Banglalink Hr Preview

Orientation to the Report ————————————————- Chapter 1 Introductory Part 1. 1  Ã‚  Ã‚   Origin of the Study The report on HR Management & Development of Banglalink is to be conducted for Ms. Tasnima Aziza, Course Instructor, Human Resource Management, Institute of Business Administration, Jahangirnagar University. Ms. Tasnima orally authorized us to conduct the study of various functions of HR in an existing corporate company to develop our understanding of Human Resource Management as for the partial fulfillment of BBA program. 1. 2  Ã‚  Ã‚   Studying Objectives 1. 2. 1 Broad objective Understanding the features of HRM in real business situation, going beyond the academic theories to develop our career and education in the professional organization. 1. 2. 2 Specific objective Learning and developing the ideas of business practices observing the various integrated proces ses of Human Resource Management under the company â€Å"Banglalink†. Identifying the business nature of the HR functions is the core of our study. 1. 3 Scope of the Study The report cannot say anything about the internal technical matter of the HR Programs (Database of compensation, reward, performance appraisal) of Banglalink. The report also does not cover elaborately HR planning because every company has its own secret workforce planning recipe. 1. 4 Limitations 1. 4. 1 Lack of HR evaluation experience As we are in our very preparatory part of the HRM course, it is difficult for us to make the assessment more complete. 1. 4. 2 Restricted area of information There were some restrictions to have access to the information confidential by concern authority. 1. 5 Methodology 1. 5. 1 Primary sources * Structured interviews were conducted to people involved in HR Management Team of Banglalink. Further, an unstructured interview was conducted to 1. 5. 2 Secondary sources * Annual report * Various publications * Website 1. 6 Report Preview The report is organized n the following structure- * Prefatory Parts * Report Proper * Appended Part 1. 6. 1 Prefatory Parts It consists of title fly, title page, letter of transmittal, table of contents and executive summary. 1. 6. 2 Report Proper This is the main body of thee report consisting of three parts with introduction and conclusion. Part 1- overview of banglalink consisting of 4 chapters Part 2- staffing includes 3 chapters Part 3- maintenance of performance with career management 1. 6. 3 Appended Part It consists of references and a questionnaire. PART ONE An Overview of ————————————————- Chapter 2 Outline of the Organization 2. 1 Company Profile Banglalink – making a difference When Banglalink entered the Bangladesh telecom industry in February 2005, the scenario changed overnight with mobile telephony becoming an extremely useful and affordable communication tool for people across all segments. Within one year of operation, Banglalink became the fastest growing mobile operator of the country with a growth rate of 257%. This milestone was achieved with innovative and attractive products and services targeting the different market segments; aggressive improvement of network quality and dedicated customer care; and effective communication that emotionally connected customers with Banglalink. Banglalink is today the 2nd largest mobile operator in the country and has recently celebrated with 1. 5 crore customers. Headquarters BangladeshIndustry TelecommunicationsType Privately HeldStatus Operating| Location FM Center (Tiger House), Level-1, House: SW (H) 04, Gulshan Avenue Gulshan Model Town, Dhaka, 1212 Care Points Over 700 customer care points including 7 customer sales and care Phone 880 9 885 770 Fax 880 8 827 265 Website www. banglalinkgsm. com 2. 2 History of the Company Sheba Telecom (Pvt. ) Ltd. as granted license in 1989 to operate in the rural areas of 199 upazilas. Later it obtained GSM license in 1996 to extend its business to cellular mobile, radio telephone services. It launched operation in the last quarter of 1997 as a Bangladesh-Malaysia joint venture. In July, 2004, it was reported that Egypt based Orascom Telecom is set to purchase the Malaysian stakes in Sheba Telecom through a hush-hush deal, as Sheba had failed to tap the business potentials in Bangladesh mainly due to a chronic feud between its Malaysian and Bangladeshi partners. An agreement was reached with Orascom wo rth US$25 million was finalized in secret. The pact has been kept secret for legal reasons, considering financial fallout and because of the feud. The main reason for the undercover dealing was the joint venture agreement between the Bangladeshi and the Malaysian partners, which dictates that if any party sells its Sheba shares, the other party will enjoy the first right to buy that. Integrated Services Ltd. (ISL), the Bangladeshi partner, was being ‘officially’ shown as purchasing the shares held by Technology Resources Industries (TRI) of Malaysia for $15 million. ISL then paid another $10 million to Standard Chartered Bank to settle Sheba's liabilities. In September, 2004, Orascom Telecom Holdings purchased 100% of the shares of Sheba Telecom (Pvt. ) Limited (â€Å"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 services under the â€Å"Banglalink† brand on February 10, 2005. Banglalink’s license is a nationwide 15-year GSM license and will expire in November, 2011. In March, 2008, Sheba Telecom (Pvt. ) Limited changed its name as Orascom Telecom Bangladesh Limited, matching its parent company name. 2. 3 Banglalink – At a Glance 2. 3. 1 Vision of the Company Banglalink understands people’s needs best and will create and deliver appropriate communication services to improve its people’s life and make it easier. † 2. 3. 2 Mission of the Company Banglalink’s success is based on a simple mission: â€Å"Bringing mobile telephony to the masses by reducing total cos t of buying and using mobile phones† Banglalink changed the mobile phone status from luxury to a necessity and brought mobile telephone to the general people of Bangladesh and made a place in their hearts. 2. 3. 2 Values of the Origination The mobile phone has become the symbol for the positive change in Bangladesh. This positive change that is quite correctly attributed to Banglalink, has become the corporate positioning of Banglalink and is translated in their slogan â€Å"making a difference† or â€Å"din bodol†. â€Å"making a difference† is not only in the telecom industry, but also through its products and services, to the lives of its customers. This corporate stance of â€Å"making a difference† has been reflected in everything Banglalink does. 2. 4 Employee Overview 2. 4. 1 Employee Portfolio Company Size| 5,000 employees; 2,000 are direct employees and the rest are indirect | Common Job Titles| Manager| 11%| Executive| 10%| Engineer| 8%| Zonal Sales Manager| 6%| Senior Engineer| 5%| | | | Median Age| 28 years| Gender| Male| 89% | Female| 11%| | 2. 4. 2 Management Team managing director & chief executive officer|  »Ã‚  ahmed abou doma| chief financial officer|  »Ã‚  mohamed hassan osman| chief technical officer|  »Ã‚  ahmed fady| chief commercial officer|  »Ã‚  asher yaqub khan| sales director|  »Ã‚  arif mehmood malik| customer care director|  »Ã‚  muhammad arshad| human resources & administration director|  »Ã‚  tarek beram| head of pmo & supply chain|  »Ã‚  abdus saboor| egulatory & legal affairs director|  »Ã‚  zakiul islam| information technology director|  »Ã‚  nizar el-assad| company secretary|  »Ã‚  m nurul alam| 2. 5 Organization Structure Structure provided by Banglalink itself. It is here by noted that, HR director holds two functional dept. under his direct supervision. ——————————â€⠀Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€- Chapter 3 Human Resources & Administration 3. 1 HR Mission â€Å"the real tigers behind the stripes! † â€Å"We, at Banglalink, believe that our teamwork is our greatest asset. Useful contributions made by each individual bring us that much closer to our goals. The Banglalink family is made up of a group of passionate individuals, uniquely qualified from diverse disciplines but working towards our vision. † Thus, Banglalink has delineated their HR mission regarding their employees and customers. 3. 2 HR Dept. and Divisions The Human Resource Department of Banglalink has three departments under control of the Head of the Department. 1. Compensation and Benefits 2. Employees Relations 3. Organizational Development (Commercial and Sales) 4. Organizational Development (IT) Compensation and benefit department show interest on the employee reward or compensation and other benefits. They approve sick leave, annual leave and other fringe benefits of the employee. The company gives their employee an increment at the end of the year based on their performance appraisal and the recommendation of their line manager. The second department is employee relations. They deal with the employee behavior with their superiors. They also train their employees if needed. In some cases, Banglalink borrow trainers from abroad to train their employees. The organizational development has two different divisions. One deals with the development of network and other IT. The other division deal with sales and other commercial aspects. The most widely criticized service of Banglalink is its network coverage. So they have created separate department of HR to keep their IT support in continuous construction. Head of Human Resources Compensation & Benefits Manager Compensation & Benefits Senior Executive Administrative Assistant Employees Relations Manager Employees Relations Executive Employees Relations Senior Executive Employees Relations Executive Organizational Development Manager Organizational Development Senior Executive Organizational Development Executive Organizational Development Manager Organizational Development Assistant Manager Organizational Development Executive NEW organization chart for Human Resources department Payroll Senior Executive ————————————————- Chapter 4 SHRM Awareness of Banglalink The Strategic Human resource management literature is increasingly concerned with whether human resources can be source of competitive advantage. 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 made by each individual bring that much closer to our goals. The Banglalink family is made up of a group of passionate individuals, uniquely qualified from diverse disciplines but working towards our vision. Thus, Banglalink refocus on the conception of Human Resource Competencies within a human resource-capability (RC model) view of strategy to articulate their strategic role for HRs in and outside the origination. It is worth noting to the traditional situational-contingency perspective. Finally, Banglalink’s RC model sees their HRs and capabilities as a driver for their strategy. ———————————————— Chapter 5 HR Policies in a Global Extent Banglalink ensures for the tigers/tigress * a  friendly, professional and mutually supportive environment that encourages our people to develop their potentials to an optimal level. * a  true quality of pro fessionalism that can be found in all world-class multinational companies. * team oriented professionals, who contribute to the greater whole of the organization through their participation in decision making situations. * a  system which recognizes and rewards groups as well as individuals for their efforts and contributions to the company. By developing their policies in the following sectors- * Workforce planning * Recruitment (sometimes separated into attraction and selection) * Induction, Orientation and On-boarding * Skills management * Training and development * HR Personnel administration * Compensation in wage or salary * Payroll (sometimes assigned to accounting rather than HRM) * Employee benefits administration * Personnel cost planning * Performance appraisal * Labor relations PART Two Staffing & Workforce Planning ————————————————- Chapter 6 Strategic HR Planning and Job Analysis 6. The Overall Purpose Banglalink developed the following aspirations for their strategic HR planning. * Ensure adequate human resources to meet the strategic goals and operational plans of an organization – the right people with the right skills at the right time. * Identified and minimised capability risks. * Ski ll development and training policies and practices are linked to strategy. * Remain flexible so that an organization can manage change if the future is different than anticipated 6. 2 The strategic HR planning process Banglalink follows the conventional Four steps to develop their HR planning model. Assessing the current HR capacity * Forecasting HR requirements * Gap analysis * Developing HR strategies to support organizational strategies 6. 2. 1 Assessing current HR capacity Based on its strategic plan, the first step in the strategic HR planning process 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 done by developing a skills inventory for each employee. The skills inventory should go beyond the skills needed for the particular position. 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 training should also be included. SWOT Analysis During this phase, a company begins to analyze and look at what skills, knowledge and abilities are available internally, and where shortages in terms of people skills or equipment may exist. Organization begins to analyze its external environment, its strength and weaknesses, its opportunities and threats, in terms of whether they can be achieved with the current organizational resources. . 2. 2 Forecasting HR requirements The next step is to forecast HR needs for the future based on the strategic goals of the organization. Realistic forecasting of human resources involves estimating both demand and supply. Questions to be answered include: * How many staff will be required to achieve the strategic goals of the organization? * What jobs will need to be filled? * What sk ill sets will people need? When forecasting demands for HR, Banglalink HR professionals also assess the challenges that it will have to meet its staffing need based on the external environment. 6. 2. 3 Gap analysis In 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 required in the future in comparison to the current situation. They also look at all its HR management practices to identify practices that could be improved or new practices needed to support the organization's capacity to move forward. 6. 2. 4 Developing HR strategies to support organizational strategies The five core HR strategies for meeting an organization's needs in the future followed by Banglalink. . Restructuring strategies 2. Training and development strategies 3. Recruitment strategies 4. Outsourcing strategies 5. Collaboration strategies 6. 3 Job analysis A job analysis is a step-by-step specification of an employment position's requirements, functions, and procedures. Just as a seed cannot blossom into a flower unless the ground is properly prepared, many human resource m anagement (HRM) practices cannot blossom into competitive advantage unless grounded on an adequate job analysis. 6. 4 Purpose of the Job Analysis The HR department of Banglalink conducts job analysis to prepare job description and job specification which in turn helps to hire the right quality of workforce into the organization. * The general purpose is the job and compensation plans. * Establishing fair and effective hiring practices * Developing training and appraisal programs * Remedial uses 6. 5 Information Collection for Job Analysis The Different Types of Job Content Information Broad Level Function or Duty * Definition: The major areas of the job-holder's responsibility. Example: A professor's functions are teaching, research, and service to the university/community. Intermediate Level Task * Definition: What a worker does when carrying out a function of the job; it is an activity that results in a specific product or service. * Example: The function of teaching requires a professor to perform several tasks like lecturing, giving/grading exams, and meeting with students. Work Behavior * Definition: An important activity that is not task specific; such behavior is engaged in when performing a variety of tasks. Example: â€Å"Communicating†Ã¢â‚¬â€a 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 reading the text and other relevant materials, deciding 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 ineffective job performance. Example: â€Å"The professor uses several examples when explaining difficult concepts. † 6. 6 Key Factors in Job Analysis Task identities 1. Variety 2. Responsibility 3. Autonomy 4. Working environment 5. Recognition and support 6. Outcomes & performance measures 6. 7 Sources of Data Information associated with a job analysis can be gained from the following sources: * supervisor/manager of the proposed/established position, * the current incumbent (or a staff 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, * performance plans and key performance indicators of current incumbent, * workforce plans, * program timetables or customer feedback forms, * student evaluations, and * HR staffs. 6. 8 Data Analysis During the analysis phase the following should be included: * Group the tasks into functional areas, eg. Process enrolment forms and respond to student enquiries should be under the functional heading of Student Administration. * Eliminate all unnecessary and wasteful activities. Simplify unnecessarily complex activities or procedures. * List the functional areas in order of importance. —†”——————————————- Chapter 7 Recruitment and Selection Employees Recruitment is the process of seeking 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 apply for the vacant post. The Selection Process is the process of choosing from among available applicants who are most likely to successfully perform a job. The objective the selection process is to choose the individual who can successfully perform the job from the pool of qualifies candidates. 7. 1 Recruitment & selection process flowchart Organization Vacant or new position occurs Perform job analysis & 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 Recruitment Goals Banglalink has recognized the following recruitment goals over their competitors to achieve their HR Vision and Mission. Attract highly qualified applicants. * Attract applicants willing to accept offers. * Fill vacancies quickly. * Fill vacancies at minimal cost. * Hire people who perform well. * Hire people who will continue with the organization. 7. 2. 2 Sources of Recruitment Recruitment sources are divided by two parts – 1. Internal sources of recruitment: Promoting employees is an internal s ource of recruitment. 2. External sources of recruitment: the external sources of recruitment are- Advertisement Advertisement is prepared by Banglalink for publication in the national Daily newspaper. Cyberspace Recruiting Banglalink use the internet to recruit new employees by adding a recruitment section to their web site. Employment agency Agencies like ‘PeopleScape’ help Banglalink to find the require-skilled employee. 7. 2. 3 Issuances of Interview Card After receiving the application Banglalink prepares necessary database of the candidates and after screening the applications they issue invitation card by normal mail but in case of emergency currier service used, or interview schedule should be known to the candidates over telephone. On the basis of resume evaluation, 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 interview-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. Final interview: The candidates who approved from the interview-2, is called the final interview. Final interview is taken by Director. Placement: Banglalink gather necessary documents and sends the selected candidates to his/her respective department for placement. 7. 3. 2 Present Condition about Selection Procedure of Banglalink (For the contractual employees to be permanent worker) The company selects qualified Personnel/Specialized officer/Junior executives on the basis of some relevant tests based on the following manner. ————————————————- Chapter 8 Training and Development Training is important for an organization because every organization needs stable, trained and experienced people to perform its actions. Employee training is a learning experience. Basically employee training is present-oriented training that focuses on individual’s 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 Bangladeshi Industry has been changed to create a smarter workforce and yield the best results. 8. 1 Training and Development process of BANGLALINK Banglalink is the second largest mobile operator 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 about his position clearly and also the method that the organization follow to accomplish their activities. This organization arranges a performance appraisa l after a certain period of time. And to assess their employee performance they follow the†Competency Gap Analysis†. Now there are two categories of competencies required to do the internal tasks. Core Competency- the basic requirements for a job. For example -communication skills -team work -fluency in English speaking etc. 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 like – * Unacceptable (U) * Need Improvement (NI) * Meet Expectation (MI) * Exceed 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 lack of core competency then the management arrange for a training internally. 8. 1. 2 Off-the-job training And if it is for a higher 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 THREE Sustaining Sky-scraping Performance : Performance Management ————————————————- Chapter 9 Performance Management Every year, employees of Banglalink experience an evaluation of their past performance. There is a one hour informal discussion between employees and their supervisors. This evaluations lead to some direct effects to their work lives. Based on the result they get increment, promotion 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 Appraisal They follow a common appraisal process. The chart below shows the 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 degree of each trait. It is used to identify the score that best describes the employee’s 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 middle 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 keep good performance of their employees. 9. 4 The Appraisal Interview The appraisal interview is done 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 talk about his expectation, if he aspects any promotion or have a good evaluation which will lead into a better payment. Sometimes if the employee has a bad evaluation and had been criticized for his past action that is in the correctable category, the supervisor’s aim is to lead the interview such a way that it will improve the interviewee’s performance in near future. If an employee is in the uncorrectable category the supervisor will warn him informally and if that doesn’t work he will proceed for a written warning. ————————————————- Chapter 10 Career Management Generally the responsibility to managing a career belongs to an individual. There was time when employment with a reputed firm actually meant lifelong employment. Today with intense competition everywhere, coupled with economic changes sweeping the world, companies are aggressively pursuing 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 career. An organization can at best support an individual’s career aspirations if it falls in line with its business goals. 10. 1 Role of HR Employee loyalty to the company is higher when the job fulfills intrinsic needs and personal goals of the employees. By assisting an individual in planning his career and providing opportunities for career development, Banglalink ensures higher 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 done is shown below: * Mentoring- through which the organization create context for directing careers of youngsters * Enriching the jobs – Encourage people to continuously 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 leadership requirements and designing the career path of capable and performing individuals * Design developmental programs that improve the employability of the people and engage them with challenging assignments 10. 2 Role 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 below: Individual and organizational role in career management| Key Aspect| 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 hierarchical based goals | Action planning(by an individual)| Planning and duration of jobs to be taken up, companies or industry to be targeted, and other developmental needs | * Support individual plan through movement along the career path * Job rotations, advancements, problem solving assignments etc. | Mentoring & coaching (by the org. | Learn from the experience and insights of mentors / coaches | * Align individuals to the company values * provide informal guidance about building career within the organization| Assessment (by individual & org)| Learn about present profile and gaps that need to be fulfilled in the long run| * assess values synchronization, performance, potential and likely career path| Development (by the individual & org. )| Obtaining exter nal 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 element of â€Å"challenge in the work† alive | * opportunity to participate in various task forces to solve real time business problems * exposure to new business improvement tools| ————————————————- Chapter 11 Compensation 11. 1 Category of Compensation Banglalink provides a lucrative 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 consist s of financial benefits such as * Insurance- they provide health 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 | Degree 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 Leave * Casual Leave * Annually Earned Leave * Maternity Leave (for women) ————————————————- Chapter 12 Health and Safety The terms health, safety and security are closely related to each other. Health is the general state of well being. It not only includes physical 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 safety and security of its employees. Health and safety 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 safety falls on the supervisors or HR manager. The HR manager help in coordinating safety programs, making employees aware about the health and safety policy of the company, conduct formal safety training, etc. Responsibilities of managers: * Monitor health and safety of employees * Drug testing * Coach employees to be safety conscious * Investigate accidents if happens * Communicate about safety policy to employees 12. 2 Supervisors Responsibility The supervisors and departmental heads are responsible for maintaining safe working conditions. They are responsible for * Provide technical training regarding prevention 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. ———————à ¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€- Chapter 13 Employment Method 13. 1 Promotion For promotion Banglalink give importance to those employees who perform well. An employee can’t get promotion unless his job length is one year in the company. 13. 2 Transfer of Employees Transfers take place when it’s needed. Banglalink has their office in the six divisions around Bangladesh. They give importance to the origin of the employees. Suppose, an employee’s permanent address is in Rajshahi, so if they take a decision to transfer that employee they will give priority to Rajshahi. 13. 3 Retirement 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. Yet they have not planned for Retirement procedure. Concluding Part ————————————————- Chapter 14 Winding Up 14. 1 Conclusion Growth 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 distribution network across the country, and establishing a strong brand 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 initially failed to expand its EEO opportunities pace of employees with increased numbers of subscribers. This is because Banglalink was the fastest growing mobile operator at that time in the whole 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 Mahmud HR Senior Executive, Human Resource, Bangallink Website: www. banglalinkgsm. com http://www. linkedin. com/companies/banglalink Appendices ————————————————- Questionnaires 1. How does the company’s mission and vision influence/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. W hy 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 currently 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 & 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 adopt with the on-going globalization process? 1. How does banglalink manage their performance ap praisal 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 & evaluate or measure them? . While 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. Any 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 legally 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 employee? As a mentor or advisor? 3. Does the company a rrange 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 company’s service? 3. What are the retirement policies that the company does follow? 4. What’s about managing employee turnover