Submission to:
Dr. Mohammad Khasro Miah
Post-doctoral Degree in Human Resource Management
Awarded by Fulbright Commission, Northeastern University, Boston, USA
Post-doctoral Degree in Human Resource Management
Awarded by Japan Society for the Promotion of Science (JSPS), Nagoya University, Japan
Ph. D. in Human Resource Management, Nagoya University, Japan
Master of Business Administration ( MBA in International HRM) Shiga University, Japan
Master of Business Studies ( Management) Islamic University, Bangladesh
Bachelor of Business Studies (Hons) ( Management) Islamic University, Bangladesh

Post-doctoral Degree in Human Resource
Management
Awarded by Fulbright Commission, Northeastern
University, Boston, USA
Post-doctoral Degree in Human Resource
Management
Awarded by Japan Society for the Promotion of
Science (JSPS), Nagoya University, Japan
Ph. D. in Human Resource Management, Nagoya
University, Japan
Master of Business Administration
( MBA in International HRM) Shiga University,
Japan
Master of Business Studies
( Management) Islamic University, Bangladesh
Bachelor of Business Studies (Hons) ( Management)
Islamic University, Bangladesh
Dr. Mohammad Khasro Miah
Submission to:
Dr. Mohammad Khasro Miah
Submission By :
(Group-E )
Eng. Mirza Shameem Hasan
ID No: 1835026690

Submission to:
Dr. Mohammad Khasro Miah

Submission to:
Dr. Mohammad Khasro Miah
performancemanagement
High performance human resource management

Submission to:
Dr. Mohammad Khasro Miah

Submission to:
Dr. Mohammad Khasro Miah

The purpose of the Classification and Compensation
Reform Project is to replace the District current job
classification and compensation system with a new and
modern system that supports the District’s strategic goal
to recruit, manage and retain a well-qualified and diverse
workforce.
The Classification and Compensation Reform Project is
composed of five major work streams:
Classification; Compensation; Information
Technology; Policy; and Training.
The new system will:
• Be independent of the federal classification system;
• Be easier and more flexible to administer;
• Maximize the use of PeopleSoft by automating the job evaluation (classification)
system;
• Use a simpler format that reflects the work performed by District employees;
• Identify career paths within agencies and throughout the District government;
• Ensure District compensation is competitive, equitable, and fiscally sound.

Current FES
White Collar
Current FES Blue
Collar
Proposed
JEM
Knowledge Skill Leadership
Supervisory
Controls
Knowledge
Communications
& Customer
Service
Guideline Responsibilities Decision Making
Complexity Physical Effort
Impact of
Decisions
Scope & Effect
Working
Conditions
Work Complexity
Personal Contacts Education
Physical Demands Work Experience
Work
Environment
Working
Conditions
Executive/HR/
Union
Engagement
Agency
Assessment
Management
Engagemen
t
Employee
Engagement
Training

August 2013HR Effectiveness Strategy
Sustainable HR & Talency
Reform Efforts
Classification
and
Compensation
Reform
HR Effectiveness
Learning &
Development
Performance
Management
Classification and
Compensation reform
will clearly identify
duties and
qualifications. The
reform will establish
internal and external
equity among positions.
Thus promoting
recruitment and
retention.
Learning &
Development
courses will be
linked to specific
Career Paths and
competency levels.
Thus promoting
growth and
development.
Core Competencies
will be defined by
and linked to the
Performance
Management
system.
Reengineer
recruitment process
to improve sourcing
and selection of
qualified candidates
and branding the
District Government
as an employer of
choice.
9

Tranning and development of a Drider in
Cardiopulmonary Resusciation (CRP) Saved a Life.
(D) Even in a non-profit organisations , why it is a focus to do a cost
analysis to provide appropriate training and development to deserving
employment?We can do several things to ensure that our strategic plan is fact-based
and grounded in reality:
1. Independent Sources of Information – Planning needs to be outward, looking
at
the customer, the marketplace, and other external drivers affecting organizational
strategies. We can substantiate our planning efforts with customer surveys,
market research, spending time with constituent groups, analyzing competing
nonprofit organizations, and using other sources of knowledge to ensure that we
are not too inward in our planning efforts.
2. Broad Involvement by Stakeholders – Strategic planning should involve
various
constituent groups that are impacted by the plan. We need to recognize the
needs and capabilities of our primary customers, supporting customers,
professional staff, board members, and others if we expect a realistic strategic
plan. This helps ensure that the organization is properly aligned with its
stakeholders, thereby improving our chances of success with implementing the
plan.
3. Sufficient Organizational Capabilities – Nonprofit organizations must be
capable
of successfully executing strategic plans. Nonprofits usually have very limited
resources and we need to make sure that we have the people, sources of
funding, expertise, and other critical resources for implementing and executing
the strategic plan; otherwise the planning effort is a non-value added activity – it
fails to provide real benefits to the organization.

(C) Can govt. Organize a combined training and development programs for
all the hospitals non-clinical employees in a non-profit organisation do that it
makes viable for all the organizations other than doing individually ?
ANS: Yes.

Tranning and development of a Drider in
Cardiopulmonary Resusciation (CRP) Saved a Life.
HR solution question

The case is related to the RMG sector in which it
has cited three situation that represents
Bangladeshi organization have an inadequate
practices in recruitment and selection of
employees , improper training and development
of employees which has link many things related
to labor unrest.

Submission to:
Dr. Mohammad Khasro Miah
Consistency
• Be prepared to broker any conflict
• Talent Management sketch
• The Process We Can Manage Talent
• Talent Management Model
A Business Driven Approach to High Impact
Talent Management
Creating a Talent Management Program for
Organizational Excellence
1. Recruiting
2. Planning
3. Job Posting
4. Communication
5. Interview
6. Selection
7. Onboard
Impact of Talent Management in the
Organizational Excellence
Components of Effective Talent Management
I. Strategic Employee Planning
II. Talent Acquisition and Retention

Submission to:
Dr. Mohammad Khasro Miah
Creating a Talent Management Program for
Organizational Excellence
1. Recruiting
2. Planning
3. Job Posting
4. Communication
5. Interview
6. Selection
7. Onboard

Submission to:
Dr. Mohammad Khasro Miah
Components of Effective Talent
Management
I. Strategic Employee Planning
II. Talent Acquisition and Retention

How to make decision makers / senior
management realize the need for managing
talent in the organization? How to convince
them or explain the importance and benefits
of talent management and how to harness
them to the process?

Is it possible to characterize a typical talent?
How do you avoid overlooking the recruitment
of an applicant when screening is based on
highly specific requirements dictated by the
professional manager?

What is talent management? Which types of
risk does talent management address and how
can I retain the talent in the organization
during a recession and without a dedicated
budget?

Should talent management policies and
processes be transparent to all company
employees or only to the relevant
population?

HR Core – to collect and consolidate employee
and job data across modules, such as learning
management and performance management,
providing accurate and timely information
without the need for duplicate data entry, and
reducing the number of errors significantly.
Which modules are included in the
technological solution?

A small organization faces challenges that are similar to
those of a large organization, such as the need for
succession planning (bench players) and responding to
situations when talent leaves the organization, often
because of limited opportunities for development and
promotion. Is it possible to manage talents in a small
organization where the number of employees is less than
hundreds, and if yes how?

To whom we will submit our acitivies? Here, is
he/she is potential or experienced enough to
maintain the skills ?
&
Is there any opportunties to measure the skills
of HR before joining job ?

Submission to:
Dr. Mohammad Khasro Miah
Aligning the right person with the right role:
 Learning
Aligning compensation with goals
Career Development
Succession Planning
Understanding the Requirement
Sourcing the Talent
Attracting the Talent
Recruiting the Talent
Selecting the Talent
Training and Development
Retention
Promotion

Submission to:
Dr. Mohammad Khasro Miah
Training and Development
Retention
Promotion

Submission to:
Dr. Mohammad Khasro Miah
Aligning compensation with goals:
Alignment remains the important concept. Aligning your
strategic goals with incentives means recognizing
employees, rewarding contributions to success, and
acknowledging their value to the organization.
Career Development:
This ties back to the talent retention component and the
notion that hiring from within is not only an option, but
often preferable. Nurture potential leaders by providing
professional development tools that can advance their
career.
Succession Planning:
Knowing the talent within your organization is a start.
Knowing the key roles essential to its success is equally
vital. Which roles are critical to success? Who currently
fills those roles? What happens when those positions
become available? Having a plan in place means that the
decisions are already made, and that the organization
will continue to run smoothly if a key position must be
filled quickly.

- Is the environment is favourable
- Be eye catching, inportant, arouse curiosity
- What particular thing need much attention, however; it
requires the worker to have an insight about the future area
of problems
- Starting should be clear, honest having direct bearing on
the procedure or proceedings of the research
" One has to strike when the iron is hot "

The research indicates that networking for knowledge
acquisition/sharing, support, career development and
influence are closely inter-related. Therefore, recognition
of the embeddedness of knowledge processes in social
networks points to the importance of supporting the
formation of strong network ties to enhance knowledge
sharing and learning.
Opportunities provided for networking through national
leadership development programmes are recognised as
valuable but can also be sporadic or limited in their
availability. More could be done to encourage continued
interaction through these networks at a regional or local
level following core programme activities.
Recognition needs to be given (in national and more local
training programmes) to the importance and benefits of
both formal and informal networks of interaction as
sources of knowledge and support for managers and how
specific mechanisms for middle managers may help
significantly (e.g. mentoring).

Limitations
It must be remembered
that this analysis is limited:
a greater depth of
understanding and
evaluation can only occur
with utilisation of other
resources such as
comparisons with budget
forecasts and the statement
of changes in financial
position. Only after this
process can a full
appreciation of the
company’s current
situation and possible
future occur.
Conclusion

Submission to:
Dr. Mohammad Khasro Miah

Submission to:
Dr. Mohammad Khasro Miah
Five Actions to Boost People Equity
Developing the Talent
Talent Leadership: A Proven Method for
Identifying & Developing High Potential
Employees
 Alignment: Is the extent to which there is a clear line of sight from the
strategy to those who must implement that strategy. It includes
consensus among the leadership on strategy and priorities; a line of sight
from that strategy to departments and employees; and synchronization of
different units and departments to deliver products and services.
 Capabilities: Is having the talent, information and resources to meet
customer expectations and execute the company strategy.
 Engagement: Is the bestowing of discretionary energy by employees
and commitment to, and advocacy on behalf of, the organization,

Submission to:
Dr. Mohammad Khasro Miah
Driver and Enablers of People Equity:
Research has identified five drivers and four enabler that underlie people equity. These
drivers and enabler are the major levers that leader can use to increase people equity. When
these drivers and enabler are effectively managed, alignment, Capabilities, and engagement
inevitably increase.
The drivers of alignment, capabilities and engagement fall into five categories:
Human Resource System: Which includes selection, and recruiting of qualified talent,
rewards and recognition, talent development and performance management.
Technology System: which includes information, knowledge, tools and process.
Innovation: Including the abilities to develop and implement new ideas, creativity leading
to better products and services and the ability to adapt to changing environments or
competitive landscape.
Unique Strategic Elements: Are those aspect of an organization or function that are
important differentiating it from its competitors. It might include factor that differentiate
brand identity, key business process, unique product or process elements, unique cultural
features.

Submission to:
Dr. Mohammad Khasro Miah
Driver and Enablers of People Equity
Human Resource System:
Technology System
Innovation
Unique Strategic Elements

Submission to:
Dr. Mohammad Khasro Miah
Create Individual Development Plans:
The first step in developing employees is to create a development plan. It is important to
sit down with the employee and discuss individual interests and career goals. This
conversation will help identify the development activities that individual should be
undertaking.
Provide Performance Metrics:
It is essential to set specific quantitative metrics to help an employee understand where
they need to be or what they can realistically achieve. Then, as these performance
metrics are met, the bar can be raised so the employee feels a continued sense of
accomplishment.
Provide Opportunities Outside of Job Function:
Today’s organizations have become so compartmentalized that employees believe they
can only operate within their department or function. However, to truly develop an
employee for a larger role in the company, they need to understand how all aspects of
the organization work.

Move over karaoke. ...
Potluck.
Let your employees show
off their cooking skills
Water balloon toss.
On a warm summer day,
fill up a bunch of water
balloons. Scavenger hunt.
...
Human knot. ...
Show-and-tell. ...
Egg drop. ...

 Assembling the Team
 Preparing the Team
 Managing Team
Dynamics
 Capturing and
Conveying
Team Insights

Submission to:
Dr. Mohammad Khasro Miah