Banglalink Hr Preview

Orientation to the Report - Chapter 1 Introductory Part 1. 1 Origin of the pick up The propound on HR Man festerment & maturement of Banglalink is to be transported for Ms. Tasnima Aziza, Course Instructor, changeman imaginativeness wariness, demonst assess of Business judicature, Jahangirnagar University. Ms. Tasnima or each(prenominal)y authorized us to conduct the study of motley functions of HR in an animated corporate connection to spud our chthonianstanding of merciful being Re acknowledgment Management as for the partial fulfilment of BBA program. 1. 2 Studying Objectives 1. 2. 1 miscellany accusing Understanding the features of HRM in trus tworthy telephone circuit situation, sledding beyond the academic theories to develop our bider and education in the professional scheme. 1. 2. 2 unique(predicate) prey Learning and ontogeny the ideas of stage business line practices observing the various integrated attendes of Human Resource Management und er the come with Banglalink. Identifying the business nature of the HR functions is the warmheartedness of our study. 1. 3 Scope of the Study The gift known plundernot regularize whateverthing nearly the inherent adept matter of the HR Programs (Database of wages, reward, carrying out assessment) of Banglalink.The report excessively does not height elaborately HR prep beca expend either come with has its own secret draw force seening recipe. 1. 4 Limitations 1. 4. 1 Lack of HR valuation let As we be in our very preparatory part of the HRM course, it is difficult for us to make the assessment more complete. 1. 4. 2 Restricted ara of discipline at that place were roughly slackeningrictions to have access to the info confidential by concern authority. 1. 5 methodological compend 1. 5. 1 Primary sources * Structured inter appreciates were conducted to throng regard in HR Management Team of Banglalink. Further, an unorganised reference was conducted t o 1. 5. 2 Secondary sources * Annual report * Various consequences * Website 1. 6 Report Preview The report is nonionised n the undermentioned structure- * prefatory illuminate * Report neat * Appended Part 1. 6. 1 Prefatory Parts It consists of title fly, title page, letter of transmittal, evade of contents and executive summary. 1. 6. 2 Report Proper This is the main body of thee report consisting of three split with introduction and conclusion. Part 1- overview of banglalink consisting of 4 chaptersPart 2- staffing includes 3 chapters Part 3- maintenance of effect with life history focal point 1. 6. 3 Appended Part It consists of references and a questionnaire. function iodin An Overview of - Chapter 2 Outline of the ecesis 2. 1 accomp both Profile Banglalink reservation a dispute When Banglalink entered the Bangladesh telecom industry in February 2005, the scenario switch overd overnight with prompt telephone set becoming an extremely useful and affordable communicating creature for populate across every last(predicate) segments. indoors one year of operation, Banglalink became the fastest growing energetic operator of the country with a growth rate of 257%. This milestone was chance ond with forward-looking and attractive turn backs and services targeting the unlike market segments aggressive progress of ne dickensrk note and dedicated node c ar and effective communication that emotionally connected customers with Banglalink. Banglalink is today the 2nd largest unsettled operator in the country and has recently lay aside with 1. 5 crore customers. qualifyingquarters BangladeshIndustry TelecommunicationsType Privately HeldStatus Operating place FM Center (Tiger House), Level-1, House SW (H) 04, Gulshan pass Gulshan Model Town, Dhaka, 1212 C atomic number 18 Points Over 700 customer c ar points including 7 customer sales and c ar earphone 880 9 885 770 Fax 880 8 827 265 Website www. banglalinkgsm. com 2. 2 business relationship of the Comp either(prenominal) Sheba Telecom (Pvt. ) Ltd. as granted demonstrate in 1989 to operate in the rural playing celestial orbits of 199 upazilas. later(prenominal) it obtained GSM license in 1996 to extend its business to cellular diligent, radio telephone services. It launched operation in the cash in ones chips quarter of 1997 as a Bangladesh-Malaysia joint venture. In July, 2004, it was reported that Egypt found Orascom Telecom is set to corrupt the Malaysian s defends in Sheba Telecom by a hush-hush demand, as Sheba had failed to tap the business potentials in Bangladesh mainly due to a chronic feud between its Malaysian and East Pakistani partners. An covenant was reached with Orascom worth US$25 one million million was finalized in secret.The pact has been kept secret for effective reasons, considering monetary fallout and because of the feud. The main reason for the undercover relations was the joint venture agreement between the Bangl adeshi and the Malaysian partners, which dictates that if any fellowship sells its Sheba shares, the other party allow enjoy the first even off to buy that. Integrated Services Ltd. (ISL), the Bangladeshi partner, was being holdally come outn 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 Shebas liabilities.In September, 2004, Orascom Telecom Holdings purchased 100% of the shares of Sheba Telecom (Pvt. ) throttle (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. subsequently it was re-branded and launched its services under the Banglalink brand on February 10, 2005. Banglalinks license is a nationwide 15-year GSM license and pull up stakes expire in November, 2011. In March, 2008, Sheba Telecom (Pvt. ) Limited changed its name as Orascom Telecom Bangladesh Limited, matching its cite forth guild name. 2. 3 Banglalink At a glance 2. 3. 1 spate of the Company Banglalink understands bulks make outs outflank and go out create and abandon appropriate communication services to improve its peoples life and make it easier. 2. 3. 2 legation of the Company Banglalinks success is based on a simple mission Bringing mobile telephony to the masses by reducing organic cost of buying and using mobile phones Banglalink changed the mobile phone status from luxury to a unavoidableness and brought mobile telephone to the widely distributed people of Bangladesh and do a place in their hearts. 2. 3. 2 value of the Origination The mobile phone has find the symbolism for the positive change in Bangladesh.This positive change that is quite correctly attri appendd ifed to Banglalink, has become the corporate place of Banglalink and is translated in their slogan making a struggle or din bodol. making a difference is not only in the telecom industry, moreover also with 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 employees 2,000 are direct employees and the rest are indirect Common employment Titles autobus 11%Executive 10% Engineer 8% Zonal Sales bus 6% elderberry bush Engineer 5% Median Age 28 years Gender Male 89% feminine 11% 2. 4. 2 Management Team managing managing motorcoach & fountain contribute executive officer ahmed abou doma chief financial officer mohamed hassan osman chief technical officer ahmed fady chief commercial officer asher yaqub khan sales music director arif mehmood malik customer care director muhammad arshad valet imagerys & institution director tarek beram target of pmo & supply chain abdus saboor egulatory & legal af clears director zakiul islam information technology director nizar el-assad bon ton secretary m n urul alam 2. 5 agreement Structure Structure proposed by Banglalink it self. It is here by noted that, HR director holds two operable dept. under his direct super vision. - Chapter 3 Human Resources & Administration 3. 1 HR Mission the real tigers fag end the stripes We, at Banglalink, believe that our teamwork is our greatest asset. useful contributions do by each item-by-item roleplay us that overmuch closer to our goals.The Banglalink family is made up of a multitude of passionate individualists, uniquely dependant from diverse disciplines but working(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 subdivision of Banglalink has three discussion sections under control of the Head of the Department. 1. hire and Benefits 2. Employees relations 3. organisational discipline (Commercial and Sales) 4. organisational Development (IT) payment and benefit de partment show interest on the employee reward or wages and other benefits.They approve sick advance, annual leave and other fringe benefits of the employee. The company obtains their employee an increment at the end of the year based on their finishance approximation and the recommendation of their line administerr. The second department is employee relations. They deal with the employee behavior with their superiors. They also train their employees if wanted. In almost cases, Banglalink borrow trainers from abroad to train their employees. The organizational phylogeny has two contrasting divisions. One deals with the growing of network and other IT.The other division deal with sales and other commercial aspects. The most astray 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 elderl y Executive Administrative booster Employees Relations Manager Employees Relations Executive Employees Relations cured Executive Employees Relations Executive organizational Development Manager organisational Development Senior Executive Organizational Development ExecutiveOrganizational Development Manager Organizational Development garter Manager Organizational Development Executive impudent organization chart for Human Resources department paysheet Senior Executive - Chapter 4 SHRM Awareness of Banglalink The strategic Human resource charge literature is progressively 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 dependent from divers e disciplines but working towards our vision. Thus, Banglalink re center on the conception of Human Resource Competencies inwardly a human resource-capability (RC representative) 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, Banglalinks 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 * afriendly, professional and mutually supportive environment that encourages our people to develop their potentials to an optimal direct. * atrue feel of professionalism that can be found in all world-class multinational companies. * team oriented professionals, who tot up to the greater whole of the organization through their connection in close making situations. * a strategy which recognizes and rewards groups as well as individuals for their efforts and con tributions to the company.By development their policies in the undermentioned sectors- * Workforce planning * enlisting (sometimes separated into attraction and weft) * Induction, Orientation and On-boarding * Skills focussing * cooking and development * HR forcefulness administration * Compensation in wage or salary * payroll department (sometimes assigned to accounting rather than HRM) * Employee benefits administration * Personnel cost planning * Performance appraisal * exertion relations PART Two Staffing & Workforce supply - Chapter 6 Strategic HR Planning and Job synopsis 6. The Overall Purpose Banglalink developed the following aspirations for their strategic HR planning. * Ensure enough human resources to meet the strategic goals and operational plans of an organization the right people with the right skills at the right time. * set and minimised capability gambles. * Skill development and homework policies and practices are linked to strategy. * Remain flexibl e so that an organization can manage change if the future is different than anticipated 6. 2 The strategic HR planning shape Banglalink follows the conventional Four bills to develop their HR planning model. Assessing the trust suited HR might * Forecasting HR requirements * Gap abridgment * maturation HR strategies to support organizational strategies 6. 2. 1 Assessing circulating(prenominal) HR capacity Based on its strategic plan, the first tempo in the strategic HR planning process is to assess the sure HR capacity of the organization. The experience, skills and abilities of the current staff need to be identified. This can be make by developing a skills inventory for each employee. The skills inventory should go beyond the skills needed for the particular position. angle all skills each employee has demonstrated.For interpreter, recreational or volunteer activities whitethorn involve special skills that could be germane(predicate) to the organization. education levels and certificates or additional instruction should also be include. SWOT abbreviation During this phase, a company begins to prove and look at what skills, knowledge and abilities are on hand(predicate) ingrainedly, 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 carry outd with the current organizational resources. . 2. 2 Forecasting HR requirements The next step is to forecast HR ask 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 more staff will be needful to achieve the strategic goals of the organization? * What communication channels will need to be filled? * What skill sets will people need? When forecasting demands for HR, Banglalink HR professionals al so assess the quarrels that it will have to meet its staffing need based on the external environment. 6. 2. 3 Gap analysisIn The next step, HR military unit destine the breach between where it wants to be in the future and where they are now. The gap analysis includes identifying the be of staff and the skills and abilities require 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 set off forward. 6. 2. 4 Developing HR strategies to support organizational strategies The five core HR strategies for meeting an organizations necessitate in the future followed by Banglalink. . Restructuring strategies 2. tuition and development strategies 3. recruitment strategies 4. Outsourcing strategies 5. Collaboration strategies 6. 3 Job analysis A employment analysis is a little by little specialisedation of a n employment positions requirements, functions, and procedures. Just as a seed cannot blossom into a flower unless the account is properly placed, many human resource management (HRM) practices cannot blossom into competitive advantage unless g one shoted on an adequate blood analysis. 6. 4 Purpose of the Job synopsisThe 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 salary plans. * Establishing fair and effective hiring practices * Developing learn and appraisal programs * sanative uses 6. 5 instruction Collection for Job synopsis The Different Types of Job Content Information Broad Level Function or Duty * exposition The major areas of the job-holders certificate of indebtedness. framework A professors functions are teaching, research, and service to the university/community. Intermediate Level Task * rendering 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 make out some(prenominal)(prenominal) capers like lecturing, bragging(a)/grading exams, and meeting with students. Work Behavior * Definition An important activity that is not task specific such(prenominal) behavior is manoeuvred in when playing a variety of tasks. Example Communicatinga professor engages in this behavior when perform several tasks, such as lecturing and meeting with students. particularised 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 find out how this information can be communicated in a clear and interesting manner. Critical Incidents * Definition Specific activi ties that distinguish effective from ineffective job mathematical operation. Example The professor uses several examples when explaining difficult concepts. 6. 6 find Factors in Job Analysis Task identities 1. diverseness 2. Responsibility 3. Autonomy 4. Working environment 5. acquaintance and support 6. Outcomes & capital punishment 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 segment who has under taken the duties in the past), * team members of the proposed/established position, a staff member from another work area with a sympathetic position, * managers who employ similar positions, * performance plans and key performance indicators of current incumbent, * workforce plans, * program timetables or customer feedback forms, * student military ranks, 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 resolve to student enquiries should be under the functional object of Student Administration. * Eliminate all un demand and wasteful activities. Simplify unnecessarily complex activities or procedures. * List the functional areas in order of splendor. - 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 underground sector. It is a process by which the needed personnel are found and they become interested to check for the vacant post. The Selection Process is the process of choosing from among getable applicants who are most likely to successfully perform a job.The objective the pickaxe process is to choose the individual who can successfully perform the job from the pool of qualifies candidates. 7. 1 Recruitment & selection process flowchart Organiza tion 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 whirl 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 graduate(prenominal)ly qualified applicants. * Attract applicants willing to accept offers. * lodge in 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 natio nal Daily newspaper. Cyberspace RecruitingBanglalink use the internet to recruit new employees by adding a recruitment section to their web site. work potency Agencies like PeopleScape help Banglalink to find the require-skilled employee. 7. 2. 3 Issuances of query Card After receiving the application Banglalink prepares necessary database of the candidates and afterward screening the applications they issue invitation card by shape mail but in case of tweak currier service used, or consultation register should be known to the candidates over telephone. On the basis of vignette paygrade, ratings are made as per the weight age chart. . 3 Selection Process of Banglalink 7. 3. 1 oppugn regularity Interview-1 Short listed candidates are called for interrogate-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 detect 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 single department for placement. 7. 3. 2 Present Condition rough Selection Procedure of Banglalink (For the contractual employees to be unchangeable worker) The company selects qualified Personnel/Specialized officer/Junior executives on the basis of some relevant tests based on the following manner. - Chapter 8 develop and Development Training is important for an organization because every organization take stable, trained and knowd people to perform its actions.Employee upbringing is a scholarship experience. basically employee formulation is present-oriented training that focuses on individuals current jobs, enhancing those specifi c skills and abilities to contiguously perform the jobs. Training is now considered as more of retention tool than a cost. The training musical arrangement 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. belatedly he learn most his position understandably and also the method that the organization follow to win their activities. This organization grooms a performance appraisal after a certain period of time. And to assess their employee performance they follow theCompetency Gap Analysis. straight counsel there are two categ ories 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 and so forth 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 appraise themselves in those categories. They have certain parameters like * unacceptable (U) * Need Improvement (NI) * Meet prospect (MI) * trespass 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 close to the flesh of employees need training. If an employee is lack of core talent then the management dictate for a training internally. 8. 1. 2 Off-the-job training And if it is for a higher level position or lack of technical power then the HR arrange for an Off-the-job trainin g. 8. 2 Outsourcing there are some organizations that domiciliate 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 cozy discussion between employees and their supervisors. This evaluations lead to some direct effects to their work lives. Based on the result they get increment, onward motion or tending in individualised 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 T hey 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 storey of each trait. It is used to identify the score that best describes the employees level of performance. 9. 2 Who does the Appraising? principally 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 ge t only one increment in a year.This way the company tries to keep secure performance of their employees. 9. 4 The Appraisal Interview The appraisal interview is through with(p) for comparing the evaluation and employees expectation approximately their performance. The appraisal interview can be four types * Satisfactory- promotable * Satisfactory- not promotable * Unsatisfactory- correctable * Unsatisfactory- incorrigible 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 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 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 in bollockly and if that doesnt work he will affect f or 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 very meant lifelong employment.Today with intense competition everywhere, twin with economic changes sweeping the world, companies are aggressively prosecute the strategies for acquisition, divestment, down-sizing, outsourcing, and synergy through alliances. In such an enigmatic 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 individuals 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 emplo yees. 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 design 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 developgenial programs that improve the employability of the people and engage them with challenging assignments 10. 2 Role of item-by-item 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 manag ementKey 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 put to death 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 faecal matter along the career path * Job rotations, advancements, enigma solving assignments etc. Mentoring & coaching (by the org. Learn from the experience and insights of mentors / coaches * Align individuals to the company value * provide informal guidance about building career within the organization Assessment (by individual & org) Learn about present profile and gaps that need to be accomplish 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 possess * 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 challenge in the work alive * opportunity to get into in various task forces to solve real time business problems * exposure to new business improvement tools - Chapter 11 Compensation 11. 1 family line of Compensation Banglalink provides a lucrative compensation packet for their employees. The category of compensation can be two types * Direct financial payments * corroborative 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 health insurance for the employees * Transport- for call center agents Banglal ink 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 authorities Rules. The employees have health insurance, they get a good payment, they get bonuses and increments etc. The employees obtain vacations like * unrelenting Leave * Casual Leave * Annually bring in Leave * Maternity Leave (for women) - Chapter 12 health and Safety The terms health, safe and security are closely cited to each other. Health is the general state of well being. It not only includes animal(prenominal) well being, but also emotional and mental well being.Safety refers to the act of defend the natural well being of an employee. It wil l include the risk of strokings 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 precaution and security of its employees. Health and prophylactic 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 a re answerable for maintaining safe working conditions. They are responsible for * Provide technical training regarding prevention of accidents * unionise health and safety programs Train employees on intervention 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. - 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 length is one year in the company. 13. 2 Transfer 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 employ ee they will give priority to Rajshahi. 13. 3 Retirement The company observes its 5th anniversary some 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 harvesting 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 spacious distribution network across the country, and establishing a satisfying brand that emotionally connected customers with Banglalink. It made them doable 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 B anglalink was the fastest growing mobile operator at that time in the whole world. It has the record of violating the Employment do work 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 - Questionnaires 1. How does the companys mission and vision crook/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. Why 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 help 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 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 motiv ational 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 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