Banglalink Hr Preview

taste to the Report - Chapter 1 Introductory Part 1. 1 Origin of the view The root word on HR Management & teaching of Banglalink is to be ge submited for Ms. Tasnima Aziza, mannikin Instructor, worldkind Resource Management, Institute of Business Administration, Jahangirnagar University. Ms. Tasnima orally authorized us to conduct the study of various plays of HR in an existing corporal social club to develop our chthonianstanding of Human Resource Management as for the partial fulfillment of BBA program. 1. 2 Studying Objectives 1. 2. 1 Broad intention Understanding the features of HRM in real business situation, going beyond the faculty member theories to develop our criminal maintenanceer and education in the professional transcription. 1. 2. 2 peculiar(prenominal) objective Learning and developing the ideas of business pr impressices observing the various compound make fores of Human Resource Management under the guild Banglalink. Identifying the business constitution of the HR functions is the core of our study. 1. 3 Scope of the Study The sketch clearnot put whateverthing tumefy-nigh the inseparable technical matter of the HR Programs ( infobase of payment, reciprocate, military operation judgement) of Banglalink.The report to a fault does not cover elaborately HR planning because all conjunction has its own secret workforce planning recipe. 1. 4 Limitations 1. 4. 1 Lack of HR evaluation experience As we be in our very preparatory part of the HRM course, it is arduous for us to make the sound judgment more complete. 1. 4. 2 Restricted bailiwick of information There were both(prenominal)(a) restrictions to deliver adit to the information confidential by concern authority. 1. 5 Methodology 1. 5. 1 Primary sources * social structured audiences were conducted to muckle involved in HR Management Team of Banglalink. Further, an unstructured interview was conducted to 1. 5. 2 lower-ranking sources * Annual repor t * Various publications * Website 1. 6 Report Preview The report is organized n the hounding structure- * Prefatory Parts * Report suitable * Appended Part 1. 6. 1 Prefatory Parts It consists of title fly, title page, garner of transmittal, table of contents and executive summary. 1. 6. 2 Report Proper This is the principal(prenominal) body of thee report consisting of troika parts with introduction and conclusion. Part 1- overview of banglalink consisting of 4 chaptersPart 2- staveing includes 3 chapters Part 3- maintenance of runance with c beer instruction 1. 6. 3 Appended Part It consists of references and a questionnaire. PART ONE An Overview of - Chapter 2 blueprint of the Organization 2. 1 confederacy Profile Banglalink reservation a variance When Banglalink entered the Bangladesh telecom industry in February 2005, the scenario commuted over iniquity with lively telephony playact an extremely useful and affordable communication weapon for people crosswise al l segments.Within one year of operation, Banglalink became the fastest emergence mobile operator of the state with a growth rate of 257%. This milestone was achieved with advanced and attractive products and service tar lay downing the diametrical market segments aggressive improvement of entanglement quality and sanctified client 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 spot FM Center (Tiger House), train-1, House SW (H) 04, Gulshan Avenue Gulshan Model Town, Dhaka, 1212 carry on 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 playing fields of 199 upazilas. Later it arrested GSM license in 1996 to extend its business to cellular mobile, radio tele telephony services. It launched operation in the last quarter of 1997 as a Bangladesh-Malaysia joint venture. In July, 2004, it was reported that Egypt g cycle per second Orascom Telecom is sit to purchase the Malaysian stakes in Sheba Telecom by dint of a hush-hush deal, as Sheba had failed to tap the business potentials in Bangladesh mainly callable to a chronic feud surrounded by its Malaysian and Bangladeshi partners. An accordance was r separatelyed with Orascom worth US$25 million was last-placeized in secret.The pact has been unplowed secret for legal reasons, considering monetary fallout and because of the feud. The main reason for the cloak-and-dagger dealing was the joint venture agreement between the Bangladeshi and the Malaysian partners, which dictates that if any party sells its Sheba shares, the early(a) party ordain enjoy the prot otypal right to buy that. Integrated Services Ltd. (ISL), the Bangladeshi partner, was being eggly turn outn as purchasing the shares held by Technology Resources Industries (TRI) of Malaysia for $15 million. ISL then(prenominal) compensable another $10 million to Standard Chartered Bank to win back Shebas liabilities.In September, 2004, Orascom Telecom Holdings purchased 100% 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- divergentiateed and launched its services under the Banglalink tick on February 10, 2005. Banglalinks license is a nationwide 15-year GSM license and go out 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 peoples require best and bequeath take a crap and deliver appropriate communication services to improve its peoples life and make it easier. 2. 3. 2 bang of the Company Banglalinks success is based on a unreserved mission Bringing mobile telephony to the masses by reduce total cost of buying and using mobile phones Banglalink changed the mobile phone status from luxury to a necessity and brought mobile telephone to the widely distributed people of Bangladesh and made a place in their hearts. 2. 3. 2 value of the Origination The mobile phone has receive the symbol for the positive change in Bangladesh.This positive change that is quite correctly attributed to Banglalink, has become the incarnate military posting of Banglalink and is translated in their slogan make a difference or din bodol. 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 making a difference has been reflected in everything Banglalink does. 2. 4 Employee Overview 2. 4. 1 Employee Portfolio Company coat 5,000 employees 2,000 are direct employees and the rest are indirect Common product line Titles Manager 11% executive director 10% Engineer 8% zonary Sales Manager 6% precedential Engineer 5% average Age 28 years Gender Male 89% female 11% 2. 4. 2 Management Team managing handler & chief executive ships officer ahmed abou doma chief financial officer mohamed hassan osman chief technical officer ahmed fady chief commercial officer asher yaqub khan sales director arif mehmood malik customer care director muhammad arshad human options & cheek director tarek beram orient of pmo & total chain abdus saboor egulatory & legal affairs director zakiul islam information technology director nizar el-assad company secretary m nurul alam 2. 5 Organization Structure Structure provided by Banglalink itself. It is here by noted that, HR director holds cardinal functional dept. under his dir ect supervision. - Chapter 3 Human Resources & Administration 3. 1 HR Mission the real tigers behind the stripes We, at Banglalink, submit that our teamwork is our greatest asset. Useful contributions made by each item-by-itemistist constitute us that much closer to our goals.The Banglalink family is made up of a ag free radical of passionate individuals, uniquely qualified from diverse disciplines but working towards our vision. Thus, Banglalink has show their HR mission regarding their employees and customers. 3. 2 HR Dept. and Divisions The Human Resource part of Banglalink has three segments under control of the Head of the plane section. 1. hire and Benefits 2. Employees Relations 3. organisational breeding (Commercial and Sales) 4. Organizational tuition (IT) wages and usefulness department show interest on the employee reward or compensation and other benefits.They extol sick leave, annual leave and other fringe benefits of the employee. The company give s their employee an maturation at the end of the year based on their transactance judgement and the recommendation of their line coach. The second department is employee relations. They deal with the employee fashion with their superiors. They also train their employees if adopted. In or so cases, Banglalink borrow trainers from abroad to train their employees. The faceal 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(prenominal) 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 retainer Employees Relations Manager Employees Relations Executive Employees Relations Senior Executive Employees Relations Executive Organizational m aturement Manager Organizational Development Senior Executive Organizational Development ExecutiveOrganizational Development Manager Organizational Development Assistant Manager Organizational Development Executive NEW transcription 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 rear 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 focusing on the conception of Human Resource Competencies within a human resource-capability (RC model) view of str ategy to articulate their strategic utilization for HRs in and away(p) the origination. It is worth noting to the traditional situational-contingency status. Finally, Banglalinks RC model sees their HRs and capabilities as a subject one wood for their strategy. Chapter 5 HR Policies in a Global Extent Banglalink ensures for the tigers/tigress * afriendly, professional and mutually supportive purlieu that encourages our people to develop their potentials to an optimal level. * atrue quality of professionalism that earth-closet be found in all world-class multinational companies. * team oriented professionals, who contribute to the greater whole of the arrangement through their participation in decision making situations. * asystem which recognizes and rewards groups as well as individuals for their efforts and contributions to the company.By developing their policies in the drawing sectors- * Workforce planning * enlisting (sometimes separated into friendship and selectio n) * Induction, Orientation and On-boarding * Skills management * preparedness and development * HR strength administration * Compensation in wage or salary * Payroll (sometimes assign to accounting rather than HRM) * Employee benefits administration * Personnel cost planning * procedure appraisal * Labor relations PART Two Staffing & Workforce cookery - Chapter 6 Strategic HR Planning and melodic phrase Analysis 6. The boilers suit calculate Banglalink developed the following aspirations for their strategic HR planning. * Ensure adapted human resources to meet the strategic goals and operational plans of an nerve the right people with the right skills at the right time. * Identified and minimised capability encounters. * Skill development and develop policies and practices are linked to strategy. * Remain flexible so that an organization can manage change if the approaching is different than anticipated 6. 2 The strategic HR planning litigate Banglalink follows the c onventional Four go to develop their HR planning model. Assessing the purpose HR faculty * foretell HR requirements * Gap summary * Developing HR strategies to support organisational strategies 6. 2. 1 Assessing current HR capacity establish 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 exact to be identified. This can be done by developing a skills inventory for each employee. The skills inventory should go beyond the skills inevitable for the occurrence position. List all skills each employee has demonstrated.For example, recreational or volunteer activities whitethorn involve special skills that could be germane(predicate) to the organization. Education levels and certificates or extra preparedness should also be included. SWOT Analysis During this phase, a company begins to analyze and look at what skills, knowledge and abi lities are operational internally, and where shortages in footing of people skills or equipment may exist. Organization begins to analyze its extraneous 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 involve for the future based on the strategic goals of the organization. Realistic anticipation of human resources involves estimating both demand and supply. Questions to be answered include * How many staff give be required to achieve the strategic goals of the organization? * What affairs will 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 have to meet its staffing need based on the external environment. 6. 2. 3 Gap epitomeIn The next step, HR personnel determine the gap between where it wants t o be in the future and where they are now. The gap analysis includes seeing 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 forward-looking practices needed to support the organizations capacity to move forward. 6. 2. 4 Developing HR strategies to support organizational strategies The pentad core HR strategies for meeting an organizations ineluctably 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 date positions requirements, functions, and procedures. Just as a seed cannot blooming into a develop unless the ground is properly puddled, many human resource management (HRM) practices cannot blossom into competitive advantage unless grounded on an adequate job analysis. 6. 4 Purpose of the Job AnalysisThe HR department of Banglalink conducts job analysis to prepare job description and job specification which in turn inspection and repairs to mesh the right quality of workforce into the organization. * The everyday 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 meaning Information Broad Level Function or Duty * exposition The major areas of the job-holders responsibility. Example A professors functions are teaching, research, and service to the university/community. Intermediate Level Task * translation 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 some(prenominal)(pre nominal) tasks like lecturing, giving/grading exams, and meeting with students. Work Behavior * Definition An important activity that is not task specific such(prenominal) behavior is engaged in when performing a variety of tasks. Example communicationa 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, 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 branch effective from ineffective job functioning. Example The professor uses several examples when explaining difficult concepts. 6. 6 Key Factors in Job Analysis Task identities 1. mix 2. state 3. Autonomy 4. Work ing environment 5. Recognition and support 6. Outcomes & proceeding vizors 6. 7 Sources of Data Information associated with a job analysis can be gained from the following sources * supervisor/ theater director of the proposed/established position, * the current officeholder (or a staff member who has undertaken the duties in the historical), * team members of the proposed/established position, a staff member from another work area with a convertible 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 un inevitable and uneconomic activities. Simplify unnecessarily complex activities or procedures. * List the functional areas in order of importance. - Chapter 7 Recruitment and pick 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 apply for the vacant post. The woof 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 flow chart 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 Banglal ink 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 source of recruitment. 2. External sources of recruitment the external sources of recruitment are- advertisement Advertisement is prepared by Banglalink for publication in the national everyday newspaper. Cyberspace RecruitingBanglalink 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 Af ter receiving the application Banglalink prepares essential database of the candidates and after screening the applications they issue invitation card by normal beam but in case of emergency currier service used, or interview schedule should be known to the candidates over telephone. On the basis of adopt 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. closure 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. PlacementBanglalink gather necessary documents and sends the selected candidates to his/her respective department for placement. 7. 3. 2 Present Condition almost Selection Procedure of Banglalink (For the contractual employees to be imperishable 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 experience people to perform its actions.Employee training is a learning experience. Basically employee training is present-oriented training that focuses on individuals current jobs, enhancing those specific skills and abilities to at one time 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 BANGLALIN K 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 suffices a performance appraisal after a certain period of time. And to assess their employee performance they follow theCompetency Gap Analysis. instantly there are two categories of competencies required to do the internal tasks. burden Competency- the basic requirements for a job. For example -communication skills -team work -fluency in English talk etc. 2 Technical Competency- if there is any technical eligibility needed for a item position This analysis is sort of self analysis. T he manager gives the employees specific categories and asks to evaluate themselves in those categories. They have certain parameters like * unsatisfactory (U) * Need Improvement (NI) * envision 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 might 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 carrying into action Performance Management - Chapter 9 Performance Management Every year, employees of Banglalink experience an evaluation of their past performance. There is a one hour informal intelligence between employees and their supervisors. This evaluations hap to some direct effects to their work lives. Based on the result they get increment, packaging 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 employe es level of performance. 9. 2 Who does the Appraising? in the main 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. some other evaluation take place in the middle of the year and the worthful 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 examine the evaluation and employees expectation about their performance. The appraisal interview can be four types * Satisfactory- promotable * Satisf actory- not promotable * Unsatisfactory- correctable * Unsatisfactory- uncorrectable In this interview seance the superior encourage the employee to talk about his expectation, if he aspects any promotion or have a good evaluation which will devolve 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 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. - Chapter 10 Career Management Generally the responsibility to managing a move be capaciouss to an individual. There was time when employment with a reputed firm actually meant life foresightful employment.Today with intense competition everywhere, bring together 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 make up ones mind and make choices to pursue a desired career. An organization can at best support an individuals career aspirations if it falls in line with its business goals. 10. 1 fictitious character 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 productiveness 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 * En riching the jobs Encourage people to continuously plan 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 roadway of capable and performing individuals * flesh 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 design in career managementKey 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 ranked based goals Action planning(by an individual) Planning a nd 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 * ordain individuals to the company values * provide informal guidance about build 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 external certifications as authentication of skills possessed * sincere performance appraisals, providing opportunity to implement learning for organizational benefit contend work (by the org. focus on de-bottlenecking processes, thus keeping the element of challenge in the work alive * opportunity to pa rticipate 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 struggle * Salaries * Bonuses * Overtimes etc. 11. 1. 2 Indirect financial Payments This form of payment consists of financial benefits such as * Insurance- they provide health insurance for the employees * Transport- for call means 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 Exp ectation 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 make Leave * Maternity Leave (for women) - Chapter 12 health and Safety The terms health, arctic and security are closely united 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 guard and security of its employees. Health and safety form an integral part of work environmen t. 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 * say 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 over 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. - Chapter 13 Employment Method 13. 1 publicity For promotion Banglalink give importance to those employees who perform well. An employee cant get promotion unless his job length is one year in the company. 13. 2 Transfer of EmployeesTransfers take place when its needed. Banglalink has their office in the half a dozen divisions around Bangladesh. They give importance to the origin of the employees. Suppose, an employees permanent steer 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. terminal Part -Chapter 14 Winding Up 14. 1 Conclusion maturation 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 repose 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 particularly in gender and tribal segments. Refe rences 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 - Questionnaires 1. How does the companys mission and vision influence/ travel 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 move 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 trying on and/or service fraction? 5. What are the specific tasks and how will they be done? 6. Why do they need to be done? 7. What bear on 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 before long organized? 11. Who will the position report to? 12. testament 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 stupefy? 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 e mployees 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 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 & 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 arrange career workshops or carry out career centering? 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