at Grameenphone:

For Grameenphone (GP), employees are their most valuable resource and asset. Because without human resource other resources like information, finance, technology has lesser worth. So, GP strongly believes that, without human resources it is impossible to achieve its vision, mission, goals and objectives.


Vision

Mission

Goals

Strategies

https://en.wikipedia.org/wiki/GSM

https://en.wikipedia.org/wiki/Norway

https://en.wikipedia.org/wiki/Grameen_Bank

https://en.wikipedia.org/wiki/Microfinance

https://en.wikipedia.org/wiki/Grameen_Telecom

https://en.wikipedia.org/wiki/Telenor

https://en.wikipedia.org/wiki/Bangladesh

HR department is the Strategy Maker of Other Department:

According to GP, its HR department is the strategy maker of other department because when other department needs employees to achieve its goals and

objectives which is directly related to its mission and vision, than they contact with HR department. So, HR is ultimate strategy developer of manpower.


Vision

Mission

Goals

Strategies

Set and Coordinate by

Human Resource Department, GP

HR Departme

nt

Finance Departme

nt

Accounting

Department

Marketing Departme

nt

MIS Departme

nt

Other Departme

nt

Figure: HR Department of GP

1. Diversity of Grameenphone:


HR Departme

nt

Finance Departme

nt

Accounting

Department

Marketing Departme

nt

MIS Departme

nt

Other Departme

nt

Diversity in GP

RaceMaximum BangladeshiForeigners- 20%

Age18-40 years- 65%40-60+ years-35%

GenderMale: 60%Female: 40%

ReligionMuslim: 75%Others: 25%

Figure: Diversity of Grameenphone

2. Traditional HR vs. Strategic HR:

Traditional HR Strategic HRIn the beginning of GP, HR/

Administrative activities were done by Department Heads

At Present, GP’s HR department does the HR activities which is

broad and fair than the previous HR System

3. Human Resource Planning:

Grameenphone Ltd provides ample opportunities growth which is planned by HR department of Grameenphone. Like-


PromotionSeniorityPerformance Designation

(Salary Vary)

Training Programs &

active projects

Professional Certification

ExamsTalent

Sourcing R&EB

Figure: Some HR Plans of Grameenphone

Promotion is based both on seniority and performance.

The performance of each employee is reviewed every 6 months and the employee’s worth in the company depends on that.

The employee’s designation in the first two years is completely time dependant. However, the employees at the same level can be paid more or less depending on his performance. After the initial two years, the growth of the employee in the company is mostly dependant on his performance.

Grameenphone Ltd believes in performance rather than age. People with potential should be at the top rather than being stuck at the bottom because of the lack of seniority.

Grameenphone Ltd thinks it is both fair and good for the company as a whole. Grameenphone Ltd arranges various training programs in job related subjects for the development of its employees. This is usually arranged when the employee is not involved in any active project. This helps to utilize the free time and also comes in the best interest of the company and the employee.

Grameenphone Ltd also encourages its employees to appear invidious professional certification exams, which the company also pays for.


The talent sourcing activities begin with effective human resource planning. This planning is aligned with the business need forecast, overall organizational growth matrix, structure and direction and is done in yearly basis.

R&EB (The Resourcing & employee branding) department coordinates and evaluates people planning process that eventually approved by board considering the factors:-

4. Staffing Process of Grameenphone:

For Internal Recruitment, GP prefers Promotion/ growth. Totally depends on Performance + Experience. But for external recruitment GP prefers online portals and on campus recruitment.


Potential/ expected workload and expertise requirements

Optimum and effective utilization of the HRM for the entire company, both current and

future requirementsPossibilities for greater efficiency through

reorganization and automation Employee turnover/employee mobilityNew business initiatives and project and Government legislation

Figure: Staffing Process of Grameenphone (Executive Level)

5. Training and Development in Grameenphone:

In GP, usually the first three months act as the probationary period for the fresh recruit. This also acts as the training period for the employee. In


After qualifying this Step Canidate can join in GP as trainee.

Assesment Center: Teamwork, Case Study, Role Play ( 1 Day Assesment)

Competency Based Interviews

Written Test/ Aptitude Test

Screening the CV's: Academic Background, Expeinces and Extra-Curricular activities

Open the Job: (Part time & Full Time)Online Application - Website of GP, Facebook, Online Job Portal

(Bdjobs.com)On Campus Recruitment- Arrange

Road Shows or Hire Toppers

Create Awarness among Target Candidates

these 3 months, the employee is usually not allowed to work in any real life projects and based on the level of expertise they are induced to the real life projects. In these 3 months, the employee is tested indirectly and monitored and his/her caliber judged and hence the management takes the decision of where to place him.

Training Methods in GP:

Figure: Training Methods in GP

On the Job Training in GP Off the Job Training in GP

Mentoring Class Room Trainings/Lectures

Coaching Workshops and Seminars Free Learning (From

Supervisors and Colleagues) Living our Values- Make it

easy, keep promises, be respectful and be inspiring. Developed in 2014. (A special training regarding GP


On the Job

Training Off the Job Training

Culture)- Time period 2 days. Cool Way Learning-Youth

Mentors to Senior Employees (young employee will give ideas to CEO, about this Generations)

On Leaders and Non-Leaders

6. Performance Appraisal in GP:

Grameenphone is a performance based company. The performance of each employee is closely monitored by their immediate managers. If the broad objectives of the job are clearly understood by the Appraiser and the Appraise and the Action Plan along with the criterion of assessment is clearly agreed between them, appraisal should be a relatively easy task. If both parties are realistic, pragmatic, fair and objective in their evaluation of performance, there should be very little variation in their scoring and completion of the Performance Appraisal Form.


Figure: Yearly Performance Appraisal Model of GP (The only option to talk about Employee Directly)

Appraise:

The Appraise has to dispassionately analyze his/her performance and fill in the form with an attitude of trust and fairness in the judgment of the superior. In rating the overall performance, the Action Plan achievements will have 50% weight age. The quality of performance in

accomplishing the overall objectives of the job will have the other 50%weightage. The rating for overall performance will therefore have equal emphasis between specific tasks and the general objectives of the job. Management Staff Performance Appraisal Form will be provided in


Performance Appraisal Process of

GP

By Appraiser (Colleagues/ Other

Top level Employees, not immediate

supervisor because to avoid biasness)

By Appraise

Evaluation & Feedback

duplicate by the Appraiser to the Appraise. The Appraise will fill in the requisite places on the form and return one copy to the Appraiser.

Appraiser:

The Appraiser will first complete his part of the form and then fix a date for Appraisal Interview. The interview should be held in a relaxed and congenial atmosphere and the entries on the form should be gone through together item by item. There will no doubt be difference in perception of achievement and of performance on the job but the differences should be discussed in constructive manner so that any misunderstanding is removed and the gap in perception is narrowed down. The Appraiser will have the right to modify his remarks or to change his rating in the light of the Appraisal Interview but his original remarks and rating must remain legible. The Appraiser will then pass on the form to his superior who, if necessary, will revert back or else send the form to the General Manager, Corporate Services at Head Office for review by the Managing Director and consolidation. It is to be borne in mind by the Appraise that the ability to judge his/her own performance fairyland dispassionately, both with regard to the Action Plan as well as the overall performance, will be considered as a good managerial quality called objectivity. Appraiser, on the other hand, must make a realistic comparison between standards agreed and those achieved; and keep in view unanticipated constraints which could not have been overcome through other initiatives or innovative actions. Needless to emphasis that, rating of overall performance is not an exercise in numbers. The external and internal environment where the job was performed and the threats and opportunities that were encountered should be taken into account while determining the score. Above all, while judging the overall performance both parties must keep in view the performance during the


whole year and guard against the fact that recent issues and events may unduly influence their judgment. The Appraisal Rating will determine the quantum of Performance Bonus the Appraise will get and the level of Annual Increment of basic salary that will be applicable at the time of salary review in the following July.

GP Has a Culture of get training and do for employees by proving rewards:

7. Compensation:

Grameenphone is a performance oriented organization also they believe in employee equity. GP has a competitive salary structure.


Performance Rewards &

Recognation

Thank You Card for

Colleague- Thank u for

making it for me.

Performance Based Bonus

Performance Based Award

Quaterly and Yearly

Dialogue for Achivements

: Bravo/U made it.

Best Emploee of the Month

Survey by 3rd Party to Competitors

Compensation Package

Fix a Benchmark of Paid Compensation of Each

Position

Financial Benefits like: Insurance, Health Service (Hospital

Charge), Profit Share, Gain Share, Annual

Performance Bonus , Eid Bonus,Discount offers at Pizza Hut, Samsung so

on

Non-Financial Benefits:

Transportation, Day Care, Inhouse Gym, Inhouse Recreation

Service, Inhouse Coffee Corner

Figure: Compensation Structure of Grameenphone

8. Global Human Resource Management:

Devid Ulrich- Modern HR Guru developed a concept called “3 Legged

Concept”.Figure: Figure:Global Human Resource management Process of GP

9. Proposed HR Model For GP:


Survey by 3rd Party to Competitors

Compensation Package

Fix a Benchmark of Paid Compensation of Each

Position

Financial Benefits like: Insurance, Health Service (Hospital

Charge), Profit Share, Gain Share, Annual

Performance Bonus , Eid Bonus,Discount offers at Pizza Hut, Samsung so

on

Non-Financial Benefits:

Transportation, Day Care, Inhouse Gym, Inhouse Recreation

Service, Inhouse Coffee Corner

Center of Experties (Develops Idea and Program s)- Main

Office

Main Global Principal of HR in GP set Here- Spokes PersonOrganizational DevelopmentPeople DevelopmentCompensation and Benefits

Business Partner (Bridge)- Business Units/ Other Office

HR Tag with National and 13 Intenational offices, departments and Monitor it. Bridge with HR

Share Activities (Arrangement)-

Business Unit/Other Office

Who take cares of GP's administrative Activities-Food, Transport, Organization Policies.

Human Resource Planning Model:

Figure: Proposed Human Resource Planning Model for GP

Staffing Model for GP:


Figure: Proposed Staffing Model for GP

Training and Development Model


Figure: Proposed Training Model for GP


Performance Appraisal Model:

Figure: Proposed Performance Appraisal Model for GP


Compensation Model:

Figure: Proposed Compensation Model for GP


References:

1. Strategic Management of Human Recourses, Jeffrey A. Mello, 3rd

edition, 2011.2. Strategic Human Resource Management, Micheal Armstrong, 3rd

edition, 2006.3. Dr. Dewan Muhammed Humayun Kabir, Director (Administration),

Prime Minister’s Office.4. Raisuddin Ahmed, Assistant General Manager, Human Recources.5. Rezaur Rahman Nafiz, Culture & Eloyer Brand Manager, Center of

Expertise People and Organization Grameenphone.6. Allocation of Business among the different ministries and division,

Rules of Business, 1996, revised in 2012, Cabinet Division.7. http://www.pmo.gov.bd/8. http://www.mof.gov.bd/9. http://www.mopa.gov.bd/10. http://www.cabinet.gov.bd/11. https://info.undp.org12. http://www.pdcbd.org/13. www.bard.gov.bd/14. www.bpatc.org.bd15. http://www.skfbd.com/16. http://www.grameenphone.com/17. http://geert-hofstede.com/sri_lanka.html


http://geert-hofstede.com/sri_lanka.html

http://www.grameenphone.com/

http://www.skfbd.com/

http://www.bard.gov.bd/

http://www.pdcbd.org/

https://info.undp.org/

http://www.cabinet.gov.bd/

http://www.mopa.gov.bd/

http://www.mof.gov.bd/

http://www.pmo.gov.bd/

Appendix


term paper on strategic human resource management of prime minister's office (pmo), sk+f...

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