Banglalink Hr Preview

Orientation to the advertise &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- Chapter 1 Introductory billet 1. 1 livestock of the Study The make pass by on HR attention &038 program line of Banglalink is to be payed for Ms. Tasnima Aziza, material body Instructor, piece preference counseling, Institute of tune Administration, Jahangirnagar University. Ms. Tasnima or bothy authorized us to conduct the study of versatile functions of HR in an existing corpo station corporation to suffer our understanding of Human Resource prudence as for the partial fulfillment of BBA program. 1. 2 Studying Objectives 1. 2. 1 Broad quarry Understanding the features of HRM in real occupancy situation, going beyond the academic theories to founder our vexer and education in the lord musical comement. 1. 2. 2 Specific purpose widenment and developing the ideas of interrogative sentenceache practices observing the versatile integrated march es of Human Resource Man be onment under the association Banglalink. Identifying the communication channel nature of the HR functions is the encumbrance of our study. 1. 3 eye socket of the Study The stem depose non say eachthing nigh the immanent expert matter of the HR Programs (Database of recompense, reinforcement, feat estimation) of Banglalink.The embrace in addition does non cover elaborately HR naturalizeing because e rattling comp both has its own surreptitious treatforce preparation recipe. 1. 4 Limitations 1. 4. 1 Lack of HR rating stop As we ar in our very preparatory part of the HRM course, it is difficult for us to make the assessment much complete. 1. 4. 2 Restricted ara of teaching in that respect were somewhat restrictions to pose approaching to the breeding confidential by concern authority. 1. 5 modeology 1. 5. 1 Primary sources * unified oppugns were conducted to mountain involved in HR Management Team of Banglalink. Further, an unstructured oppugn was conducted to 1. 5. 2 Secondary sources * Annual bailiwick * Various frequentations * Website 1. 6 Report watch The report is organized n the side demarcation line structure- * Prefatory move * Report halal * Appended partitioning 1. 6. 1 Prefatory Parts It consists of title fly, title page, letter of transmittal, hold over of contents and executive summary. 1. 6. 2 Report Proper This is the principal(prenominal) body of thee report consisting of three parts with introduction and conclusion. Part 1- overview of banglalink consisting of 4 chaptersPart 2- staffing pledges 3 chapters Part 3- maintenance of makeance with misgivinger bureau 1. 6. 3 Appended Part It consists of references and a questionnaire. interpreter ONE An Overview of &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- Chapter 2 Outline of the governing body 2. 1 order Profile Banglalink qualification a deviation When Banglalink entered th e Bangladesh telecom diligence in February 2005, the scenario changed over iniquity with bustling shout becoming an extremely useful and inexpensive communication tool for mickle across all(a) segments.Within ane family of act, Banglalink became the fastest growing alert mover of the country with a growth rate of 257%. This milest integrity was fulfilld with innovative and attractive products and exercise tar finding the antithetic market place segments aggressive advance of ne iirk calibre and consecrated node guardianship and telling communication that aflamely connected customers with Banglalink. Banglalink is today the 2nd largest mobile hooker in the country and has recently celebrated with 1. 5 crore customers.Headquarters Bangladesh persistence telecommunicationmunicationsType in private HeldStatus Operating Location FM optic (Tiger House), take take aim-1, House SW (H) 04, Gulshan Avenue Gulshan precedent Town, Dhaka, 1212 C be Points Over 700 cust omer c ar points including 7 customer sales and c atomic number 18 Phone 880 9 885 770 Fax 880 8 827 265 Website www. banglalinkgsm. com 2. 2 History of the Company Sheba telecommunication (Pvt. ) Ltd. as granted license in 1989 to operate in the rural atomic number 18as of 199 upazilas. after it obtained GSM license in 1996 to extend its business to cellular mobile, radio telephone returns. It launched operation in the last quarter of 1997 as a Bangladesh-Malaysia give voice venture. In July, 2004, it was in induce that Egypt base Orascom Telecom is set to leverage the Malaysian stakes in Sheba Telecom with a hush-hush partake, as Sheba had failed to tap the business potentials in Bangladesh in the set-back place due to a chronic contention in the midst of its Malaysian and Bangladeshi partners. An correspondence was reached with Orascom worth US$25 million was finalized in hidden.The pact has been kept secret for sub judice reasons, considering monetary fallout an d because of the feud. The main reason for the undercover traffic was the joint venture agreement between the Bangladeshi and the Malaysian partners, which dictates that if any party sells its Sheba sh atomic number 18s, the other party founder enjoy the first secureeousness to buy that. Integrated blend in Ltd. (ISL), the Bangladeshi partner, was world officially shown as purchasing the shargons held by Technology Resources Industries (TRI) of Malaysia for $15 million. ISL so paid another $10 million to Standard Chartered verify to settle Shebas liabilities.In September, 2004, Orascom Telecom Holdings purchased vitamin C% of the shares of Sheba Telecom (Pvt. ) Limited (Sheba). It was acquired for US$60 million. Sheba had a base of 59,000 users, of whom 49,000 were regular when it was sold. afterward it was re-branded and launched its wait ons under the Banglalink brand on February 10, 2005. Banglalinks license is a countrywide 15- category GSM license and allow expir e in November, 2011. In March, 2008, Sheba Telecom (Pvt. ) Limited changed its take in as Orascom Telecom Bangladesh Limited, matching its cite go with name. 2. 3 Banglalink At a Glance 2. 3. 1 imaging of the Company Banglalink understands peoples studys outflank and bequeath create and deliver give up communication wait ons to break its peoples life and make it easier. 2. 3. 2 delegacy of the Company Banglalinks success is ground on a saucer-eyed care Bringing mobile telephone to the masses by reducing hit cost of buying and using mobile phones Banglalink changed the mobile phone status from high life to a necessity and brought mobile telephone to the oecumenic people of Bangladesh and make a place in their hearts. 2. 3. 2 value of the Origination The mobile phone has compel the symbol for the positive change in Bangladesh.This positive change that is quite correctly attri neverthelessed to Banglalink, has become the corporate coifing of Banglalink and is tra nslated in their slogan devising a difference or din bodol. making a difference is not only in the telecom labor, precisely also by means of its products and services, to the lives of its customers. This corporate stance of making a difference has been reflected in everything Banglalink does. 2. 4 Employee Overview 2. 4. 1 Employee Portfolio Company Size 5,000 lockees 2,000 are draw a bead on employees and the rest are in submit commonplace subcontract Titles jitney 11%executive 10% Engineer 8% zonary Sales Manager 6% senior(a) Engineer 5% Median grow 28 years Gender potent 89% Female 11% 2. 4. 2 Management Team managing theatre director &038 pass executive policeman ahmed abou doma chief financial businessr mohamed hassan osman chief technical officer ahmed fady chief commercial officer asher yaqub caravanserai sales director arif mehmood malik customer care director muhammad arshad humanity picks &038 administration director tarek beram head of pmo &038 su pply chain abdus saboor egulatory &038 legal affairs director zakiul islam in spend a pennyation engineering science director nizar el-assad company secretary m nurul alam 2. 5 Organization social body Structure fork upd by Banglalink it egotism. It is here by note that, HR director holds two practicable dept. under his direct supervision. &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- Chapter 3 Human Resources &038 Administration 3. 1 HR Mission the real tigers behind the stripes We, at Banglalink, believe that our team upwork is our greatest asset. recyclable contri onlyions make by each unmarriedist act us that much closer to our goals.The Banglalink family is make up of a group of impassioned exclusives, uniquely qualified from diverse disciplines only running(a) towards our vision. Thus, Banglalink has delineated their HR mission regarding their employees and customers. 3. 2 HR Dept. and Divisions The Human Resource plane section of Banglalink has three reciprocation sections under break of the Head of the Department. 1. wages and Benefits 2. Employees dealings 3. organisational education (Commercial and Sales) 4. organisational Development (IT) stipend and benefit department show enliven on the employee reward or stipend and other benefits.They approve swan leave, yearly leave and other fringe benefits of the employee. The company gives their employee an development at the end of the year based on their carrying into action assessment and the recommendation of their line music director. The second department is employee transaction. They deal with the employee demeanor with their superiors. They also train their employees if indigenceed. In some cases, Banglalink borrow trainers from abroad to train their employees. The presidential termal education has two contrary divisions. One deals with the using of entanglement and other IT.The other division deal with sales and other commercial aspects. The more or less widely criticized service of Banglalink is its network coverage. So they direct created separate department of HR to keep their IT accompaniment in unvarying construction. Head of Human Resources Compensation &038 Benefits Manager Compensation &038 Benefits ripened administrator administrative Assistant Employees Relations Manager Employees Relations executive director Employees Relations Senior Executive Employees Relations Executive presidencyal Development Manager Organizational Development Senior Executive Organizational Development ExecutiveOrganizational Development Manager Organizational Development Assistant Manager Organizational Development Executive NEW organization chart for Human Resources department paysheet Senior Executive &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- Chapter 4 SHRM sentiency of Banglalink The Strategic Human imagination caution literature is increasingly concerned with whether human resources toilette be source of emulous emolument. More recently, this literature has begun to draw from the resource based view of strategy. Banglalink believes that teamwork is their greatest asset.Useful contributions do by each individual bring that much closer to our goals. The Banglalink family is made up of a group of ablaze individuals, uniquely qualified from diverse disciplines but working towards our vision. Thus, Banglalink re contract on the plan of Human Resource Competencies within a human resource-capability (RC type) view of strategy to devise their strategic post for HRs in and out-of-door the origination. It is worth noting to the traditional situational-contingency perspective. nettly, Banglalinks RC model sees their HRs and capabilities as a driver for their strategy. &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212 Chapter 5 HR Policies in a spheric Extent Banglalink ensures for the tigers/tigress * afriendly, professional and inversely supportive surround that encourages our people to develop their potentials to an optimal level. * atrue smell of professionalism that can be found in all world-class multinational companies. * team oriented professionals, who contribute to the greater substantial of the organization by their participation in ending making situations. * a dodge which recognizes and rewards groups as salubrious as individuals for their lying-ins and contributions to the company.By developing their policies in the future(a) sectors- * work force readying * recruitment (some cartridge holders separated into tie and survival) * Induction, Orientation and On-boarding * Skills trouble * facts of life and instruction * HR military unit administration * Compensation in wage or salary * Payroll (sometimes assigned to accounting kinda than HRM) * Employee benefits administration * Personnel cost think * runance assessment * Labor relations PART Two St affing &038 deedforce mean &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- Chapter 6 Strategic HR preparation and think over Analysis 6. The Overall shoot for Banglalink developed the bonding aspirations for their strategic HR planning. * Ensure adequate human resources to acquire the strategic goals and operational plans of an organization the responsibility people with the right achievements at the right time. * Identified and minimised capability risks. * Skill cultivation and in peeation policies and practices are linked to strategy. * stay on flexible so that an organization can manage change if the future is contrastive than anticipated 6. 2 The strategic HR planning carry out Banglalink passs the received quartette clapperclaws to develop their HR planning model. Assessing the circulating(prenominal) HR electrical condenser * prophecy HR indispensabilitys * to-do abbreviation * growth HR strategies to support organizat ional strategies 6. 2. 1 Assessing current HR capacity establish on its strategic plan, the first gradation in the strategic HR planning deal is to assess the current HR capacity of the organization. The knowledge, skills and abilities of the current staff need to be identified. This can be make by developing a skills list for each employee. The skills inventory should go beyond the skills needed for the particular smirch. List all skills each employee has demonstrated.For example, recreational or volunteer activities may involve special skills that could be relevant to the organization. Education levels and certificates or additional provision should also be included. tog up Analysis During this descriptor, a company begins to canvass and consider at what skills, knowledge and abilities are available internally, and where shortages in impairment of people skills or equipment may exist. Organization begins to fail its outer environment, its strength and weaknesses, it s opportunities and threats, in terms of whether they can be achieved with the current organizational resources. . 2. 2 Forecasting HR requirements The succeeding(a) step is to forecast HR of necessity for the future based on the strategic goals of the organization. Realistic predict of human resources involves estimating some(prenominal) demand and supply. Questions to be answered include * How galore(postnominal) staff go away be bring forward for to achieve the strategic goals of the organization? * What ancestrys bequeath need to be filled? * What skill sets will people need? When forecasting demands for HR, Banglalink HR professionals also assess the challenges that it will founder to meet its staffing need based on the external environment. 6. 2. 3 Gap analysisIn The next step, HR personnel determine the gap between where it wants to be in the future and where they are now. The gap analysis includes identifying the number of staff and the skills and abilities ask in the future in comparison to the current situation. They also look at all its HR solicitude practices to identify practices that could be improved or naked as a jaybird practices needed to support the organizations capacity to move forward. 6. 2. 4 Developing HR strategies to support organizational strategies The five core HR strategies for meeting an organizations necessarily in the future followed by Banglalink. . Restructuring strategies 2. ascertaining and development strategies 3. recruitment strategies 4. Outsourcing strategies 5. Collaboration strategies 6. 3 Job analysis A crinkle analysis is a step-by-step specialation of an commerce gravels requirements, functions, and procedures. Just as a origin cannot blossom into a flower unless the grease is properly stand upd, many human resource management (HRM) practices cannot blossom into competitive advantage unless grounded on an adequate channel analysis. 6. 4 Purpose of the Job AnalysisThe HR department of Bangl alink conducts job analysis to prepare job description and job specification which in turn befriends to hire the right quality of workforce into the organization. * The general suggest is the job and compensation plans. * Establishing fair and effective hiring practices * Developing educate and appraisal programs * bettering uses 6. 5 Information Collection for Job Analysis The Different Types of Job contented Information Broad Level prevail or Duty * commentary The major force fields of the job-holders responsibility. Example A professors functions are teaching, research, and service to the university/community. Intermediate Level Task * explanation What a worker does when carrying out a function of the job it is an practise that results in a specific product or service. * Example The function of teaching requires a professor to perform several(prenominal) capers deal lecturing, giving/grading exams, and meeting with students. Work Behavior * Definition An important ac tivity that is not problem specific such behavior is engaged in when execute a variety of tasks. Example communicatinga professor engages in this behavior when performing several tasks, such as lecturing and meeting with students. Specific Level Subtasks * Definition The steps carried out in the completion of a task. * Example The task of providing lectures consists of several subtasks, such as indicant the text and other relevant materials, decision making on what information to convey, and determining how this information can be communicated in a clear and interesting manner. Critical Incidents * Definition Specific activities that distinguish effective from inefficient job effect. Example The professor uses several examples when explaining difficult concepts. 6. 6 Key Factors in Job Analysis Task identities 1. renewal 2. Responsibility 3. Autonomy 4. Working environment 5. Recognition and support 6. Outcomes &038 proceeding measures 6. 7 Sources of Data Information ass ociated with a job analysis can be gained from the following sources * supervisory program/ coach-and-four of the proposed/established position, * the current incumbent (or a staff fellow member who has undertaken the duties in the past), * team members of the proposed/established position, a staff member from another work area with a similar position, * managers who employ similar positions, * act plans and key consummation indicators of current incumbent, * workforce plans, * program timetables or customer feedback forms, * student valuations, and * HR staffs. 6. 8 Data Analysis During the analysis phase the following should be included * company the tasks into operational areas, eg. parade enrolment forms and respond to student enquiries should be under the functional heading of Student Administration. * Eliminate all un unavoidable and wasteful activities. Simplify unnecessarily complex activities or procedures. * List the functional areas in order of greatness. &8212&82 12&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- Chapter 7 Recruitment and considerion Employees Recruitment is the process of seek sources for job candidates and attracting qualified candidates for jobs in the public or private sector. It is a process by which the needed personnel are found and they become interested to carry for the vacant post. The picking Process is the process of choosing from among available applicants who are most apt(predicate) to successfully perform a job.The objective the choice process is to choose the individual who can successfully perform the job from the pool of qualifies candidates. 7. 1 Recruitment &038 selection process flowchart Organization lazy or new position occurs Perform job analysis &038 plan recruiting effort Generate applicant pool via internal or external recruitment methods evaluate applicants via selection Process process Select applicants Make offer 7. 2 Recruitment process of Banglalink 7. 2. 1 Recru itment Goals Banglalink has recognize the following recruitment goals over their competitors to achieve their HR Vision and Mission. Attract exceedingly qualified applicants. * Attract applicants willing to guide offers. * Fill vacancies quickly. * Fill vacancies at stripped-down cost. * ask people who perform well. * Hire people who will continue with the organization. 7. 2. 2 Sources of Recruitment Recruitment sources are change integrity by two parts 1. inhering sources of recruitment Promoting employees is an internal source of recruitment. 2. outdoor(a) sources of recruitment the external sources of recruitment are- advertizement Advertisement is prepared by Banglalink for publication in the national Daily newspaper. earnings RecruitingBanglalink use the internet to recruit new employees by adding a recruitment fragment to their web site. Employment agency eonncies handle PeopleScape help Banglalink to find the require-skilled employee. 7. 2. 3 Issuances of call into question Card After receiving the application Banglalink prepares necessary database of the candidates and after screening the applications they issue invitation throwaway by normal mail but in case of emergency currier service used, or oppugn schedule should be known to the candidates over telephone. On the floor of resume military rating, ratings are made as per the weight age chart. . 3 Selection Process of Banglalink 7. 3. 1 Interview Method Interview-1 Short listed candidates are called for question-1. In this step a panel of concerned managers and experts will interview the incumbent. Result of the interview-1 is published in the Company Notice Board. Interview-2 The selected candidates from the first interview-1 are called for a second interview which will be taken by the head of the department and head of the human resource. last interview The candidates who approved from the interview-2, is called the final interview. Final interview is taken by get hold ofor. topical anaestheticisationBanglalink gather necessary documents and sends the selected candidates to his/her respective department for placement. 7. 3. 2 Present Condition close Selection Procedure of Banglalink (For the contractual employees to be eternal worker) The company selects qualified Personnel/Specialized officer/Junior executives on the basis of some relevant tests based on the following manner. &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- Chapter 8 Training and Development Training is important for an organization because every organization ineluctably stable, adroit and put throughd people to perform its actions.Employee rearing is a learning experience. Basically employee readying is present-oriented training that focuses on individuals current jobs, enhancing those specific skills and abilities to immediately perform the jobs. Training is now considered as more of retention tool than a cost. The training system in Banglades hi Industry has been changed to create a smarter workforce and mother the best results. 8. 1 Training and Development process of BANGLALINK Banglalink is the second largest mobile factor in our country. For their employee training they follow both * On-the-job method and Off-the-job training method. 8. 1. 1 On-the-job training is when an employee learn the through his/her daily work and also learn from a mentor. May be the manager or immediate senior to the employee can take over this task. Slowly he learn well-nigh his position understandably and also the method that the organization follow to accomplish their activities. This organization assembles a carrying out appraisal after a accredited period of time. And to assess their employee performance they follow the susceptibility Gap Analysis. nowadays there are two categories of competencies mandatory to do the internal tasks. Core Competency- the grassroots requirements for a job. For example -communication skills -team wo rk -fluency in English speaking etceteratera 2 Technical Competency- if there is any technical eligibility needed for a particular position This analysis is sort of self analysis. The manager gives the employees specific categories and asks to evaluate themselves in those categories. They have certain parameters the likes of * Unacceptable (U) * require utility (NI) * Meet anticipation (MI) * sink Expectation(EE) * Outstanding (O) The manager assesses these results and made their decision that if the employee needs any training.Then they report to the HR about the number of employees need training. If an employee is overlook of core competency then the management arrange for a training internally. 8. 1. 2 Off-the-job training And if it is for a high level position or lack of technical competency then the HR arrange for an Off-the-job training. 8. 2 Outsourcing There are some organizations that provide corporate training. Banglalink outsources these organizations and arrange the training program. They segregate their employees in different batches if the number is elevated and place different time schedule for them.HOLISTIC, AAMRA are two organizations who provide training for the employees of Banglalink. PART trinity Sustaining Sky-scraping Performance Performance Management &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- Chapter 9 Performance Management Every year, employees of Banglalink experience an evaluation of their past performance. There is a one hour loose discussion between employees and their supervisors. This evaluations lead to some direct effects to their work lives. Based on the result they get increment, publicity or assistance in personal development areas for which the employee needs training.The performance management system serves three purposes that are designed to support employees, appraisers and organization. 9. 1 assessment They follow a common appraisal process. The chart under shows th e appraisal process Banglalink follow the Competency GAP Analysis to measure the performance of their employees. There is a number of traits and a range of performance for each power point of each trait. It is used to identify the hit that best describes the employees level of performance. 9. 2 Who does the Appraising? Generally the immediate supervisor does the appraising in Banglalink.First, they arrange self rating for the employees. Based on the self rating, their past behaviors and information from their peers, the supervisors submit the appraisal to the head of the department. 9. 3 Frequency of Appraisal The performance occurs two times in a year. The first evaluation occurs at the end of the year and according to the evaluation the company announces the name of the promoted employees. Another evaluation take place in the core of the year and the worthy employees get promoted. On the other hand, the employees get only one increment in a year.This way the company tries to ke ep total performance of their employees. 9. 4 The Appraisal Interview The appraisal interview is through with(p) for comparing the evaluation and employees expectation about their performance. The appraisal interview can be four types * Satisfactory- promotable * Satisfactory- not promotable * Unsatisfactory- correctable * Unsatisfactory- uncorrectable In this interview session the superior encourage the employee to chew up about his expectation, if he aspects any promotion or have a effective evaluation which will lead into a better payment.Sometimes if the employee has a bighearted evaluation and had been criticized for his past action that is in the correctable category, the supervisors aim is to lead the interview such a way that it will improve the interviewees performance in near future. If an employee is in the uncorrectable category the supervisor will warn him informally and if that doesnt work he will proceed for a written warning. &8212&8212&8212&8212&8212&8212&8212& 8212&8212&8212&8212&8212&8212&8212&8212&8212- Chapter 10 Career Management Generally the responsibility to managing a public life belongs to an individual. There was time when employment with a reputed firm actually meant lifelong employment.at once with intense competition everywhere, coupled with scotch changes sweeping the world, companies are aggressively move the strategies for acquisition, divestment, down-sizing, outsourcing, and synergy through alliances. In such an uncertain environment, it is ultimately the responsibility of the individual to decide and make choices to pursue a desired public life. An organization can at best support an individuals race aspirations if it falls in line with its business goals. 10. 1 procedure of HR Employee loyalty to the company is high when the job fulfills intrinsic needs and personal goals of the employees.By assisting an individual in planning his life and providing opportunities for career development, Banglalink ensures high er loyalty and productivity from employees. The HR professionals of Banglalink match and support career expectation of high performers with organizational requirements. few of the ways in which this has been make is shown down the stairs * Mentoring- through which the organization create circumstance for directing careers of youngsters * Enriching the jobs Encourage people to forever redesign the work procedures * Job rotations in line with individual apability and company requirements * Providing organization wide, team based and individual learning opportunities * Taking stock of future leaders requirements and designing the career running of capable and performing individuals * Design developmental programs that improve the employability of the people and engage them with challenging assignments 10. 2 bureau of Individual and Organization Role of an individual and that of an organization with respect to some of the aspects of individual carreer planning is brought out d own the stairs Individual and organizational role in career managementKey scene Individual role Organizational Role Goal seting (by an indiviual) Developing and gaining clarity on long term goal * Managing the expectations realistically * clarifying possibilities of knowledge based and hierarchic based goals Action planning(by an individual) Planning and eon of jobs to be taken up, companies or industry to be targeted, and other developmental needs * Support individual plan through movement along the career channel * Job rotations, advancements, problem solving assignments etc. Mentoring &038 coaching (by the org. Learn from the experience and insights of mentors / coaches * array individuals to the company set * provide informal guidance about building career within the organization Assessment (by individual &038 org) Learn about present visibleness and gaps that need to be fulfilled in the long run * assess values synchronization, performance, potential and likely car eer path Development (by the individual &038 org. ) Obtaining external certifications as authentication of skills possessed * Honest performance appraisals, providing opportunity to implement learning for organizational benefit Challenging work (by the org. focus on de-bottlenecking processes, thus keeping the particle of challenge in the work breathing * opportunity to participate in various task forces to solve real time business problems * exposure to new business improvement tools &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- Chapter 11 Compensation 11. 1 Category of Compensation Banglalink provides a mercenary compensation package for their employees. The category of compensation can be two types * Direct financial payments * Indirect financial payments 11. 1. 1 Direct financial Payments This is a form of payments which is in the form of Wages * Salaries * Bonuses * Overtimes etc. 11. 1. 2 Indirect financial Payments This form of payment consists of financial benefits such as * Insurance- they provide wellness insurance for the employees * Transport- for call center agents Banglalink provide transportation service as the agents have to perform night duty. * House- the company provide house for its higher level employees 11. 2 Compensation Process The compensation process is based on four particular degrees. Requirement compass point of compensation Outstanding Exceed Expectation Meet Expectation Need Improvement 1. 3 Employee Benefits Banglalink provides benefits to their employees according to the Government Rules. The employees have health insurance, they get a good payment, they get bonuses and increments etc. The employees obtain vacations like * Sick pull up stakes * Casual Leave * Annually Earned Leave * maternity Leave (for women) &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- Chapter 12 wellness and natural rubber The terms health, base hit and security are clo sely related to each other. Health is the general dry land of well being. It not only includes natural well being, but also emotional and mental well being.Safety refers to the act of protecting the physical well being of an employee. It will include the risk of accidents caused due to machinery, fire or diseases. Security refers to protecting facilities and equipments from unauthorized access and protecting. For smooth functioning of an organization, the company ensures natural rubber and security of its employees. Health and asylum form an integral part of work environment. A work environment enhances the well being of employees and thus accident free. 12. 1 HR Responsibility In Banglalink the responsibility of employee health and gumshoe falls on the supervisors or HR manager.The HR manager help in coordinating gumshoe programs, making employees aware about the health and safety policy of the company, conduct formal safety training, etc. Responsibilities of managers * Monit or health and safety of employees * Drug testing * Coach employees to be safety conscious * Investigate accidents if happens * publish about safety policy to employees 12. 2 Supervisors Responsibility The supervisors and departmental heads are answerable for allegeing safe working conditions. They are prudent for * Provide technical training regarding legal profession of accidents * Coordinate health and safety programs Train employees on handling facilities an equipments * Develop safety reporting systems * Maintaining safe working conditions again the company provides health insurance to their employees. They also arrange a monthly increment system in case of an employee is sick and also provide sick leave to the employee. &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- Chapter 13 Employment Method 13. 1 Promotion For promotion Banglalink give importance to those employees who perform well. An employee cant get promotion unless his job lengt h is one year in the company. 13. 2 carry-over of EmployeesTransfers take place when its needed. Banglalink has their office in the six divisions around Bangladesh. They give importance to the origin of the employees. Suppose, an employees permanent address is in Rajshahi, so if they take a decision to transfer that employee they will give priority to Rajshahi. 13. 3 privacy The company observes its 5th anniversary few days ago. The company is young and the highest age of employees is 40 years in an average. withal they have not planned for retreat procedure. Concluding Part &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212-Chapter 14 hint Up 14. 1 Conclusion return over the last years have been fuelled with innovative products and services targeting different market segments, aggressive improvement of network quality and dedicated customer care, creating an extensive dissemination network across the country, and establishing a backbreaking bran d that emotionally connected customers with Banglalink. It made them possible only for their SHRM skill and their dedicated relationship manager who provides the employees with personalized HR care and innovative-proactive management round the clock. 14. Criticisms Banglalink ab initio failed to expand its EEO opportunities pace of employees with increased add up of subscribers. This is because Banglalink was the fastest growing mobile operator at that time in the solid world. It has the record of violating the Employment Act of Age Discrimination and Employment Act for Women. However, the state of affairs is getting better now-a-days. They are investing to improve their EEO prospects especially in gender and tribal segments. References Contact persons Md. Farhad Hossain Dept. of quality Assurance, Banglalink Shiban MahmudHR Senior Executive, Human Resource, Bangallink Website www. banglalinkgsm. com http//www. linkedin. com/companies/banglalink Appendices &8212&8212&8212&8212&8 212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- Questionnaires 1. How does the companys mission and vision mold/affect the employee? 2. Are there any divisions under Human Resource Department? 3. If yes, how they are related with the functional HR dept.? 4. Is there any formal/conventional structure for the HR Department? 5. How does the HR Structure affect the Mission and Vision of the company? 1. What are the future directions/objectives of the local area? . What are the responsibilities of the position? 3. Is the position academic or professional/general (does the role require knowledge of the teaching and learning environment)? 4. What is the length of appointment and/or service fraction? 5. What are the specific tasks and how will they be done? 6. wherefore do they need to be done? 7. What impact will there be on other positions in the area? 8. Where will the work be done? (physical location) 9. Who are the clients and what are their needs? 10. How the work is so on organized? 11. Who will the position report to? 12.Will any positions report to this position? 13. What is the minimum knowledge and skills required to do the position? 14. What equipment or working aids are required? 1. What are the recruitment goals of banglalink does keep up? 2. Sources of recruitment? 3. Are there any external sources of recruitment process? 4. What are the components of selection process the banglalink does sustain? 5. Who conduct the interview? 6. What are the selection processes of contractual employees to be permanent employee? 1. What types of training program are you using to enhance your employees skills &038 abilities? . How would you determine the needs of training of an employee to do certain task? 3. Is there any outsourcing organization that provides training for the employees of banglalink? 4. Does banglalink think that there is any requirement of cross-cultural training program for the employees to deal with the on-going globalization process? 1. How does banglalink manage their performance appraisal process for the employees? 2. Is there any absolute appraisal method that banglalink is currently following? 3. How does HR dept. monitor their employees performance &038 evaluate or measure them? . time managing the performance assessment, does the decisions may become emotional or focus on the process? 1. What types of reward system does the HR dept. maintain with their employees? 2. How does banglalink relate the motivational factors with their compensation programs? 3. either special cases of compensation or reward programs? 4. Is there any govt. influence on compensation administration? 5. What is the employee benefits HR dept. does provide the employees? 6. Is there any current employee licitly considered necessary benefit the HR dept. is dealing with? . What does banglalink think about career management from the perspective of the company? 2. What kind of role does the HR dept. play in career development of an employ ee? As a mentor or advisor? 3. Does the company arrange career workshops or carry out career counseling? 1. What types of promotional decisions does the HR dept. capture? 2. How does they manage employee transferring for the betterment of the geo-expand of the companys service? 3. What are the retirement policies that the company does follow? 4. Whats about managing employee turnover