HR Issues and Training and Development Procedure Of Beximco Pharmaceuticals Ltd

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An Internship Report On

HR Issues and Training and Development Procedure Of

Beximco Pharmaceuticals Ltd.

Submitted To:

Tareque R. Moudud

Submitted By:

Reema, Rabeya Zahed

ID:04-04888-2

Submission Date: 28th November, 2007

November 28, 2007

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Mr. Tareque R. Moudud

Director, Office of Placement & Alumni

American International University- Bangladesh

Banani, Dhaka.

Subject: Internship Program.

Dear Sir

Here is the report of the Internship program that you have assigned me, as a fulfillment of my course

BBA program. It is my pleasure to submit this report on “HR Issues And Training And Development

Procedures Of Beximco Pharmaceuticals Ltd. The report is consisted of two parts. The first part talks

about the HR issues and second part talks about the Training and Development Program of Beximco

Pharmaceuticals Ltd. I have tried my level best to accomplish my report objectives successfully. For

further clarification, I will be pleased to provide you with it.

Your sincerely

Reema, Rabeya Zahed

ID# 04-04888-2

Acknowledgement:

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At first I would like to thank the Director, Office of Placement and Alumni to give me the opportunity to

do my internship report on Beximco Pharmacuticals LtdLimited. I would like to thank Beximco

Pharmaceuticals Ltd. to offer me the internship program at their office.

I would like to thank my course instructor Tareque R. Moudud for his efforts in bringing out the best in

the report. He has given his endless efforts to guide me in the right direction during the processing of the

report. I would also like to convey my heart welcome thanks to Mr. Syed Ahmer Hossain General

Manager (Project) at Beximco Pharmaceuticals Ltd for his effort in presenting the concept of the report.

I have enjoyed working with him for the period of 2 months.

I

Executive summary

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Human resource management (HRM) is concerned with the people dimension in management. Since

every organization is made up of people, acquiring their services, developing their skills, motivating

them, to high levels of performance, and ensuring that they continue to maintain their commitment to the

organization are essential to achieving organizational objectives.

Those organizations that are able to acquire, develop, stimulate and keep outstanding workers will be

both effective (able to achieve their goals) and efficient (expending the least amount of resources

necessary).Those organizations that are-ineffective or inefficient risk the hazards stagnating or going out

of business. Survival of an organization requires competent managers and workers coordinating their

efforts toward an ultimate goal. While successful coordination cannot guarantee success, organizations

that arc unsuccessful in getting such coordination from managers and workers will ultimately fail.

We can define human resource management as the process of acquiring, training, appraising, and

compensating employees, and attending to their labor relations, health and safety, and fairness concerns.

Human resource management (HRM) consists of numerous activities including

• Equal employment opportunity compliance.

• Job analysis.

• Human resource planning.

• Employee recruitment, selection, motivation, and orientation.

• Performance evaluation and compensation.

• Training and development.

The contributions HRM makes to organizational effectiveness include the following:

• Helping organization reach its .goals.

• Implying the skills and abilities of the workforce efficiently

• Providing the organization with well-trained and well-motivated employees.

• Increasing to the fullest the employee's job satisfaction and self-actualization.

• Developing and maintaining a quality of work life that makes employment in the organization

desirable.

• Communicating HRM policies to all employees.

• Helping to maintain ethical policies and socially responsible behavior.

• Managing change etc.

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TABLE OF CONTENTS

Chapter: 1

1.0. Introduction:

1.1. Background of Baximco Pharmaceuticals Ltd:

1.2. Rationale of the Study:

1.3. Objective

1.3.0 Broad Objective:

1.3.1. Specific Objective:

1.4. Scope:

1.4.0 Limitations:

1.5. Methodology:

1.5.0 Sources of information:

1.5.1 Primary data:

1.5.2. Secondary data:

1.6. Research approach:

1.6.0Sampling plan:

1.6.1. Sample unit:

1.6.2. Sample size:

1.6.3. Sampling procedure:

1.6.4 Contact method:

1.7. Activity schedule:

1.8. Conclusion:

Chapter: 2

2.1Organizational Overview:

2.2.Research & Development

2.3.Core Values & Social Responsibilities 2.4.Product & Services

Chapter: 3

Topic Analysis And Description:

HR Issues At Beximco Pharma:

3.0.IMPORTANCE OF HRM

3.1. HRM DEPARTMENT OF BEXIMCO PHARMACETICALS LIMITED (BPL)

3.1.1: ACTIVITIES OF HRD OF BPL:

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Chart-1: Functions of Human Resource Department3.1.2: ORGANOGRAM OF HR DEPARTMENT

3.2. HRM PRACTICES IN BPL (Primary Activities)

3.2.0: RECRUITMENT POLICY OF BPL

3.2.1: RECRUITMENT PROCESS IN BPL

Procedure Followed in Attracting Employees for certain portions

3.3: SELECTION PROCESS IN BPL

For Field Force and Other General Entry Level Selection

For Managerial Selection

3.3.0: INTRODUCTION FORMALITIES

3.3.1: TEN STEPS IN THE INTRODUCTION PROCEDURE FOLLOWED BY BPL-

3.3.2: PROBATION PERIOD AND CONFIRMATION

3.3.3: IDENTITY CARDS

3.3.4: TRANSFER

3.3.5: PROMOTION

3.3.6: RESIGNATION

3.3.7: TERMINATION

3.3.8: DISCHARGE

3.3.9: RETIREMENT

3.3.10: EXIT INTERVIEW

3.4: EMPLOYEES CODE OF CONDUCT

3.5: LEAVE POLICY & PROCUDUR E S

3.6: INDUSTRIAL RELATIONS

3.6.0: OBJECTIVES OF HR

3.6.1: TRADE UNION ESTABLISHMENT IN BPL

3.6.2: ROLE OF CBA

3.6.3: GRIEVANCE HANDLING PROCEDURE

3.7: EMPLOYEE SERVICES

3.8: OCCUPATIONAL HEALTH & SAFETY

3.8.0: SAFETY POLICY OF BPL

3.8.1: PRINCIPLES OF HEALTH & SAFETY

3.9: SALARY & WAGE ADMINISTRATION

3.9.0: BASE PAY STRUCTURE DESIGNING METHOD

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3.9.1: THE FINANCIAL INCENTIVES AND NON-FINANCIAL BENEFITS PROVIDED TO EMPLOYEES

3.9.2: FACTORS CONSIDERED IN APPRAISING AND COMPENSATING

EMPLOYEES

3.10: PERFORMANCE APPRAISAL

3.10.0: OBJECTIVE

3.10.1: PRECONDITIONS OF PERFORMANCE APPRAISAL

3.10.2: TECHNIQUES FOR APPRAISING EMPLOYEES

3.11: DISCIPLINARY PROCEDURE

3.11.0: THE DIFFERENT STEPS OF DISCIPLINARY PROCEDURE

Training and Development Procedure at BPL:

3.2.2: TRAINING & DEVELOPMENT

3.2.2.0: TRAINING

3.2.2.1: EXECUTIVE DEVELOPMENT

3.2.2.2The Difference between Training and Development:

3.2.2.3: TRAINING PROCEDURE

Usual topics of the training programs are

Chapter: 4

4.0. Findings:

Chapter:5

50. RECOMMENDATION

Chapter:6

6.0 CONCLUSION

Bibliography

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Chapter: 1

1.0. Introduction:

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Beximco Pharmaceuticals Ltd. is concerned with the flow of people into, through and out of

organization. BPL has a well-structured HR department, which concerned about the human resource

asset of the company. It follows all the rules and regulations, which related to human resource.

One of the major part pf HRM is the training and development. Any organization without training and

development is incomplete and impossible to survive in the long term. There’s a difference between the

term training and development. The process of training and development are often confused. Training

means learning the basic skills and knowledge necessary for a particular job or growing up of jobs. To

put it in other works, training is the act of increasing the knowledge for doing a particular job. But

development, on the other hand, means growth of the individual in all respects. An organization works

for the development of its executives or potential executives on order to enable them to be more

effective in performing the various functions of management. In other words, training is a short-term

process by which non-managerial personnel learn technical knowledge and skills for a definite purpose.

Development, on the other hand, is a long-term process by which managerial personnel learn conceptual

and theoretical knowledge for general purpose.

Beximco Pharmaceuticals Ltd. provides all the necessary training to its employees and managerial

development to its executives. BPL has on the job and off-the-job training facilities for its employees

which is very much helpful for the employees to be competitive with the other organizations.

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1.1. Background of Baximco Pharmaceuticals Ltd:

BPL is the largest private sector business corporation of Bangladesh with 10% share in the domestic

market. BPL the largest pharmaceutical as well as bulk drug manufacturer of Bangladesh started its

journey back in 1980 with manufacturing and marketing of licensee products of Bayer AG, Germany

and Upjohn Inc. of USA. After its initial years of struggle, it broke ground with the launching of its own

products (Aristovit-3 Complex) in 1983. Since then, the company is continuously expanding its product

line. BPL is now producing 97 types of drugs (162 dosage forms). It not only met 90% of the country's

demand for two vital raw materials, materials, ampieillin and amoxyeillin but also started selling these to

overseas markets including South Korea and Malaysia.

BPL’s first venture into export markets started with the export of line chemicals in 1990. In 1993 it

started to export its finished products and basic chemicals. For its outstanding export performance during

1994-95, BPL was awarded the National Export Trophy (gold) in 1998. BPL is the first pharmaceutical

company in Bangladesh to receive the highest national recognition for export. In 2001, it has signed an

agreement with one of the leading distributors of Singapore with an objective to consolidate its presence

in Singapore market. The company has exported to a number of countries like Myanmar, Kenya,

Vietnam, Germany, Russia, Iran, Yemen, etc.

A multi-million dollar pharmaceutical formulation plant, which will be fully up to USFDA (The United

States Food and Drug Administration) standards, is being built. Once completed, this will be one of the

finest facilities to be available anywhere in the globe and will help it to enter into the USA and EC

markets. Several new bulk drug facilities are being developed to backward integrate their high volume

products. BPL’s commitment to its customers is to always offer them the best both in product quality

and services.

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1.2. Rationale of the Study:

The Beximco pharmaceutical Ltd. has their own established HR department. They follow all the HR

activities. Employees are paid according to their performance. Compensation system is divided between

3 classes of managers. They are- top management, mid management and lower management. Employees

are given benefits and incentives. Employees are given all the necessity training and development so that

they can cope up with the challenges and obstacles which might occur at long run of the company.

I have a very positive attitude towards Beximco Pharmaceuticals HRM issues and Training and

Development process.

1.3. Objective

1.3.0 Broad Objective:

To find out the HR issues and training and development process of Beximco Pharmaceuticals Ltd.

1.3.1. Specific Objective:

To find out the important HR issues and the training and development programs and techniques of

Beximco Pharmaceuticals Ltd.

1.4. Scope:

This study will deal with HR issues or HR activities and Training and Development process of Beximco

Pharmaceuticals Ltd. Survey will be limited within the head office in Dhanmondi, Dhaka. And the study

will be based on last one year’s human resource activities and training and development process.

1.4.0 Limitations:

There may be a lack of information from the management authority due to unavoidable destruction from

the office environment. Or there maybe a lack in collecting information of data.

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1.5. Methodology:

All the information in the study has been incorporated and collected from both the primary, the

secondary sources and from personal interview.

1.5.0 Sources of information:

1.5.1 Primary data:

The primary data will be collected through interview of the members of management committee and the

workers of Beximco Pharmaceuticals Ltd.

1.5.2. Secondary data:

The secondary data will be collected through brochure, magazine, journal, newspaper and website of the

organization.

1.6.Research approach:

My research approach will be survey type. Since I am working as an Intern in the Beximco

Pharmaceuticals Ltd. I will personally observe the HR activities and also ask questions to the managers

and workers.

1.6.0Sampling plan:

1.6.1.Sample unit:

The Human Resource Team Of Beximco Pharmaceuticals Ltd.

1.6.2.Sample size:

This survey will be limited within 10 people.

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1.6.3. Sampling procedure:

The sampling procedure will be Random.

1.6.4 Contact method:

Face-to-face interview and telephone conversation.

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1.7. Activity schedule:

Activity Weeks

1 2 3 4 5 6 7

Identify the topic

Search the related information

Preparation of the report

Contact to the target mangers and

employees.

Questionnaire prepare

Interview

Data collection

Data Process

Draft paper preparation

Revision of the report

Final report submission

1.8. Conclusion:

BEXIMCO Pharmaceuticals Limited has very good planning of human resource, which were matched with the company's strategic directions. The screening and evaluating methods for recruitment and selection of general employees and managerial people were seen to be most exact for BEXIMCO Pharmaceutical Limited so that only the best potential gets the chance to become the resources of the company.BEXIMCO Pharmaceutical Ltd. provides on the job and off the job training to its valuable employees to

be more efficient in the workplace.

Thus I can say that through my research I would find out all the important aspects of HR issues and the

Training and Development procedure.

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Chapter: 2

2.1Organizational Overview:

Beximco Pharma started operations in 1980, manufacturing products under the licenses of Bayer AG of Germany and Upjohn Inc. of USA. BP has now grown to become one of Bangladesh's leading pharmaceutical companies, supplying more than 10% of country's total medicine need. Today Beximco Pharma manufactures and markets its own branded generics for several diseases including AIDS, cancer, asthma, hypertension, and diabetes for both national and international markets.

Beximco Pharma manufacturing facilities are spread across a 20-acre site located in Dhaka, Bangladesh. The facilities comprise of a number of purpose-built plants, including a new Oral Solid Dosage (OSD) plant. The site includes manufacturing facilities as well as a research laboratory and a number of warehouses. The plant and machinery of the facilities were designed, produced and installed by partners from Germany, Switzerland, Sweden, Italy and the United Kingdom, amongst others.

Beximco Pharma is a leading edge pharmaceutical company, based in Dhaka, Bangladesh and is acclaimed for outstanding product quality, world-class manufacturing facilities, product development capabilities and outstanding service. We produce and market 'branded generics' for almost all diseases from AIDS to cancer, from infection to asthma, from hypertension to diabetes, for both national and international markets. We also manufacture active pharmaceutical ingredients and intravenous fluids and contract manufacture for major international brands of leading multinational companies. We partner our activities to the humanities quest for longer, healthier, and happier life. We are the largest exporter of medicines from Bangladesh and received Export (Gold) trophy for record three times. We are also helping to protect our environment – we are the only pharmaceutical company in Bangladesh and among the few in the world producing CFC free inhalers for asthma patients.

We employ more than 2,400 staff, including over 300 qualified professionals such as pharmacists, chemists, microbiologists, engineers, doctors etc. And for employees, Beximco Pharma is not just a great workplace, but is a great way of life. As a publicly listed company, Beximco Pharma’s shares are traded on AIM (London Stock Exchange), Dhaka and Chittagong Stock Exchanges.

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http://en.wikipedia.org/wiki/United_Kingdom

http://en.wikipedia.org/wiki/Italy

http://en.wikipedia.org/wiki/Sweden

http://en.wikipedia.org/wiki/Switzerland

http://en.wikipedia.org/wiki/Germany

http://en.wikipedia.org/wiki/Tablet

http://en.wikipedia.org/wiki/Dhaka%2C_Bangladesh

http://en.wikipedia.org/wiki/Diabetes

http://en.wikipedia.org/wiki/Hypertension

http://en.wikipedia.org/wiki/Asthma

http://en.wikipedia.org/wiki/Cancer

http://en.wikipedia.org/wiki/AIDS

http://en.wikipedia.org/wiki/Generic_drug

http://en.wikipedia.org/wiki/USA

http://en.wikipedia.org/wiki/Upjohn

http://en.wikipedia.org/wiki/Germany

http://en.wikipedia.org/wiki/Bayer

http://en.wikipedia.org/wiki/1980

2.2.Research & Development

Research and Development (R&D) has been Beximco’s core focus to transform the company into a truly

international one. This is another area where it has already shown it’s capability. In proprietary research,

Beximce has collaborative research agreement with Ciba Specialty Chemicals of Switzerland for a joint

research initiative.

In formulation R&D, the company’s Research and Development (R&D) team focuses principally on

developing new formulations, predominantly through reverse engineering techniques and on simplifying

manufacturing processes and improving cost efficiency. Over the last few years, the team successfully

developed a number of hi-tech formulations that include Ultrafen® Plus - a multi-layer formulation for

relief from pain and inflammation, Pretin®-D - a 24-hour acting formulation for relief from allergic

rhinitis with congestion, and Deflux® DT- a dispersible tablet formulation for prompt relief from nausea

and vomiting. These formulations are now commercially available in Bangladesh following regulatory

registrations. In addition, Beximco is also developing a number of Active Pharmaceutical Ingredients

(APIs) to ensure availability of raw materials across the range of therapeutic classes.

Until now, Beximco Pharma is the only company in Bangladesh to manufacture anti-retroviral drugs

complying with the WHO recommended treatment guidelines. More recently, it has added an anti-cancer

product in its product portfolio. The company also have over eight years of R&D and manufacturing

experience in producing highly sophisticated Metered Dose Inhaler (PMDI) products, including

salbutamol (albuterol), beclomethasone, salmeterol, salmeterol plus fluticasone, budesonide,

ipratropium, tiotropium, Levosalbutamol, ciclesonide inhalers and have emerged as one of the leading

pharmaceutical companies in asthma & COPD market in South Asia region. The reverse engineering

capability of the R&D team and the drive towards new product development and innovation are central

to building a proprietary research operation within Beximco Pharma.

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2.3.Core Values & Social Responsibilities

Beximco Pharma deals with human health and this makes the company more responsible to keep the

highest standards of its products. Through it’s products the company tries to deliver clear benefits to the

patients. Good products however are only one side of companys expression of commitment. Beximco

believes that responsibility lies even more in ensuring that our society gets benefited while the company

continues to grow.

Corporate social responsibility is an integral part of beximco’s business strategy, which is reflected in its

mission statement. Every employee of the company knows that the company does not view its success

and achievements in financial terms only, but also in terms of its deep relationship with the society. Each

year, an increasing amount of contribution is ploughed back into social causes, demonstrating Beximco

Pharma's commitment to the nation. More importantly the company's contribution extends beyond one-

time donation to ongoing participation as reflected in its partnership with NGOs working for AIDS

patients, in supporting sports, and in raising disease awareness among the people. Beximco donated

medicines worth millions of taka to victims in national and international calamities. Donation of

medicines to victims of earthquake in Pakistan and victims of tsunami in Sri Lanka are worth

mentioning.

2.4.Product & Services

The name Beximco Pharma assures of many things: outstanding product quality, leading-edge

technology, advanced new products, and a commitment to serve the medical community. Our products

come in a wide range of dosage forms including tablets, capsules, dry syrup, powder for suspension,

cream, ointment, suppositories, metered dose nasal sprays, large volume intravenous fluids, metered

dose inhalers etc. ensuring the global standard of quality.

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Chapter: 3

Topic Analysis And Description:

HR Issues At Beximco Pharma:

3.0.IMPORTANCE OF HRM

In spite of modern technology and all the systems and control coming into widespread use, people

remain the most important factor in modern industries. Without the support of the people, machines

remain idle, raw materials lie stacked and money tied up. It is obvious that the primary responsibility of

the Managers is to manage the personnel working under them. A manager may be in-charge of Sales or

Production but he has to perform two types of function- management of work and management of

people. These two functions are interdependent and one cannot be done in isolation of the other. So in

every field of activity there is the necessity of Personnel Management.

It follows that Personnel Management is the basic function of management and it infuses at all levels of

management- financial management, marketing management production management etc. Unless the

Managers working in these branches of Management themselves expect to perform all the duties for

which they are responsible, they have to secure the cooperation of other people within their part of the

total organization.

In short every Manager of the management team whether working in Sales, production, finance etc.

should some ideas of the principles of Personnel Management in order to assist them to perform one of

their most important jobs- managing people working under them.

Considering the importance of Personnel Management, Mr. Lawrenee A Appley formerly president of

the American Management Association made a classic statement many years ago and suggested that

‘’Management and personnel Administration are one and same......Management is Personnel

Administration.’

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Intense global competition and the need for more responsiveness put a premium on employee

commitment. As the vice president of Human Resources at Toyota Motor Manufacturing Georgetown,

Kentucky said- ‘People are behind our success. Machines do not have new ideas, solve problems, or

grasp opportunities. Only people who are involved and thinking can make difference. Every auto plant in

the US has basically the same machinery, but how people are utilized and involved varies widely from

one company to another. The work fore gives any company its true competitive edge’.

3.1. HRM DEPARTMENT OF BEXIMCO PHARMACETICALS LIMITED (BPL)

3.1.1: ACTIVITIES OF HRD OF BPL:

There are two major types of activities of HRD. These are:

(a) Administrative functions (maintenance and protocol services)

(b) Human resource related functions

The objectives of Human Resource Department are—

human resource development

organizational structure review and modification

recruitment policy and procedure

placement of employees

conformation policy and procedure

career planning

hiring and firing

Job description preparation

conducting appraisal at the end of each year

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Chart-1: Functions of Human Resource Department

EMPLOYMENT HR DEVELOPMENT

INDUSTRIAL RELATION

EMPLOYEE SERVICES

HEALTH & SAFFTY SALARY & WAGE ADMN.HEALTH SAFFTY

Liaison with sources of supply of labor

Recruitment interviewing and testing Induction

change of status promotion & transfer & disciplinary matters Records

Statistics

Assessing training needs Manpower planning & career planning Liaison with training institutes for external courses Organizing course for supervisors officers & Managers Library

Records & Statistics

Assists innegotiation with Unions

Advises on

formulation & co-ordination &industrial relationspolicies andprocedures

Setting

employeegrievances

Labormanagement

Communication

Suggestionsystem, News Bulletin etc.

Maintain &improve Jt. consolation likeWorks Council

Maintaining contact with Labor Director Factory Inspectors etc.

Records &Statistics

Observance of statutory requirement like canteenshelter roometc.

Supervises other welfare activitieslikes Rationshops, co-operative Shops.

Organizes sports &culturalevents

Companytransport

Legalassistancefair priceshop

Welfarecommittees

Records & Statistic

Pre-employment examination

Periodic medicalexamination

First Aid

Healtheducation

Sanitation control

Observance of statutory rules

Records & Statistics

Protectionfromoccupation hazards

Protectionfrom fires

Supervision of safetyregulation

Investigations of accidents

Conducts safety contest

Conducts periodicinspection ofmachinery &equipment

Safetycommittee

Safetyeducation

MaintainssafetyRecords and Statistics

Observance of statutoryrequirement

Wage Survey

Maintenanceof wagestructure

Wages & salaryPreparation

Jobdescription

Job analysis

Job Evaluation

Records &

Statistics

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3.1.2: ORGANOGRAM OF HR DEPARTMENT

Chart-2: Organogram of HR department

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A.OfficerHR

DirectorProject

DirectorFinance

DirectorM & C

DirectorMfg.

DirectorMedical

CEO

Mgr.SLD

ED (Works)(Factory)

Mgr.LCO

Mgr.B/C

Mgr.PKT

Mgr.HR

Mgr.ENG

Mgr. W/HManager

HRD

Sr. HROfficer

Sr. Adm.Officer

Sr. Adm.Officer

A. ManagerHRD

ExecutiveHR

Sr. Ad.Officer

3.2. HRM PRACTICES IN BPL (Primary Activities)

3.2.0: RECRUITMENT POLICY OF BPL

The following shall be the recruitment policy of this Company-

• No person shall be appointed in any post unless he is citizen of Bangladesh. However, foreign

nationals may be appointed according to the need or particulars job.

• A person selected for appointment in the service of the company shall not ordinarily be less than

18 years of age and more than 45 year of age at the time of his appointment. However, this may

be relaxed for Chief Executive Officer with regard to upper age limit in special case it may

consider it.

• A declared of age made by an applicant for appointment to a post, shall be considered to be

binding on the person who make it and no revision of such declaration shall be allowed at a later

date for any purpose whatsoever. Date mentioned in the SSC or equivalent certificate shall be

admitted as proof of age.

Provided that in case of an applicant who does not hold such a certificate because of not qualifying

successfully in such an examination, a certificate of age from the chairman of a local authority

countersigned by the company medical officer shall be admitted as the proof of age.

• No person shall be appointed to any post on a permanent basis unless he submits a medical

certificate of fitness from an approved medic authority selected by the Management for the

purpose.

• Active service shall commence from the working day on which an officer report-for duty at the

place indicated by the company management before noon.

• An employee, once separated by way of dismissal from service of terminated by the management

shall not be considered for re-employment under any circumstances.

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3.2.1: RECRUITMENT PROCESS IN BPL

The Beximco Pharmaceuticals Limited uses the following strategies when it needs to fill up

vacant or new positions.

• External source: (for entry level & mid level)

• Internal source: (for mid level)

Usually the medical representatives are recruited at the entry level. For certain other positions too, entry-

level recruitment may occur for which the company needs employees with certain attributes, knowledge

and skills.

Whenever possible, however, the company tries to create job postings for internal recruitment of current

employees of the company for vacant or new positions. Thus, if recruitment is required for the mid level,

first priority is given to the already employed (internal) existing potential employees. Only when the

existing people are unable to fill a vacant or new position is there required an external mid-level

recruitment. The details will be discussed in the case analysis section of this paper.

Procedure Followed in Attracting Employees for certain portions

For internal recruitment, the following procedures are followed:

• Promotion

• Job enrichment

• Job enlargement

• Job rotation

To attract current "white collar'' and top "blue collar" employees for internal recruitment, usually job

enrichment and job enlargement methods are used.

Job rotation method is used to encourage employees to develop the competencies to perform on different

jobs. Usually the line manner and the HR manager decide as to who will receive formal inter-

departmental training, and who is to receive informal inter-departmental training.23

For external recruitment the following procedures are followed:

• Advertisements in newspapers

• Educational institutions

• Recommendation and references

• Employment agencies

• Professional organizations

• Headhunters

Advertisement in daily newspapers is a widely used means for attracting the potential employees,

especially for medical representative positions.

Educational institutions are used within recruits are required who possess special academic background

and/or potential employees coming form specialized disciplines.

Recommendations and references of current employees are also considered for external recruitment of

employees, for current employees may have personal contact with the required kinds of people needed

by the company.

Professional organizations also aid in recruiting for external sources, especially to recruit people with

professional background and experience, such as, lawyers, accountants, chartered accountants, and etc.

Headhunters are also a good means of attracting and finding international or local employees who are

usually highly experienced of knowledge in their field and take up top to mid level management,

professional posts. Headhunted are the types of agencies that use both "push strategy" and "pull

strategy". In a "push strategy" they hunt for people with the right kind of expertise, and experience to be

motivated to try their luck in a different organization than the current one where they are already

working. In a "pull strategy" they can do the job of hunting people with the right kind of expertise and

experience on behalf of or on request of the organization in need.

3.3: SELECTION PROCESS IN BPL

Procedures Followed in Selecting Employees:

• Both written tests and interview24

• Leaderless group discussion or LGD

• Case study

• Managerial competency questionnaire, MCQ

• Leadership Skills Inventory, LSI

For Field Force and Other General Entry Level Selection

Written tests and interviews are used for the purpose of recruiting the entry-level employees such as

medical representatives. Usually potential employees undergo some written tests in the first place.

Consultants validate the tests every 2 to 3 years. Then extensive interviewing is done and induction

training is given to screen out the best possible potential employees. The steps involved in the selection

procedure of sales representatives in BPL Company are shown below:

Field Force Applicants (who have applied from seeing newspaper advertisements and

through other means)

Written Tests Taken

Interviews Taken

Sales Induction raining Taken (A 37 days of 296 hours long solid classroom sales

induction training given to applicants to screen out the best and most qualified people as

medical representatives of the company)

For Managerial Selection

No written tests or interviews as that for entry-level employees or field force are used in selecting

managerial people, especially with those with expedience. For the HRM of the company view such

traditional tests and interviews are inappropriate for with such people.

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Leaderless Group Discussions or LGDs are means to help select potential employees who are usually of

high ability senior official or managerial competency or professional qualifications and/or experience.

Usually these people are allowed to discuss independently about a topic without any intervention like the

presence of leader or facilitator and in the process, their solving and thinking abilities are measured.

There is a video fitted in the room for LGD and those measuring which form another room without being

notices by the participants in the LGD, rate the success of the potential employees.

The company to measure the managerial competency of potential employees use Managerial

Competency or MCQs. This method is developed in 2001 by the reputed McBar Hay Company. It

measures the managerial competencies by asking 57 questions to the potential employees and measuring

them on the following 7 dimensions:

• Achievement orientation

Developing others

• Directive capacity

• Impact and influence on people and things

• Impersonal understanding

• Organizational awareness

• Team leadership

3.3.0: INTRODUCTION FORMALITIES

Introduction program has three parts:

• Introductory information is given informally or in-group sessions in the Human

Resources Department.

• Further information is given by the new employee's Supervisor in the Department about

departmental facilities and requirements.

• A follow-up interview is undertaken several weeks after the employee has been on the job given

by either by the Supervisor of a representative of the Human Resources Department to answer

questions that the new employee may have and to repeat some of the earlier information for

emphasis.

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Procedure

After preliminary sessions in the Human Resources Department, the new employees are sent to the

Department concerned along with a representative of the Human Resources Department. Upon arriving

at the assigned Department, the inductee is introduced to his Supervisor and fellow. The Supervisor

instructs the employee on such matters as to how to clock in and out, Department rules, how his job is to

be done etc., and instructs about:

• The Company- its history, development, management, products etc.

• Personnel Policies- what the new employee can expect of the Company and what it expects of

him

• Terms of employment- including general disciplinary rules.

• Employee activities- benefits and services available.

• The Supervisors of the new employee introduction to him to other Supervisors in the Department

and other colleagues.

• Departmental rules and regulations- safety measures.

• Introduction to fellow employee.

• Subsequent follows up (after several weeks to answer further questions)- reviewing important

information and checking on success of job placement during the initial period of employment.

• Detailed description of job- his duties, hours, wage rates tools, equipment etc.

3.3.1: TEN STEPS IN THE INTRODUCTION PROCEDURE FOLLOWED BY BPL-

GREET THE NEW EMPLOYEE CORDIALLY.

DISPLAY PERSONAL INTEREST IN HIM.

REVIEW HIS TERMS OF EMPLOYMENT.

EXPLAIN ANY ADDITIONAL PRIVILEGES.

SHOW HIM AROUND.

EXPLAIN THE PART HE WILL PLAY.

INTRODUCE HIM TO HIS CO-EMPLOYEES.

EXPLAIN HIS DUTIES CAREFULLY.

INTRODUCE HIM TO PESRSONS WHO CAN ASSIST OR INSTRUCT.

FOLLOW UP CAREFULLY.

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3.3.2: PROBATION PERIOD AND CONFIRMATION

i) The period of probation shall be minimum six months, which may be extended form time to time

for the good judgment of the company, if the performance of the employee is not satisfactory.

ii) If during the period of probation, the services of the employee are found unsatisfactory, he shall

be informed about it in writing before the completion of the period.

iii) The services of a probationer may be terminated by the management at any time without

assigning any reason and the employee concerned shall not get any notice pay or compensation

for such termination.

iv) On successful completion of the probationary period the employee concerned shall be confirmed

in writing.

3.3.3: IDENTITY CARDS

A confirmed employee will be issued with an identity cared by the Human Resources Manager.

The validity of card shall remain during the employment period of an employee but necessary charges

may be made as and when required basis.

An employee must surrender his card upon separation of service from the company.

A lost identity card has to be reported by the concerned employee to the information.

Replacement of lost identity card will only be made on payment of TK 100/- (TAKA one hundred only).

3.3.4: TRANSFER

Depending on the Company's need and availability of internal candidate, an employee can be

transferred:

• Form one responsibility center to another, within a Division or Function.28

• From one Division / Function to another.

• From the present place of posting to a different place.

• From one company to another company in the Group

An employee will be entitled up-to seven days transfer leave to move to a new place of posting and to

find suitable accommodation. During these seven days the employee can claim Traveling Allowance.

3.3.5: PROMOTION

a) All promotions shall be made on the basis of merit of each case and no employee shall have

claim to be promoted to any particular post or grade by virtue of seniority alone.

b) All promotions from one post to the higher post shall be made on the basis of merit based on

performance evaluation, subject to availability of vacancies.

c) The management shall always have the right to fill up a vacancy at any time by direct recruitment

from outside.

3.3.6: RESIGNATION

If a permanent employee resigns from his service, he shall give prior notice according to his letter of

appointment. In case of any failure in this respect on the part of the resigning employee, the management

shall have the right to deduct such amount as will be equivalent to the salary of the notice period from

the final dues of the employee.

3.3.7: TERMINATION

a) The management may at any time without assigning any reason whatsoever terminate the

services of any permanent employee on giving 120 days prior notice in writing or on paying 120

day's wages in notice.

Provided further that the employee, whose employment is so terminated, shall be paid

compensation at the rate of thirty days wages for every completed year of service or for any part

thereof in excess of six months, in addition to any other benefit.

29

b) The management may at time without assigning any reason whatsoever terminate the services of

any temporary employee on giving thirty days notice in writing or on payment of 30 days wages

in notice.

Provided further that the temporary employee, whose employment is so terminated, shall not get

any compensation.

3.3.8: DISCHARGE

Where an employee, in the opinion of the management, is incapable or has ceased to be capable by

reason of infirmity of mind or body or continuous ill-health, the management, in consultation with the

Company Medical Officer, may discharge him on medical ground and pay him his benefits as per Rule.

3.3.9: RETIREMENT

An employee will retire from the service of the Company on completion of 57 (Fifty seven) years of age.

For the purpose of calculating age the date of birth provided in the Application for Employment and

recorded with the Company will be used.

3.3.10: EXIT INTERVIEW

This interview is conducted by the Human Resources Department when an employee leaves the

company on voluntarily resignation.

When an employee is voluntarily quitting specially after securing employment elsewhere, He has no

reason to conceal his real felling about the company.

The purposes of such interview are as follows:

a. To ascertain from the employee the real reasons for his leaving the present job.

b. To give the employee an indication if he is really a desirable employee.

It is a device for discussing vital information about the company's policies or practices and its employee

relations program and is intended to ascertain the employee reaction to various faces of his work, such as

30

dissatisfaction with any aspect of his job or the working conditions or his relationships with fellow

employees or his supervisor.

The exit interview is a means of identifying the core spots in the organization and possible shortcoming

of management so that the necessary remedies may be instituted. It is also one way of knowing the ills,

such as personality conflicts that exit in the company or in the department where the employee has been

working.

It is preferable that either the Human Resources Manager or senior executives, who assists or advises

management in the formulation of policies, conduct the exit interview.

3.4: EMPLOYEES CODE OF CONDUCT

1. Every employee shall conform to and abide by the Rules and shall observe, comply with and

obey orders and directions of his superiors under whose supervision or control he may be

placed. Observance of rules and regulations as enforced from time to time is a condition of

employment.

2. No employee shall, directly or indirectly engage himself in any business, trade or profession

other than employment, which interferes with, his performances of duty as an employee of the

company and he shall faithfully and diligently perform the duties entrusted to him.

3. An employee may be required to work in any department / section / unit as per decision of the

management without adversely affecting his wages/ salaries and other service conditions.

4. The company reserves the right to inspect all the employees or property of the employees at any

time while on Company's premises including Company's transport.

5. An employees shall neither be absent from his duties, nor leave the station without informing his

department / section unit, the employee shall inform the Company as soon as possible but not

later than two days of his absence, through any available means in case of sudden sickness or

accident or any unavoidable reason. He must keep the Company informed of his latest address.

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6. Employees are to devote their whole working time and attention to the discharge of their duties,

to keep all secret confidential information imparted to them and to surrender, on termination,

discharge etc. of employment or otherwise when required. These include all documents,

notebooks, manuscripts and the like in their possession relating to the Company's business.

7. No employee shall except with the prior sanction of the management on writing directly or

indirectly engage in any trade or business or selling

8. No employee shall take part in any activity in a manner counter to the Vision of the Company.

9. No employee shall without prior information to the CEO contribute to any press, radio,

television, organization nor shall make public or publish any document paper or information of

the Company which may come into his custody or possession.

10. No employee shall sign any business, contract or document making any financial commitment on

behalf of the Company unless he is specifically authorized to do so.

11. No consideration or gratuity may be offered, requested or accepted by any employee in the

course of his duties.

12. Every employee will be responsible for safekeeping and return in good condition of all the

Company's properly, which may be in his custody, care or charge. The management shall have

the right to deduct the money value of all such things from the employee's dues and take such

other action, as the Company reasons proper in the event of employee's failure to account

satisfactorily for such property.

13. No employee shall, without specific and precious written permission of the authorities, revoke

any property from the Company's premises.

14. It is the duty of every employee to read notices posted on Notice Boards and employees deemed

to have knowledge of the contents of all such notice affecting them.

15. No employee shall, during his employment or after its termination, disclose to any person any

information relating to the Company or its clients or any trade secrets which have come to his

knowledge while in the service of the Company except when compelled to do so by a Court of

Law. 32

16. Smoking is not permitted in the office premises except in specified places.

17. Employees are responsible to keep their working place clean and tidy in order to maintain a good

working environment.

18. The employee shall not-

a. Enter into any speculative transactions or dealings in shares, securities or otherwise

whatsoever.

b. Participate in any political or subversive activities.

c. Misbehave with colleague(s) or superior officer(s).

d. Engage himself/ herself in gambling, racing, belling or wagering contracts.

e. Leave the premises during office hours without the permission of or

Instructions his immediate superior office

f. Accept any gifts or presents from any customers or prospective customers of the company

3.5: LEAVE POLICY & PROCUDUR E S

1. The following types of leaves are allowed to the employees:

i. Annual Leave

ii. Medical Leave

iii. Accident Leave

iv. Casual Leave

v. Maternity Leave

vi. Special Leave

i. Annual Leave: Employees are entitled to annual leave as follows:

a. Employees are entitled to annual leave as per following guideline:

• Assistant Manager and above level: 30 days

• Sr. Officer and below level: 15 days

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b. Employees are entitled accumulate leave as per following guideline:

• Assistant Officer and above level: Up to 90 days.

• Supervisor and below level: Up to 75 days

c. Based on the need, the employee applies to his / her Supervisor by the use of a Leave

Application From.

d. Annual leave is approved at least one week before the leave is enforced.

e. Department head reserves the right to refuse or suggest alternate dates. Efforts are

however made to accommodate the needs and convenience of the employees.

f. In case of applying by filling Leave Application, once the Department Head approves the

application, the form is forwarded to HR for:

• Issuance of the employee's portion of: The leave approval slip.

• Updating of leaves records.

g. An employee on probation is not entitled to avail of annual leave.

h. Weekends or government and company-approved holiday falling in-between the annual

leaves are counted as leave.

i. If under certain circumstance leave is not approved by the department head, Employees

(in the Assistant Manager levels and below) may encash leave up to 50% of entitlement.

Only basic pay is considered for leave encashment.

ii. Medical Leave: Absence caused due to personal illness or injury from an accident outside to

scope of employment is adjusted from an employee's-Medical Leave entitlement.

Employees are entitled to medical leave as per following procedure:

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a. Employees at all level are entitled to15 days of medical leave per year. Medical Leave is

calculated on working day basis.

b. Employees in the supervisor level and below may accumulate up to 30 days of medical

leave.

c. Medical leave is not encashable.

d. If an employee requires taking time off on medical illness ground for a short period

during office hours, short medical leave is applied.

e. Medical Leave of more than 3 days is granted on the recommendation of a registered

medical Practitioner.

f. In ease of serious prolonged illness, an employee may be permitted to utilize his / her

annual and casual leave after exhausting his / her Medical Leave.

g. If an employee has exhausted all type of paid leave and is still absent due to illness, any

further Medical leave is treated as leave without pay. Unless otherwise decided by the

management on advice from HR.

h. Depending on the nature of illness, the employees obtain fitness certificate from an

authorized Medical Practitioner to return to work.

iii. Accident Leave: Absent caused, on account of injury within the scope of employment will be

treated as Accident Leave with full pay.

iv. Casual Leave: To meet his / her personal obligation emergency, or an urgent situation of personal

nature, an Employee may be allowed casual leave

Employees are entitled to casual leave as per following procedure:

a. Employees at all level are entitled to 10 days of casual leave in a year.

b. Whenever possible prior permission for Casual Leave is taken.35

c. Any absence beyond 3 days of sanctioned Casual Leave period is first adjusted from

Annual Leave, then from Casual Leave and after exhausting both the leaves, it will be

treated as leave without pay provided the extended absence was duly notified.

v. Maternity Leave: Female employees are entitled to avail maternity leave as per following

procedure:

a. All confirmed female employees are entitled to avail 4 months of maternity leave. This

entitlement will hold good for the first two children.

b. The period maternity leave may cover both prenatal and postnatal period.

vi. Special Leave: Employees will be entitled to special leave as per following procedure:

a. Study Leave: An employee may be granted study leave subject to the discretion of the

management.

b. Leave during Probation: During probation period, special Leave will only be considered as

per recommendation of department head. In such case, leave may be taken but it is treated as

advance and is adjusted from the employee’s entitlement of leave upon confirmation.

All Leave record is maintained in the following manner-

Head Office: HR maintains the employee leave record in the leave management software.

Factory: Factory HR maintains Leave Books for all individual permanent works in compliance with the

labor law. Employees in the Assistant Officer or higher grades use Leave Application form to apply for

leaves, Short Leave Application form to apply for short leaves while department heads use form for

reporting absence without information. Factory MR maintains record of all such leave.

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3.6: INDUSTRIAL RELATIONS

By the term "Industrial Relations", we generally mean relationship in an industry. Later on, when the

workers started dealing with the employers, Trade union activities came to be included under this term.

Still later, when the state had to be involved in such relationship; it also became a part of industrial

relations.

Considering all these elements mentioned above, the term "Industrial Relations" could be taken to stand

for employee-union-employer-government relationship in employment.

3.6.0: OBJECTIVES OF HR

Apart from the primary objective of bringing about sound and healthy relations between employers and

employees, industrial relations aim:

To facilitate production and productivity.

To safeguard the rights and interests of both labor and management by enlisting their

Cooperation.

• To achieve a sound, harmonious and mutually beneficial labor management relations

• To avoid unhealthy atmosphere in the industry, especially strikes, go-slow, go-slow, lock-mils etc.

To establish and maintain industrial democracy.

For Good Industrial Relations BPL established and maintains the following policies

• Recognition by the employer that the workers are a part of team working towards common

objectives.

• Fair right of the employee complaints.

• Avoidance by workers of being unduly influenced by political leaders

• Payment of reasonable wages and adequate wage structure as well as establishment of satisfactory

working conditions.

• Adoption of a policy which ensures to the worker an equitable share of the gains of increased

productivity.

• Introduction of a suitable system of on-the-job training at all levels as well as providing them with

appropriate equipment, where necessary.

37

• Training in industrial relations and human relations to workers, technical staff and at all

managerial levels.

• Sufficient communication to keep the employees informed about decisions which affect their

interests.

3.6.1: TRADE UNION ESTABLISHMENT IN BPL

Beximco Pharmaceuticals Ltd. has only one-registered trade union. The reason for only one trade union

is that the workers feel more united by this way. One of the purposes of trade union is to work for the

welfare of its members. In every two years, the members elect a pane of executives who work as

collective bargaining agent. The CBA place a charter of demand biannually. After a series of formal

meetings with employer a memorandum of settlement is reached. this is in operation for two-year term.

The members divide themselves into two panels before elections. Any member of both panels could be

elected in the panel of CBA.

Goals and objectives of the labor union

a. To establish and maintain the economic and social rights of every member of the union.

b. To maintain unity and brotherhood among the members.

c. To direct the relationship between the employer and the worker rightly and to maintain the

relation whenever a conflict arises between the parties through constructive negotiation.

d. To observe justice and appropriate wages for the members.

e. To take appropriate actions on jobless, physical inability, illness, old age and death of the

members.

f. To help the members economically during the legal Strike.

g. To help like workers inside and outside the country and to create fund for progressive worker

movement.

38

h. To develop knowledge and responsibilities about the country and industry within the workers.

i. To maintain and uphold its constitution at any cost.

Duties of the members

a. Every member is bound to pay his fees and or due fees prescribed by the effective committee.

The committee can determine the amount of fee up to TK. 10 and can also waive for special

cases.

b. Every member must obey the constitution and proposals of the meetings. They shouldn't do

anything that is against the interest of the union.

3.6.2: ROLE OF CBA

In addition to maintaining good relationship between employers and the workers, the trade union plays

important role on establishing and maintaining economic and social rights of every members of the

union.

In every two years the CBA meet with the representatives of the employer with their "Charter of

Demand". The demands are based on the current social and economic needs and benefits of the workers.

After a series of sittings with them, all the parties reach an agreement and the employers accepted those

demand which seems logical to them.

3.6.3: GRIEVANCE HANDLING PROCEDURE

In order to resolve grievance of any aggrieved employee as reasonable and as quickly as possible with

the aim of minimizing conflict situations, the company maintains a systematic and open channel of

communication in line with the relevant law of the country.

This policy is applicable for employees at all levels.

39

Policy and procedures

1. For resolving grievance of personnel two distinct procedures are followed:

i Grievance Handling Procedure for Assistant Officer and above level of employees.

ii. Grievance Handling Procedure for staffs and workers.

2. The following procedure is followed for resolving grievance of personnel in the Assistant Officer

and above levels.

i. Within three working days of the grievance arising, the employee concerned raised the

grievance in writing to his / her immediate supervisor.

ii. If the matter is not settled within 24 hours, following 2-I, the employee refers the matter

to the immediate superior (or Department Head, if the aggrieved employee's immediate

supervisor is the source of grievance).

iii. If the matter is still not settled within another two working days, following 2-ii, the

employee may seek assistance of the HR Manager.

iv. Upon such notification, the Manager, HR immediately arranges a meeting between the

Department Head concerned and the aggrieved employee to resolve the matter.

v. It must be emphasized that at this stage, the Department Head is responsible for seeking

the advice of the Manager, HR to a decision of the issue.

vi. If the matter remains unsettled for another two working days, the Manager. HR submits

his / her report to the HR Director whose decision on the issue will be taken as final.

3. The following procedure is followed for resolving of staffs and workers:

i. Grievance handling of permanent workers and staff of the company is governed by

section 25 of "The Employment of Labor (Standing Orders) Act 1965.

40

ii. The worker concerned submits his grievance to the HR Manager in writing by registered

post within fifteen days of the occurrence of the cause of such grievance.

iii. The Manager, HR within fifteen days of receipt of such grievance :

a. Inquires into the matter

b. Give the worker concerned an opportunity of being heard and

c. Communicates his / her decision in writing to the said worker.

iv. If the workers is not satisfied with such decision he / she may make a complaint to the labor court

having jurisdiction, within thirty days, from the last date under 3-iii using from I under the

section 11 of the Employment of Labor (Standing Orders) Rules 1968.

v. On receipt of any complaint under 3-iv of this procedure the court may give notice to both the

parties for hearing.

vi. The court gives hearing to both the parties.

The Manager HR in consultation with the company's legal adviser presents the company's case on the

matter of the grievance and justifies the company's decision / stand.

3.7: EMPLOYEE SERVICES

The classification of labor welfare is as follows:

• Welfare and amenities within the grounds of the establishment such as latrines and urinals

facilities, rest rooms, canteens, drinking water, health services etc.

• Welfare outside the establishment such as maternity benefit, social insurance

measures, medical facilities, educational facilities, housing facilities, recreation

facilities, transport to and from place of work etc.

3.7.0: BPL GIVES THE FOLLOWING SERVICES TO THE ITS EMPLOYEES:

a. Economic Service:

Loans, insurance, gratuity, provident fund, pensions etc.

41

b. Recreational Service:

Sports and games, social events etc.

c. Facilitative Service:

Medical service, housing, educational facility, canteen, co-operative-store, transports facility etc.

3.8: OCCUPATIONAL HEALTH & SAFETY

Beximco Pharmaceuticals Limited takes great care towards the health and safety of its people. All sorts

of safety measures are assured to keep the environment sound and pleasurable. The people are trained

for storage, dispensing, handling and using of materials. It is always monitored that concerned people

wear appropriate and designated dresses like gowns, aprons, masks, helmets etc. Because of inflexible

measure and continuous training regarding employee health and safely, not a single case of accident of

injury was recorded during the year 2003.

As a company of international reputation and excellence, BPL has set itself as a model company that

cares most for protecting and sustaining a pollution free environment. It used technology that is friendly

to the environment and complies with the environmental codes, it has created adequate facilities and

engaged appropriate processes that can naturally be employed using appropriate processes that can

naturally recycle the effluent coming out of the manufacturing plant and has kept the environmental

effects of the manufacturing activities to practicable minimum levels.

3.8.0: SAFETY POLICY OF BPL

a. Safety:

i. Protection from occupational hazards

ii. Protection from fires

iii. Supervision of safely regulations

iv. Investigations of accidents.

v. Conducts safety contest.

vi. Conducts periodic inspection of machinery and equipment.

vii. Safely education.

viii. Maintains safety records and statistics.

42

b. Occupational health:

i. Per-placement medical examination

ii. Periodic Physical examination

iii. First Aid

iv. Health Education

v. Sanitation

vi. Observance of constitutional rules

vii. Maintenance of Health Records and Statistics.

BPL provides their employees with a clean, safe and healthy work environment, designed to prevent

accidents and injury to health arising out of or occurring during the course of work. BPL observes all the

applicable, legally mandated standards for workplace health and safely in the countries and communities

in which they operate.

3.8.1: PRINCIPLES OF HEALTH & SAFETY

• Facility complies with the principle as stated.

• Facility ensures that the workplace is operated in safe and healthy manner.

• Facility has a health & safely committee including facility works and management conducting

regular meetings and keeping meeting minutes.

• Maintain accident investigation procedures.

• Safety hazard communication program in place with regular beneficiary to employees

with record.

• Within safety and security policies and rules to be posted at factory Regular communication also

conducted to employees with record.

• Workplace free of electrical / mechanical hazards.

• The facility has first aid supplies available, easily, accessible, maintained as required by law and

regularly inspected.43

• Facility to have a chemical safety program and employees trained on chemical safety.

3.9: SALARY & WAGE ADMINISTRATION

3.9.0: BASE PAY STRUCTURE DESIGNING METHOD

In determining the base pay of employees, the BPL Company uses Point System Method of job

evaluation and pay determination. The company employs the Hay Job Evaluation System in evaluation

of the jobs of the organization. Usually the company either initiates or conducts salary surveys or joints

salary surveys of initiated by other companies and reliability firms every one and a half or two years.

Within the country, the BPL tries to stay in the 75th percentile in terms of top rated companies for

compensation purposed. However, it usually takes a range of 65to to 80th percentiles depending in the

nature and importance of the jobs to the company. These salary surveys help to price key and other jobs

of the company. The BPL Company does not limit itself only to country specific survey, but rather

conducts or joins in international salary surveys to key its jobs well priced in terms of international

standards and competition especially for its more demanding and required jobs.

3.9.1: THE FINANCIAL INCENTIVES AND NON-FINANCIAL BENEFITS

PROVIDED TO EMPLOYEES

For the workers and officer level other than basic / base pay the standard incentives and benefits are:

• Bonuses: 4 yearly bonuses

• House rant; 65% of basic

• Provident fund

• Gratuity

• Medical benefits

• Conveyance

44

• Umbrella and shoes: for factory workers and etc.

For the managerial level other then base pay the standard incentives and benefits are:

• Bonuses: 2 yearly festival bonuses

• Telephone

• Mobile

• House rent. 90% of basic

• Conveyance

• Provident fund

• Gratuity

• Medical benefits

3.9.2: FACTORS CONSIDERED IN APPRAISING AND COMPENSATING EMPLOYEES

For "blue collar" workers such as those in the production and packing departments the following factors

are considered for appraisal and subsequent compensation.

• Skills, education, level of knowledge of employees.

• Experience and seniority.

For "while collar" workers such as those in the managerial and administrative posts the following actors

are considered for appraisal and subsequent.

• Skills, education, level of knowledge of employees.45

• Individual performance.

• Group performance or team working ability.

• The volume of work.

BEXIMCO Pharmaceuticals Ltd. has employed the foreign experts who are paid on the basis of

international standards and sometimes-even more for highly qualified employees. These employees are

paid more benefits like company provided housing facilities, car facilities-traveling abroad,

entertainment allowances etc.

The workers in the factory are entitled to get company provided gown, and others facilities. All these are

concerted into monetary amount.

3.10: PERFORMANCE APPRAISAL

3.10.0: OBJECTIVE

For a company- good people are like diamonds- hard to find-hard to shape-and hard to polish.

Through performance appraisal we can discover the diamonds in our company and polish them to a

dazzling luminosity.

Performance appraisal functions both as a valuable management assessment tool and superior employee

motivation weapon. This is expected to enable us to strike balance between our company's need for

qualified and trained personnel and our employees need for feedback and motivation. Performance

appraisal is logical on the job review of an employee's abilities and accomplishments.

Through performance appraisal we shall be able to

- Measure behavior rather than personality.

- Analyses both a job's process and it outcome.

- Make the system useful for managers and their subordinates, as well as top management.

- Develop realistic job descriptions.

46

- Create or refine training and development programs.

Each and every personnel working in the company in any capacity and earning his bread, alongside his

individual goal lo lead a solvent life is expected to contribute adequately in participation with others to

achieve the group goal in the over-all success of the organization. It is the prime responsibilities of the

Management lo reward deserving personnel on a twin consideration of his position and achievement

(based on competence and performance).

3.10.1: PRECONDITIONS OF PERFORMANCE APPRAISAL

Form the key responsibilities of the job Description of an employee the Operational Objectives are

finalized at initial stage of Performance Appraisal. The Operational Objectives will be agreed upon by

the employee and the Supervisor.

Impact % is to be mentioned and it is important in overall rating because 70% impact reflects on the

overall rating. At the time of Performance Appraisal the employee is given Employee Agenda Form not

less than 15 days prior to performance Appraisal Interview. The employee will fill up the form and thus

psychologically be prepared for the interview

For the Manager, people management is the most important job. So he has to fill up the People

Management Objective Form for overall rating.

During interview, the atmosphere between the Appraiser and the Appraisee will be congenial. Appraiser

must not play god. He has to develop criticizing skill and the criticism will be construction to develop

the person.

There will be Development form where weak point of the employee is to be mentioned and next course

of action plan is to be scheduled by the concerned department to train up the relevant person in the weak

area.

For new employee the Job Objectives are to acknowledge but Job Objectives will be ambitions and

realistic. The key responsibilities are to be made clear to the new employee during the Probation Period.

The reviewer of manager's Manager may change the Job Objectives after proper discussion.

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3.10.2: TECHNIQUES FOR APPRAISING EMPLOYEES

The following techniques are used for appraising employees in the BPL Company

MBO

• Rating Scales in Conjunction with MBO

• Forced Choice method or Organizational Bell Curves

The employees of BPL through MBO set yearly goals. The Employees of BPL Company use MBO to

not only set objectives or goals to achieve for themselves within the broad goals of the company, but

also use these objectives as the basis for setting standards or criteria against which their performance is

evaluated. Thus, MBO serves not only as a means of mutually setting goals for employees that are to

enhance overall broad goals of the company, but also as a means to have mutually set objective (not

biased and forced standards set by top management) criteria to appraise performance.

When rating scales are used in conjunction with MBO, the ratings are done on the basis of the yearly

goals that employees have set for themselves through MBO which are clearly measurable 6 to 8

demanding goals. These goals are to be SMART or

• Specific

• Measurable

• Agreed

• Realist

• Time bound

Although SMART goals are suitable set for production-oriented works, these are adjusted to suit also the

lower, top administrative and managerial employees.

The BPL Company instead of calling the method as Forced Choice Method use the term of creating

Organizational Bell Curves. This is primarily done so that in general most of the employees perform at

an acceptable level of performance, while some perform at outstanding levels of performance and some

may perform at an average of rather low level of performance.

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3.11: DISCIPLINARY PROCEDURE

To establish a disciplinary procedure built on equity in with die principles of natural justice and relevant

law of the country.

3.11.0: THE DIFFERENT STEPS OF DISCIPLINARY PROCEDURE

a ) Charge-sheet / show Cause Notice / explanation

Charge-sheet, Show causes Notice and Explanation are different names of the same letter addressed to

worker within meaning of Labor Law.

The Charge-sheet is a letter (a sheet of paper) containing a charge covered by the list of misconduct

under section 17(3) of the Employment of Labor (Standing Orders) Act. 1965 served on a worker

directing him to show cause within specific period why appropriate disciplinary action should be

taken against him for alleged misconduct committed by him.

A worker may be charge-sheeted or directed to show cause or explain only when (a) specific Charge

against him has been recorded in writing (b) the charge in within the meaning of misconduct under

section 17(3) of the employment of Labor (Standing Orders) Act. 1%5, and (c) the worker has been

given not less than three days time from the receipt of the charge-sheet to show cause why appropriate

disciplinary action should not be taken against him for his misconduct, as alleged.

b) Service of charge sheet

A worker is normally asked to explain within 4 days receipt of the charge sheet. The expression

"receipt of" is very important. This shows that his Charge Sheet must be server on the accused

workers, in order words; the worker is required to receive the charge sheet. It may so happen that a

worker being infuriated on hearing that charge has been brought against him, may refuse to receive

the charge sheet. In such ease, the same should be sent to the home address (both local and permanent)

of the worker as available in his service records, invariably under registered post. Another copy of the

charge sheet should be displayed in the Notice board. The refusal to receive the letter of charge should

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record in the presence of two witnesses, preferable unionized employees. This will be equivalent to

"Service of charge-sheet. Only then the next step of disciplinary procedure should be taken.

Reply of the charge-sheet

The accused worker may or may not reply to the charge sheet. If he replies, he

may either accept or refute the charge against him. If the management contemplates any punishment,

even a note of warning, inquiry should invariably

be conducted.

The inquiry proceedings

When the accused refutes the charge / charges against him

or does not reply at all the charge he has investigated by an Inquiry officer duly

appointed by the competent authority. The Inquiry officer should always be

person of management and should not normally belong to the same department the

accused worker belongs to.

Notice of inquiry

The accused must be given in writing a "notice of inquiry" indicating the date, time

and place of inquiry with reasonable time to get him prepared to produce witnesses,

if any in his defense. The site of inquiry should normally be in the place of posting

of the accused.

Service of Notice

It must be noted that the accused receives the notice of inquiry. If the accused does

not accept the notice of Inquiry and does not appear before the Inquiry Officer, even

then the inquiry should be held ex-parte at the scheduled date, time and place.

Recording of Deposition

The process of inquiry may be broadly divided into two parts (a) prosecution and

(b) defense. The Inquiry Officer should read out the charge to the accused worker.

Depositions of the prosecution witnesses should be recorded first and those of the

defense, next. In all cases cross-examination, if preferred, should follow the

depositions.50

Cross-examination

The Inquiry officer must offer the accused opportunity to cross-examine each of the

prosecution witnesses. The prosecution witnesses include the first reporter of the

allegation, the signatory of the charge-sheet and all others who come in the picture

to all the charge against the accused. The Inquiry officer may ask question to all the

witnesses including the accused to find. There is no bar in law if the management

representative prefers to cross-examine the accused and his witnesses. But it must

be borne in mind by the Inquiry officer that cross-examination of the management

witnesses by the accused is the cardiovascular portion of the whole process of

inquiry.

Findings / Report

The harvest of the whole inquiry proceedings is the report of inquiry. The Report of inquiry should

contain brief narration and analysis of the depositions of all that appear in the scene, relevant to the

allegation.

The concluding portion of the report of inquiry is the finding of the Inquiry officer. This consists in

expressing whether, in the opinion of the Inquiry officer the charge has been conclusively proved or

not

The inquiry Officer has no business to offer any recommendation whether the accused should be

dismissed or honorably acquitted or any less punishment is awarded. Because, the same is the job of

the management and not of the Inquiry officer.

Final stage

On receiving the report of inquiry the management shall decide whether to punish the accused in any

manner or set him free. If the management is convinced with the findings of the Inquiry officer and in

case the Inquiry officer hints any scope of doubt in establishing the charge, such benefit of doubt will

go in favor of the accused. A punishment decided to be awarded must be communicated to the

concerned worker in writing.

The following categories of punishment may be inflicted on a worker consequent upon the findings of

the Inquiry officer.

• Warning51

• Suspension as measure of punishment for a period not exceeding 7

days without wages with warning.

• Discharge

• Dismissal

While awarding punishment the management should be adequately fair in its judgment and should act

in accordance with the merit of each case. The management should also lake into account the gravity

of the misconduct, the previous record, if any, of the worker and any other justifying or aggravating

circumstances that may exit. The work force should be imbued with the feeling of reliability in the

management that the latter never punishes without genuine lapse on the part of the worker.

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Training And Development Procedure At BPL:

3.2.2: TRAINING & DEVELOPMENT

3.2.2.0: TRAINING

Training as it is commonly understood is different from education as such to an extent. The difference is

more in comparison to the education system. Ideally training should be a part of education but the

connotation of training is taken as that part of education, which relates to its practical aspects.

Training normally visualizes action and in addition to other things provides skills of different types in a

field of work.

The rationale and purpose of training can be understood from the following definitions.

"Training is a process of learning and de-learning which helps individuals to acquire knowledge and put

it into practice to develop and implement skills to achieve goals and objectives of the work that they are

doing. It helps people to understand their abilities and enables them to develop their potential for

optimum utilization in their field of work."

Training might thus mean

- Showing a machinist how to operate his new machine.

- A sales person how to sell his / her firms product.

- Or a new supervisor how to interview and appraise employees.

3.2.2.1: EXECUTIVE DEVELOPMENT

Executive Development is an attempt to improve an individual’s managerial effectiveness through a

planned and deliberate process of learning. In other words, it is the process of a conscious and systematic

improvement of managerial effectiveness within the organization to achieve organizational goals and

strategies. More specifically explained, Executive Development is activity designed to increase the

capacity and to improve the performance of existing manpower and provide a supply of efficient and

capable managers for the future, to achieve the desired organizational objectives. Executive

Development is also known as Management Development.

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3.2.2.2The Difference Between Training And Development:

The process of training and development are often confused. Training means learning the basic skills and

knowledge necessary for a particular job or growing up of jobs. To put it in other works, training is the

act of increasing the knowledge for doing a particular job. But development, on the other hand, means

growth of the individual in all respects. An organization works for the development of its executives or

potential executives in order to enable them to be more effective in performing the various functions of

management.

In other words, training is a short-term process by which non-managerial personnel learn technical

knowledge and skills for a definite purpose. Development, on the other hand, is a long-term process by

which managerial personnel learn conceptual and theoretical knowledge for general purpose.

3.2.2.3: TRAINING PROCEDURE

As the company has been trying to achieve the milestone of USEDA and MCA certification, it has taken

an extensive program of training for it employees and workers.

The usual duration of training is of six months. Some of the training in given in the probationary period

and some is after the conformance.

The on-the-job training program is divided into following schedule:

- Class room training

- Audio-visual training

- Computer interactive learning.

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Usual topics of the training programs are

• Current Good Manufacturing Practices (CGMP).

• Good Laboratory Practices (GPL) on the light of Active Pharmaceutical Ingredients.

• Quality Control Process. Equipment and Cleaning validation. Change Control Procedure.

• Total Quality Management (TQM. six-sigma. systematic problem solving)

• Specifications and stability protocols.

• Health and Hygiene.

• Calibration and maintenance of equipment.

• Environment Control and safety procedure (like material handling, and storage of chemicals

and regents, fire fighting. Personal protective equipment, etc.)

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Chapter: 4

4.0. Findings:

Beximco is one of the leading pharmaceutical company in Bangladesh and it has got well-structured HR

department, which concerns about all the other departments of the organization. Beximco Pharma has

got well-managed HR department, which efficiently works from recruiting employees to measuring their

performance. Beximco Pharma is concerned about its employee’s rights as well. It has a got a labor

union inside the company. The incentive packages of the company are well matched with the employee’s

performance. The salary structure of the organization is satisfying for all the levels of employees of the

organization. When ever the company feels that there is a need of training the company immediately

sends its employees to the training program. Sometimes the employees are sent abroad for the necessary

training for welfare of the company and for the employee development as well.

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Chapter: 5

5.0. RECOMMENDATION

In the recommendation part I can only say that, Beximco has got a well structured HR department which

is performing all the necessary HR duties and responsibilities but they need to hire more skilled and

qualified people. They focus more on internal recruitment rather than external recruitment. That’s why

they are not getting the desired and well performing managers. My suggestion would be to hire well

qualified people rather being biased regarding hiring of employees.

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Chapter:6

6.0 CONCLUSION

BEXIMCO Pharmaceuticals Limited has very good planning of human resource, which were matched

with the company's strategic directions. In fact, depending upon the needs BEXIMCO Pharmaceuticals

Limited even resorted to hire foreign expatriates. The screening and evaluating methods for recruitment

and selection of general employees and managerial people were seen to be most exact for BEXIMCO

Pharmaceutical Limited so that only the best potential gets the chance to become the resources of the

company.

The labor relations process in the BEXIMCO Pharmaceuticals Limited is constructive. The relationship

between union and management is quite good. The levels of employee commitment were found to be

high, and people in the organization are very satisfied with the environment and maintenance functions

of the organization.

But it is observed that the company doesn't encourage its employees to practice a law full grievance

procedure, in this lime of organic and open system organization employees grievance should be more

welcomed and evaluated.

This also observed that most workers have little or no knowledge about formal labor laws. The trade

union should take appropriate steps to improve knowledge of workers in this regard.

Very soon The Labor Code which is becoming a law for the whole of Bangladesh replacing about 50

Labor Laws of the country.

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Bibliography

1. http://www.beximco-pharma.com/2. Beximco Pharmaceuticals company Ltd.

3. Journals etc.

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Documents

HR Issues and Training and Development Procedure Of Beximco Pharmaceuticals Ltd