1. Hrp practices:
I. INTRODUCTION
Organizations utilize four basic kinds of outputs, or resources, from their environments: human,
monetary, physical, and information. Human resources include managerial talent, labor, and so
forth.1 The people perform the work (through utilizing the other inputs) and provide the
creativity that sustains operations. They have a significant impact on organisational
effectiveness. They are most important resource in all business and government leavors.2 In
earlier and more agricultural economics, human ounces took care of themselves. In transitional
stages toward industrialization and in modern industrialized nations, with rapid technological
change and persistent demands for higher levels of skill, human resource planning has achieved a
high priority.3 Human Resource planning (HRP) is “the process of getting the right number of
qualified people into the right job at the right time.”4 or in another way HRP is “the system of
matching the supply of people-internally (existing employees) and externally (those to be hired
or searched for-with the openings the organization expects to have over a given time frame’.5
Modern economics require very limited quantities of “raw” manpower. Their requirements
specify every higher levels of knowledge and skill. But qualified people have become scarce, and
human resource planning has become a necessity for the long-term survival.6 The objective of
HRP is to have always at hand the necessary people to fill the open positions. the success of the
process is, therefore, measured not by the sophistication of the procedures employed, but rather
by whether the firm has the inventory of personnel that it requires when they are needed.7 The
literature on HRP clearly evidences an explosion of interest and concern since the 1960s. The
most important reasons can be briefly outlined as follows:8 (i) Jobs and job-requirements are
changing faster than in earlier periods. The pace of technological change-change in the way
goods and services are prepared and made available to customers-has accelerated. And the
direction of technological change has decreased jobs for unskilled workers. Alert managements
have developed special programs to forecast and meet the needs created by future technological
changes. (ii) Meanwhile, within existing occupations, rising job requirements make retraining a
must for many current jobholders. More time must be spent in preparation for work, continued
retraining makes alternate periods of work and refresher education a frequent pattern. Hence lead
time-getting people redy for job-becomes longer. (iii) LDCs, like Bangladesh, are finding that
skill shortages are a major barrier to their progress toward industrialization. They recognize the
necessity for preparing citizens for the new jobs that progress will create, and they seek to import
the skills they do not have. These and older industrialized nations compete with each other for
existing supplies of skilled workers. The “brain drain” is a matter of national concern not unlike
the balance of payments in international trade. (iv) Rising interest and activity in the total process
of management planning has stimulated attention to the need for HRP.
Bangladesh is a developing country. More than 870% of the people live in rural area and 80″%
of them are farmer; among them 30% are in disguised unemployment.9 The main purpose of
CARE is to assist the poorest people of Bangladesh to rehabilitate themselves through primary
health care, agriculture and natural resource and small enterprise development. There are 600010
NGOs operating in Bangladesh. It is heard that the reason behind the excellent performance and
the existence of these large number of NGOs are for their better HRP. Considering the vital

2. importance of HRP this study was done to identify the HRP of the NGO, CARE (Cooperation
for American Relief Everywhere). CARE has been operating in Bangladesh since 1955. It is the
world’s largest private, not-for-profit development agency. It works closely with the government
to design projects which are separately funded and operates under a separate agreement with
counterpart ministry, CARE’s program in Bangladesh comprises several projects e. g. Integrated
Food for Work (IFFW), Women’s Development Project (WDP). Rural Maintenance program
(RMP), Training Immunizers in the Community Approach (TICA) etc. To carryout its services,
CARE functions through a central office in Dhaka and 15 sub-offices around the country,
employing 1400 national and international staff members (Appendix-1)
II. OBJECTIVES & METHODOLOGY OF
THE STUDY
The main objective of this study is to identify the HRP being practised in the NGOs in
Bangladesh and to identify what HRP systems are adopted by them. We have purposively
selected the world’s largest NGO, CARE, for this purpose. Data have been collected from files,
records, documents, etc. and by interviewing the personnel of the personnel department.
III. LITERATURE REVIEW
MEANING AND DEFINITION
In simple words, HRP is understood as the process of forecasting and organisation’s future
demand for, and supply of, the right type of people in the right number. It is only after this that
the HRM is a sub-system in the total organisational planning. Organisational planning includes
managerial activities that set the company’s objectives for the future and determiner the
appropriate means for achieving those objectives1. HRP facilitates the realisation of the
company’s objectives by the type and quantity of the materials and supplies needed to facilitate
the manufacturing activities of the organisation. HRP is variously called manpower planning,
personnel planning or employment planning.
A few definitions of HRP are worth quoting here:
………. includes the estimation of how many qualified people are necessary to carry out the
assigned activities, how many people will be available, and what, if anything, must be done to
ensure that personnel supply equals personnel demand at the appropriate point in the future2.
……… Specifically, human resources planning is the process by which an organisation ensures
that it has the right number and kind of people, at the right place, at the right time, capable of
effectively and efficiently completing those tasks that will help the organisation achieve its
overall objectives. Human resource planning translates the organisation’s objectives and plans
into the number of workers needed to meet those objectives. Without a clear-cut planning,
estimation of an organisation’s human resource need is reduced to mere guesswork3.

3. IMPORTANCE OF HRP
1. Future Personnel Needs
Planning is significant as it helps determine future personnel needs. Surplus or deficiency in staff
strength is the result of the absence of or defective planning. All public sector enterprise find
themselves overstaffed now as they never had any planning of their personnel requirements.
2. Coping with Change
HRP enables an enterprise to cope with changes in competitive forces, markets, technology,
products and government regulations. Such changes generate changes in job content, skill
demands, and number snd type of personnel. Shortage of people may be noticed in some areas
while surplus in other areas may occur.
3. Creating-Highly Talented Personnel
Jobs are becoming highly intellectual and incumbents are getting vastly professionalised. The
HR manager must use his/her ingenuity to attract and retain qualified and skilled personnel.
These people are known for job hopping, thereby creating frequent shortages in the organisation.
Manpower planning helps prevent such shortages. Further more. technology changes will often
upgrade some jobs and degrade others.
Another facet of the high-talent personnel is management succession planning. Who will replace
the retiring chief executive? From what pool of people will top executives be selected and how
will these individuals be groomed for their increased responsibilities? HRP is an answer to these
and other related questions.
4. Protection of Weaker Sections
In matters of employment and promotions, sufficient representation needs to be given to SC/ST
candidates, physically handicapped, children of the socially and politically oppressed, and
backward-call citizens. These groups enjoy a given percentage of jobs, notwithstanding the
constitutional provision which guarantees equal opportunities for all. A well-conceived
personnel planning programme would protect the interests of such groups.
5. International Strategies
International expansion strategies depend upon HRP more closely into the organisation’s
strategic plans. HRP will grow increasingly important as the process of meeting staffing needs
from foreign countries and the attendant cultural, language, and developmental considerations
grow complex. Without effective HRP and subsequent attention to employee recruitment,
selection, placement, development and career planning, the growing competition for foreign
executives may lead to expensive and strategically-disruptive turnover among key decision
makers.
6. Foundation for Personnel Functions
Manpower planning provides essential information for designing and implementing personnel
functions such as recruitment, selection, personnel movement (transfers, promotions, layoffs)
and training and development.

4. 7. Increasing Investments in Human resources
Another compelling reason for HRP is the investment an organisation makes in its human
resources. Human assets, as opposed to physical assets, can increase in value. An employee who
gradually develops his/her skills and abilities becomes a more valuable resource. Because an
organisation makes investments in its personnel either through direct training or job assignments,
it is important that employees are used effectively throughout their careers. The monetary of a
trained, flexible, motivated and productive workforce is difficult to determine, although attempts
are being made to do so, as in HR accounting (HRA). An increasing number of executives are
acknowledging that the quality of the workforce can be responsible for significant differences in
short-run and long-rum performances.
8. Resistance to Change and Move
There is a growing resistance among employee to change and move. There is also a growing
emphasis on self-evaluation and on evaluation of loyalty and dedication to the organization. All
these change are making it more difficult for the organization to assume that it can move its
employees around anywhere and anytime it wants, thus increasing the importance and necessity
of planning ahead.
9. Other benefits
Following are other potential benefits of HRP:
1. 耄 ᠀ 萏 Upper management has a better view of the HR dimensions of business decision.
2. 耄 ᠀ 萏 Personnel costs may be less because the management can anticipate imbalances
before they become unmanageable and expensive.
3. 耄 ᠀ 萏 More time is provided to locate talent.
4. 耄 ᠀ 萏 Better planning of assignments to develop managers can be done.
5. 耄 ᠀ 萏 Better opportunities exist to include women and minority groups in future growth
plans.
6. 耄 ᠀ 萏 Major and successful demands on local labour markets can be made.
FACTORS AFFECTING HRP
HRP is influenced by several considerations. The more important of them are: (i) type and
strategy of organization (ii) organizational growth cycles and planning (iii) environmental
uncertainties (iv) time horizons (v) type and quality of forecasting information (vi) nature of jobs
being filled, and (vii) off loading the work.
Type and strategy of Organization
The type of organization is an important consideration because it determines the production
process involved, number and type of staff needed, and the supervisory and managerial
personnel required. Manufacturing organizations are more complex in this respect than those that
render services.
The strategic plan of the organization defines the organization’s HR needs. For example, a
strategy of internal growth means that additional employees must be hired. Acquisitions or
mergers, on the other hand, probably mean that the organization will need to plan for layoffs,

5. since mergers tend to create, duplicate or overlapping positions that can be handled more
efficiently with fewer employees.
Organizational Growth Cycles and Planning
The stage of an organization’s growth can have considerable influence on HRP small
organizations in the embryonic stage may not have personal planning. Need for planning is felt
when the organization enters the stage. HR forecasting becomes essential internal development
of people also begins to receive attention in order to keep up with the growth.
A mature organization experiences less flexibility and variability. Growth slows down. The
workforce becomes old as few younger people are hired. Planning becomes more formalized and
less flexible and innovative. Issues like retirement and possible retrenchment dominate planning.
Finally, in the declining stage, HRP takes a different focus. Planning is done for layoff,
retrenchment and retirement. Since decisions are often made after serious financial and sales
shocks are experienced by the organization, planning is often reactive in nature.
Environmental Uncertainties:
HR managers rarely have the privilege of operating in a stable and predictable environment.
Political, social and economic changes affect all organizations. Personnel planners deal with
environmental uncertainties by carefully formulating recruitment, selection and training and
development policies and programmes. Balancing mechanisms are built into the HRM
programme through succession planning, promotion channels, layoffs, flexible, job sharing,
retirement, VRS and other personal related arrangements.
Time Horizons
Yet another major factor affecting personnel planning is the time horizon. On one hand, there are
short-term plans spanning six months to one year. On the other hand, there are long-term plans
which spread over three to twenty years. The exact time span, however, depends on the degree of
uncertainty prevailing in an organization’s environment.
Degree of uncertainty and length of planning period
Short planning Period-Uncertainty /Instability Long planning Period-Certainty /Stability
Many new competitors Strong competitive position
Rapid changes in social and economic conditions Evolutionary, rather than rapid social, political
change
Unstable product/service demand patterns Stable demand patterns
Small organizational size, poor management practices (crisis management) Strong management
practices.
Type and Quality of Information
The information used to forecast personnel needs originates from a multitude of sources. A
major issues in personnel planning is the type of information which should be used in making
forecasts. Table illustrates the type and levels of forecasting information useful to personnel
planners.

6. Strategic information General organizational information Specific information necessary for
HRP
Product mix Organizational structure Job analysis
Customer mix Information flows Skills inventories
Competitive emphasis Operating and capital budgets Management inventories
Geographic limits of market Functional area objectives Available training and development
programmes
Production schedules Recruitment sources
Distribution channels Labour market analysis
Sales territories Compensation programmes
Production processes Constitutional provisions and labour laws
Level of technology Retirement plans
Planning horizons Turnover data.
Closely related to the type of information is the quality of data used. The quality and accuracy of
information listed in table depend upon the clarity with which the organizational decision makers
have defined their strategy, organizational structure, budgets, production schedules and so forth.
Nature of Jobs being Filled
Personnel planners must consider the nature of jobs being filled in the organization. Job
vacancies arise because of separations, promotions and expansion strategies.
It is easy to employ shop-floor workers, but a lot of sourcing is necessary for hiring managerial
personnel. It is, therefore, necessary for the personnel department to anticipate vacancies, as far
in advance as possible, to provide sufficient lead time to ensure that suitable candidates are
recruited.
Off-loading the Work
Several organizations off-load part of their work to outside parties either in the form of sub-
contracting or ancillarisation. Off-loading is a regular feature both in the public sector as well as
in the private sector. Most organizations have surplus labour and they do not want to worsen the
problem by hiring more people. Hence, the need for off-loading.
THE PLANNING PROCESS
HRP essentially involves forecasting personnel needs, assessing personnel supply and matching
demand-supply factors through personnel-related programmes. The planning process is
influenced by overall organizational objectives and the environment of business. Figure
illustrates the planning process.
Organizational Objectives and Policies
HR plans need to be based on organizational objectives. In practice, this implies that the
objectives of the HR plan must be derived from organizational objectives. Specific requirements
in terms of number and characteristics of employees should be derived from the organizational
objectives. Organizational objectives are defined by the top managements and the role of HRP is
to sub serve the overall objectives by ensuring availability and utilization of human resources.

7. Once the organizational objectives are specified, communicated and understood by all
concerned, the HR department must specify its objectives with regard to HR utilization in the
organization. In developing these objectives, specific policies need to be formulated to address
the following questions:
Are vacancies to be filled by promotions from within or hiring from outside?
How do the training and development objectives interface with the HRP objectives?
What union constraints are encountered in HRP and what policies are needed to handle these
constraints?
How to enrich employee’s job? Should the routine and boring jobs continue or be eliminated?
How to downsize the organization to make it more competitive?
To what extent production and operation be automated and what can be done about those
displaced?
How to ensure continuous availability of adaptive and flexible workforce?
HR Demand Forecast
Demand forecasting is the process of estimating the future quantity and quality of people
required. The basis of the forecast must be the annual budget and long-term corporate plan,
translated into activity levels for each function and department. In a manufacturing company, the
sales budget would be translated into a production plan giving the number and type of products
to be produced in each period would be translated into a production plan giving the number and
type of products to be produced in each period. From this information, the number of hours to be
worked by each skilled category to make the quota for each period would be computed. Once the
hours are available, determining the quality and quantity of personnel-supply forecasting.
There are several good reasons to conduct demand forecasting. It can help: i) quantify the jobs
necessary for producing a given number of goods, or offering a given amount of service; (ii)
determine what staff-mix is desirable in the future; (iii) assess appropriate staffing levels in
different parts of the organization so as to avoid unnecessary costs; (iv) prevent shortages of
people where and when they are needed most; and v) monitor compliance with legal
requirements with regard to reservation of jobs.
Forecasting Techniques
Forecasting techniques vary from simple to sophisticated ones. Before describing each
technique, if may be stated that organizations generally follow more than one technique. The
technique are:
Managerial judgement
Ratio-trend analysis
Work study techniques
Delphi technique
Flow models
Others
Managerial Judgement
This technique is very simple. In this, managers sit together, discuss and arrive at a figure, which
would be the future demand for labour. The technique may involve a ‘bottom-up’ or a ‘top
down’ approach. In the first, line managers submit their departmental proposals to top mangers

8. who arrive at the company forecasts. In the ‘top down’ approach, top managers prepare company
and departmental forecasts. These forecasts are reviewed with departmental heads and agreed
upon. Neither of these approaches is accurate-a combination of the two could yield positive
results.
Ratio-trend Analysis
This is the quickest forecasting technique. The technique involves studying past ratios, say,
between the number of workers and sales in an organization and forecasting future ratios,
making some allowance for changes in the organization or its methods.
Work-study Techniques
Work-study techniques can be used when it is possible to apply work measurement to calculate
the length of operations and the amount of labour required. The starting point in a manufacturing
company is the production budget, prepared in terms of volumes of saleable products for the
company as a whole, or volumes of output for individual departments. The budgets of productive
hours are then compiled using standard hours for direct labour.
Delphi Technique
Named after the ancient Greek oracle at the city of Delphi, the Delphi technique is a method of
forecasting personnel needs. It solicits estimates of personnel needs from a group of experts,
usually managers. The HRP experts act as intermediaries, summarize the various responses and
report the findings back to the experts. The experts are surveyed again after they receive this
feedback. Summaries and surveys are repeated until the experts’ opinions begin to agree. The
agreement reached is the forecast of the personnel needs. The distinguishing feature of the
Delphi technique is the absence of interaction among experts.
Flow Models
Flow models are very frequently associated with forecasting personnel needs. The simplest one
is called the Markov model. In this technique, the forecasters will:
Determine the time that should be covered. Shorter lengths of time are generally more accurate
than longer ones. However, the it time horizon depends on the length of the HR plan which, in
turn is determined by the strategic plan of the organization.
Establish categories also called states, to which employees can be assigned. These categories
must not overlap and must take into account every possible category to which an individual can
be assigned. The number of states can neither be too large nor too small.
Count annual movements (also called ‘flows’) among states for several time periods. These
states are defined as absorbing (gains or losses to the company) or non absorbing (change in
position levels or employment status). Losses include death or disability, absences, resignations
and retirements. Gains include hiring, rehiring, transfer and movement by position level.
Estimate the probability of transitions from one state to another based on past trends. Demand is
a function of replacing those who make a transition.
HR Supply Forecast
Personal demand analysis provides the manager with the means of estimating the number and
kind of employees that will be required. The logical step for the management is to determine
whether it will be able to procure the required number of personnel and the sources for such

9. procurement. This information is provided by supply forecasting. Supply forecasting measures
the number of people likely to be available from within and outside an organization, after making
allowance for absenteeism, internal movements and promotions, wastage and changes in hours
and other conditions of work.
Just as there are valid reasons why companies make demand forecast, there are enough
arguments for supply forecast. In fact, fewer organizations estimate HR supplies than demand.
Reasons for supply forecast are that it (i) helps quantify number of people and positions expected
to be available in future to help the organization realize its plans and met its objectives: (ii) helps
clarify likely staff mixes that will exist in the future: (iii) assess existing staffing levels in
different parts of the organization: (iv) prevents shortage of people where and when they are
most needed, and (v) monitors expected future compliance with legal requirements of job
reservations.
The supply analysis covers:
1. Existing human resources
2. Internal sources of supply, and
3. External sources of supply.
Present Employees
Analysis of present employees is greatly facilitated by HR audits. HR audits summarize each
employee’s skills and abilities. The audits of non-managers are called skills inventories and those
of the management are called management inventories. Whatever name is used, an inventory
catalogues each employee’s skills and abilities. This summary gives planners a comprehensive
understanding of the capabilities found in the organization’s workforce.
Skills Inventories
Skills inventories consolidate information about non-managers in the organization. Because the
information from skills inventories is used as input into transfer and promotion decisions, they
should contain information about each employee’s current job. Seven broad categories of
information are included in each skills inventory. They are:
Personal data-age, sex, marital status.
Skills-education, job experience, training.
Special qualifications-membership in professional bodies, special achievements.
Salary and job history-present and past salary, dates of pay raises. Various jobs held.
Company data-benefit plan data, retirement information, seniority.
Capacity of individual –scores on psychological and other tests, health information.
Special preference of individual-geographic location, type of job.
Management Inventories
These includes such data as :
Work history
Strengths
Weaknesses-identification of specific training programmes needed to remove the weakness.
Promotion potential
Career goals
Personal data

10. Number and types of employees supervised
Total budget managed
Previous management duties.
Internal Supply
Armed with HR audits, planners can proceed with the analysis of internal supply. The techniques
generally used for the purpose are: (i) inflows and outflows, (ii) turnover rate, (iii) conditions of
work and absenteeism, (iv) productivity level, and (v) movement among jobs.
Inflows and Outflows
This simplest way to forecast internal supply is the inflows and outflows method. The method is
illustrated in Table.
Estimation of internal supply for a word processing job
Sources of inflows No. of People Sources of Outflows No.of People
Transfers in 12 Current Personnel Level 250 operators Resignations 13
Promotions in 10 Discharges 2
Demotions 4
Retirements 10
Promotions 13
Total inflows 22 Total outflows 42
Current personnel level-outflows + inflows = internal supply of word processors 250 – 42 + 22 =
230 processors
Turnover Rate
Turnover rate is the traditional and simple method of forecasting internal supply. Stated
algebraically, the turnover rate is:
100
Conditions of Work and Absenteeism
Changes in conditions of work such as normal weekly working hours, overtime policies, the
length and timing of holidays, retirement policy, the policy for employing part-times and shift
systems need to be assessed.
Absenteeism is understood as unauthorized absence from work. Stated differently, it amounts to
absenteeism when an employee is scheduled to work but fails to report for duty.
Productivity Level
Any change in productivity would affect the number of persons required per unit of output.
Increase in productivity will reduce the requirement, and decrease in it would have the opposite
effect.
Movement among jobs
Some jobs are sources of personnel for other jobs. For example, secretaries may be obtained by
the promotion of typists, and branch managers are obtained from a pool of section managers. If,

11. for example, we anticipate a need for five new branch mangers seven years from now, more than
five potential branch managers should have entered the company this year, assuming that seven
years is the average development time. Obviously, some will quit before the seven years are up
and others may not qualify for promotion.
External Supply
In addition to internal supply, the organization needs to look out for prospective employees from
external sources. External sources are important for specific reasons: 9i) new blood and new
experience will be available, (ii) organization needs to replenish lost personnel, and (iii)
organizational growth and diversification create the needs to use external sources to obtain
additional number and type of employees.
Sources of external supply vary from industry to industry, organization to organization, and also
from one geographical location to another. Some organizations have found that their best source
of further employees are colleges and universities, while others achieve excellent results from
consultants, competitors or unsolicited applications.
HR Programming:
Once an organization’s personnel demand and supply are forecast, the two must be reconciled or
balanced in order that vacancies can be filled by the right employees at the right time. HR
programming, the third step in the planning process, therefore, assumes greater importance.
HR Plan Implementation
Recruitment, Selection and Placement
After the job vacancies are known, efforts must be made to identify sources, and search for
suitable candidates. The selection programme should be professionally designed and among
other considerations, special care must he taken to ensure compliance with the reservation
policies of the government.
Usually, companies hire for specific job openings. However, some companies hire a group of
qualified individuals (management trainees, for example) not for specific jobs. Employees are
hired when there are job vacancies. However, employers should consider other alternatives to
hiring additional full-time employees.
Business Process Reengineering (BPR) helps firms eliminate unnecessary activities and steps,
thus eliminating employee requirement.
Fig: Program planning options
Training and Development
The training and development programme should cover the number of trainees required; training
and development programmes necessary for the existing staff’ identification of resource
personnel for conducting development programmes, frequency of training and development
programmes; and budget allocation for such programmes.

12. Retraining and Redeployment
New skills are to be imparted to existing staff when technology changes. When a product line is
discontinued, its employees are to be retrained and redeployed to other departments where they
could be gainfully employed.
Retention Plan
Retention plan covers actions which would help reduce avoidable separations of employees.
Important actions under this head are:
Compensation plan: Increasing pay levels to meet competition, improving pay structures to
remove inequities, altering payment system to reduce excess fluctuations, introducing incentives
which would match performances.
Performance appraisal: To assess employee performance at least once in a year.
Employees leaving in search of green pastures: Providing better career opportunities and
ensuring that employees are aware of such schemes.
Employees quitting because of conflict: To encourage conflict but maintain it at a reasonable
level, when conflict exceeds safe limits, to take steps to resolve conflict.
The induction crisis: Improving recruitment and selection procedures to ensure that job
requirements are specified accurately and that the people who are selected if the specifications;
ensuring that candidates are given a realistic picture of the job, pay and working conditions,
developing better induction and initial training programmes.
Shortages: Improving recruitment, selection and training for the people required; introducing
better methods of planning and scheduling work to lessen peak loads.
Unstable recruits: Taking more care o avoid recruiting unstable individuals by analyzing the
characteristics of applicants who are likely to cause instability, and using this analysis to select
the right candidates.
Downsizing Plan:
Where there is surplus workforce, trimming of labour force will be necessary. The trimming or
downsizing plan shall indicate:
Who is to be made redundant and where and when;
Plans for re-development or re-training, where this has not been covered in the –re-development
plan.
Steps to be taken to help redundant employees find new jobs;
Policy for declaring redundancies and making redundancy payments; and
Programme for consulting with unions or staff associations and informing those affected.
Managerial Succession Planning
Notwithstanding the expansion or contraction of the total workforce in an organization, the need
for good managers is critical and perpetual. More and more organization are planning for
managerial succession and development because they have found that it takes year of systematic
grooming to produce effective managers.
Methods of succession planning vary. Most successful programmes, however, seem to include
the top management’s involvement and commitment, high level review of the succession plans,
formal assessment of the performance and potential of the candidates, and written development

13. plans for the individual candidates. Succession plan should centre on important jobs and should
identify correctly the skills requirement of those jobs.
Most managerial succession planning systems rely on committees of higher level mangers to
identify high potential candidates, and plan developmental activities for them. Development
plans include formal training programmers and a series of job assignments leading to top
positions. The plans are formally presented to higher level mangers for review.
A typical succession planning involves the following activities:
Analysis of the demand for managers and professionals by company level, function and skill.
Audit of existing executives and projection of likely future supply form internal and external
sources.
Planning of individual career paths based on objective estimates of future needs, and drawing on
reliable performance appraisals and assessments of potential.
Career counselling undertaken in the context of a realistic understanding of the future needs of
the firm, as well as those of the individual.
Accelerated promotions, with development targeted against the future needs of the business.
Performance-related training and development, to prepare individuals for future roles as well as
current responsibilities.
Planned strategic recruitment, not only to fill short-term needs but also to provide people for
development of met future needs.
The actual activities by which openings are filled.
Control and Evaluation
Control and evaluation represents the fifth and the final phase in the HRP process. The HR plan
should include budgets, targets and standards. It should also clarify responsibilities for
implementation and control, and establish reporting procedures, which will enable achievements
to be monitored against the plan. These may simply report on the numbers employed against
establishment (identifying both those who are in post and those who are in pipe line) and on the
numbers recruited against the recruitment targets. But they should also report employment costs
against budget, and trends in wastage and employment ratios.
REQUISITES FOR SUCCESSFUL HRP
There are at lest eight pre-requisites for successful HRP:
1. People question the importance of making HR practices future oriented and the role assigned
to HR practitioners in formulation of organizational strategies. Their argument is simple there are
people when needed. Offer attractive packages of benefits to them to quit when you find them in
surplus. When the task is so simple, why an elaborate and time-consuming planning for human
resources? Thus goes the argument. Surprisingly, this perception about HRP is also held by the
top management.
2. HR practitioners are perceived as experts in handling personnel matters, but are not experts in
managing business. The personnel plan conceived and formulated by the HR practitioners when
enmeshed with organisational plan might make the overall strategic plan itself defective.
3. HR information often is incompatible with the information used in strategy formulation.
Strategic planning efforts have long been oriented towards financial forecasting often to the
exclusion of other types of information. Financial forecasting takes precedence over HRP.

14. 4. Conflicts may exist between short-term and long-term HR needs. For example, there arises a
conflict between the pressure to get the work done on time and long-term needs, such as
preparing people for assuming greater responsibilities. Many managers are of the belief that HR
needs can be met immediately because skills are available on the market as long as wages and
salaries are competitive. These managers fail to recognise that by resorting to hiring or
promoting depending on short term needs alone, long term issues are neglected.
5. There is conflict between quantitative and qualitative approaches to HRP. Some people view
HRP as a numbers game designed to track the flow of people across the departments. These
people take a strictly quantitative approach to planning. Others take a qualitative approach and
focus on individual employee concerns such as promotability and career development. Best
results would accrue if there is a balance between the quantitative and qualitative approaches.
6. Non-involvement of operating managers renders HRP is not strictly an HR department
function. Successful planning needs a co-ordinated effort on the part of operating managers and
HR personnel.
III. HRP PRACTISED AT CARE
The HRP Process
The is no universally accepted HRP process. Each firm has its own formula and each author has
his own recommended set of activities.” (one of such basic models is shown in figure-1 as an
example). But from these formulas and recommendations, it is clear that the HRP process is
mainly a three-phased process: (i) Determination of demand for HR; (ii) supply of HR; and (iii)
action plan for correcting any imbalance between the demand & supply. For our discussion of
HRP of the CARE we shall follow these three steps.
Figure 1: A Basic Model for HRP System
Source : R. Kreitner, Management (4th ed). Houghton Mifflin Company (Boston), 1989, p. 349.
(i) Determination of Demand for HR:
Generally in most profit-oriented organisations the top management examine factors in the
external and internal environment, analyse the strategic advantages of the organisation, and set
its objectives for the planning period. Human resource planning translates the business decisions
of top management into human resource implications. CARE Bangladesh, being a non-profit
service oriented organisation, has its own unique way of HRP. It does not produce any tangible
goods; and for that it is not possible to do demand forecasting on the basis of output per
employee. CARE handles demand forecasting differently for its Head Office as opposed to its
projects.
(a) Demand forecasting of the HR in the Head Office: For its Head Office personnel, CARE uses
the system of ‘Managerial Judgement’ to determine its HR requirements. The parent organisation
in New York initially sets a budget which specifies the number of staff required in the country
Head Office. Not much formal forecasting is involved in this area. When positions become
vacant due to promotions, resignations etc. the personnel department carries out on internal
human audit to find out whether any one is qualified to fill the vacancy.

15. (b) Demand forecasting of the HR in the projects: CARE works on a project basis to forecast its
HR demand. Recruitment is done when a project is being launched. The required HR for a given
project is determined systematically starting from the perception of a problem (i.e. a project) to
find out how to tackle it and then deciding the number & quality of people needed to implement
it. One unique chareacteristic of CARE is that once it starts to phase out a project, another one is
developed. Their farsightedness in this way makes it possible to transfer their existing employees
from one project to another after giving them the necessary training. Recruiting is done only
when posts remain unfulfilled through the inter-project transfers. The specific steps followed in
forecasting the HR demand are as follows:
Setp 1: The top level managers at CARE decide on a particular problem which is thought to be
detrimental for the country. For
example, they have launched a project called TICA which goes toward solving the problem of
child mortality and maternal
health in the rural areas.
Setp 2 : After the project launching decision, the causal factors behind the problem (or project)
are sought. The causal analysis reveals areas which need to be addressed and project goals are
set. These goals are called “Intermediate Goals” and to meet these goals certain activities are
planned. The activities are arranged in order of importance and the type of people needed to
carry out such activities are determined.
Step 3: Job specifications are now drawn out stating the skills required to perform the job and the
physical demands that the job places upon the employee performing it. Skills relevant to a job
includes education or experience, specialized training, personal traits or abilities and manual
dexterities (where required). The physical demands of the job refers to being posted in districts
one’s own home town, the amount of time which needs to be spent in the fields, etc.
These job specifications are then incorporated into job descriptions which gives a more explicit
diagram of what position the employee will hold. The job descriptions include items such as job
title, reporting hierarchy and be performed. CARE includes the statement, “Do/perform other
assignments reasonably associated with but not listed in your present job descriptions” to make
sure that in an emergency situation employees will be flexible enough to perform other related
but necessary tasks.
Depending on the size of the project and the area which needs to be covered, the required
number of staff and project workers are determined. “The Project Activity Targets” are used as
guidelines to allocate the right kind of HR at the right time.
Each fiscal year is divided up into three trimesters, each containing four months of work
scheduled. The planned work schedule is compared to the actual work done and deviations are
recorded which are evaluated and adjusted for in the next trimester. The amount of time needed
to perform certain tasks are calculated in either man-days or person months. For example: if 1
man works 1 day then it is called 1 man-day. Therefore, when 50 men work in 1 day, it is
calculated as 50×1 = 50 man-days.

16. Example: Project TICA
To make the system of forecasting demand for manpower even more clearer we will now look at
project TICA and see how the demand forecasting for HR is done.
The TICA project was undertaken to assist the Government of Bangladesh with its Outreach
Immunization Program. The programming strategy of the project was to work with and
strengthen the capability of the Ministry of Health and Family Planning (MOHFP) at every level.
The ultimate objective of the project is to ensure a sustained delivery of total Primary health Care
(PHC) services to almost all rural people of the project areas, (namely, Barisal, & Jessore)
specifically to the mothers and children, by MOHFP staff.
The intermediate goals set by CARE includes such thing as : (a) reduction of current rates of post
vaccination complications by 50%; (b) strengthening the management skills of national, district,
and upazilla level MOHFP-EPI workers; (c) increasing immunization coverage; and (d)
increasing community mobilization for outreach immunization in the project areas.
To achieve these intermediate goals, project activity targets are set.
Step 1 : training curriculums have to be developed and refresher training guidelines are
determined.
Step 2 : to train the trainers on the methodology to be used. The trainers come from within the
organisation and the methodology is developed in the Training and Staff Development Unit at
CARE. During this training phase, Project Officers and Community Organizers and even the
Head Quarter Personnel involved with the TICA project are all brought up to date with the goals
of the project and how to go about achieving them.
Step 3: to train the Union Level MOHFP Field Workers/ Supervisors. The supervisors/field
workers are trained to deliver Maternal Child Health (MCH) care and Family Planning services
and the mid-level MOHFP managers are taught how to manage projects and monitor them.
Step 4 : to allow the MOHFP workers to implement their training knowledge in the rural
communities. The TICA project staff along with the MOHFA supervisors continue to monitor
their activities.
To implement such an important project it is essential that social mobilization take place in the
rural areas-the school teachers are oriented to the immunisation strategy, womens group meeting
are organised to disseminate information one MCH family planning, etc.
The Upazilla MOHFP managers are taught how to manage their projects independently and they
have to prepare monthly reports and distribute them amongst the Project Managers,
Counterparts, Donors, and Head Quarters. Based on there monthly reports, trimesterly reports are
prepared. An evaluation system is also developed.
During each of these phases, HR is allocated on the basis of person-months. If a full time co-
ordinator is needed, the amount of time he/she works will equal to 12 person-months (1 person x

17. 12 months.). Each trimester will be allotted 4 person-months. Similarly, the rest of the project
staff will have their time divided up according to the phases of the project (appertdix-2).
Deviations in person-months are shown as a negative deviation and steps will be taken to fill that
post.
To make the HRP process even more simplier a chart has been developed at CARE to determine
the number of overhead staff required to manage the activities of the project workers. Guidelines
are given to show which categories of staff are necessary, given the number of project workers.
For example, a sub-office has less than 30 Project workers, 1 Administrative Officer, 2
Secretarial Staff, 3 Guards, 1 Office Helper, Drivers (as per project need) and 1 Mechanical
Helper (appendix-3).
To sum up the demand forecasting method that CARE uses, we see that the number of Project
Staff needed is determined by the area of coverage of the respective project. Based on this the
number and type of Overhead Staff is calculated.
(ii) Supply of HR:
Supply side involves two sources of HR a) internal (existing/available in the organisation);
and (b) external (available in labor market).
(a) internal source (or existing HR) : The need for supply forecasting arises in CARE when a
new project is to be launched. As previously stated, job descriptions prepared for the different
categories of employees are first matched with the in-house supply of workers already on files.
These files contain information regarding age, level of education and any other special skills that
an employee might have. The files are updated once a year when a comprehensive evaluation is
done to determine employees’ training needs, promotions, and transferes that need to be looked
into.
“HR Inventories” are necessary in developing a new project because unless it is known what
categories of skilled employees are available and in what numbers, recruitment connot take
place. The computerized system at CARE enables them to keep these records efficiently in their
human resource inventoies. The information contained in the HR inventories indicates the
number of people approaching the retirement age and identifies any blockage in promotion
prospects. In CARE, a five-year projection to determine the number of employees approaching
retirement age is being considered.
CARE has systematically compiled information regarding the number of project workers and
overhead or administrative staff to calculate ratios between the two categories of workers and
overhead or administrative staff to calculate ratios between the two categories of workers. -The
average ratio of overhead staff to project workers comes to 41:100. In other words, for each
overhead staff, there is almost 2.5 Project Workers. These ratios fluctuate between projects in
various districts. Table I gives a more detailed picture of these ratios.
Based on these ratios we can forecast the supply of qualified people available in CARE to take
up relevant positions.

18. In calculating supply of HR, the vacancies created by the employees who leave the ‘company,
should be taken into account.
HRP techniques must statistically estimate how many are likely to leave during a given period.
This can be accomplished by using
labor turnover calculations. The formula of calculating “Labor Turnover Index” or “Manpower
Wastages” is :
Number of leavers in 1 year
Labor Turnover Index =
Average employees in that year x 100
The Personnel Department at CARE calculates turnover rates of the employees every year to see
the trend. These are shown in the Table 2 and 3.
These rate are shown on a district basis as well as their aggregates. CARE Bangladesh has
determined the total rate of turnover be 13.54%. The total turnover rate was 13.68% for the year
’88 and ’89 consecutively. The rates do not seem to fluctuate enough to be any significance.
According to the Personnel Manager the highest turnover in the last 10 years was 21%.
Along with external departures, HR supply forecast also be aware of internal organizational
moves12. Internal moves involve promotions, transfers, and absenteeism.
CARE practices the system of hiring some staff as Management trainees. These people are given
training in the fields of Management, Finance and Budgeting, Personnel, Project Management
while they perform their regular duties. This enables the Personnel Department to promote these
highly skilled people to the higher levels of the organisation without causing any disturbances.
Transfers can take place between projects in the lower levels of the organisation where
specialized skills are not necessary. The reaction caused by these transfers are not significant.
Project staff can get transferred every 2-3 years where as Overhead Staff may remain in the same
project (s) for 5-6 years. Replacement is sought within the organisation. When a position
becomes vacant, applications are sent by qualified employees to secure the post. If a lot of
applications are already available then a choice can be made internally. It is the discretion of the
management team to hire additional staff.
Absenteeism is minimum at CARE. Employees enjoy a two day wec-kend after every 5 days of
work completed. They also have 16 days of annual leave, 15 days sick leave and 15 other
government approved holidays, and all with pay. Any one who goes beyond this amount of time
will have to take pay cuts in their salary. The working environment in CARE is most congenial
and employees look forward to working there.
(b) external sources of HR : The density of population in all over Bangladesh is fairly even. If
CARE wishes to set up another project, it will have to face no problem in selecting a site and
choosing its employees locally.

19. There has been a demand in the market place for computer programmers, female secretaries, and
business administration graduates. The supply of such trained professionals have not increased to
the point of matching the demand. Most of the departments at CARE are equipped with
computers which are operated by that department’s employees. This may indicate that CARE
makes the effort to train its employees in the necessary skills to perform their jobs efficiently.
CARE in most cases, tries to recruit its employees in various positions from with-in the
organisation. By filling vacancies through internal promotions and transfers, CARE has managed
to capitalize on the cost it has invested in recruiting, selecting, and training its current employees.
(iii) Action Plan to Overcome the Imbalance between Supply and Demand of HR:
Once the net HR requirements have been determined (through the demand & supply), action
plans must be-developed for achieving the desired results. If the net requirements indicate a need
for additions, plans must be made to recruit, select, orient & train the specific numbers and types
of personnel needed. If a reduction is necessary, plans must be made to realize the necessary
adjustments13.
(a) The Recruitment Plan : For an organisation such as CARE, it not necessary to forecast HR
requirement for several years in the future. The absence of rapid changes in terms of expansion
plans make it ideal for them to carry out the forecast on a year to year basis. The Annual
Implementation Plan (AIP) sets out when and where they are needed. When a project is
developed, first an in¬house search is done to find out if qualified people exist in the
organisation who can fill certain positions. CARE does not hire anyone under the age of 18.
Certain projects need specialised professionals such as doctors, engineers, and other technical
personnel. These people are usually required from outside for the duration of the projects. Table
4 summarizes the requirement needs for various categories of employees at CARE for the year
1994.
The employees are categorized into four classes: management, midlevel, secretarial, and support
staff level. Since it is expected that the management level would remain intact, for the year 1994,
there is no requirement for additional personnel in this category. Three in the mid-level and five
in the support staff level is expected to retire by the next year. Six others from the mid-level, ten
from the secretarial level and twenty seven from the support¬staff level have either a possibility
of being transferred or promoted out to other projects or may leave the organisation for better
prospects. Although there is to be no additional need for personnel at the management level, five
at the mid level, twelve at the secretarial level and twenty at the support staff level would be
required for the next year. Finally, the table suggests that for the next year and addition of 13 at
the mid level, 20 at the secretarial level and 29 at the support staff level would be sufficient.
(b) The Redundancy Plan: When a position no longer exists, and employee is made redundant or
is retrenched. CARE has a plan of rehiring these employees if a situation becomes vacant or if
the employees services are once again needed. But no retrenched employee can be hired more
than twice. The retrenchment has to be approved by the Country Director. CARE maintains a
policy of making redundant the last man hired in a particular category. The employees are

20. compensated adequately for the loss of their jobs and are given a full months notice in advance.
Redundancies usually occur when a project is phased out and if another one is not started
immediately. The relieved employees are given training to cope with new responsibilities in a
new project.
(iv) CONCLUSIONS & RECOMMENDATIONS
The success of any organisation depends on having the right people in the right job at the right
time. HRP is necessary because it is not possible to go out and find an appropriate person
overnight. CARE has developed a systematic planning for HR and this systematic planning for
HRP helped CARE to have the right people in the right job at the right time which ultimately
leaded in to the long-run success. To further increase the efficiency of HRP of CARE the
following recommendations are made:
(i) Turnover rates are presently being done at various district levels, which dilutes part of the
relevant information. It would be meaningful to calculate the turnover at various levels of CARE
as well. From this it can be seen at what level what rate of turnover is taking place and from this
management would be able to focus on areas of concern. Such calculation can be carried out
within the framework of existing personnel force and with very little extra effort.
(ii) Succession planning identifies specific people to fill key positions throughout the
organisation. Succession planning almost always involves the use of a replacement chart. A basic
replacement chart show both incumbents and potential replacements for given positions.
Sophisticated succession planning helps ensure that qualified internal candidates are not
overlooked14. The mid-level employees of CARE would be better motivated if they can foresee
their future roles along the organisational hierarchy. CARE can take up succession planning for
employee, through preparing an “Organisation Replacement Chart”, to encourage them in
identifying themselves in future positions in the long-run.
(iii) In forecasting demand & supply of HR, CARE can further quantify it’s techniques – which
will be more cost-saving, more accurate, and quicker. In forecasting demand it can use “Work-
Study Techniques”, Economertic Model etc. and in forecsting supply, specially in transfers &
promotions, it can use Markov-Chain
technique15 etc.
(iv) CARE can use a relatively new approach to human resource planning, Commitment
Manpower Planning (CMP), designed to get manager and their subordinates thinking about and
involved in HRP. In addition to encouraging managers and subordinates to think about HRP, the
strength of CMP is that it provides a systematic approach to HRP16.
Human Resource Management Practice in Partex Group of
Bangladesh

21. The paper entitled “A Common Currency for Bank: Is it feasible or a pipe dream.” an endeavor
is made to examine the suitability of Human Resource Management Practice in Partex
Group of Bangladesh for a suitable currency on the basis of three criteria viz., intensity of trade,
shock symmetry and homogeneity of economies.
In planning for international marketing organizations need a clear picture of the steps involved.
“Strategy” gives such a picture. Their vision, unfortunately, remains unfulfilled. Despite lofty
declarations and an ever inflating agenda for multi-dimensional cooperation among the seven
member-states of company of Partex Group, Operators should manage their Banks’ portfolio
on the basis of target customers’ needs and expectations. The outlook for change on the regional
horizon woefully remains illusive.
The meaning and prevalence of HRM are topics that continue to attract debate and disagreement.
As a consequence, practitioners and textbook authors use a diverse and sometimes contradictory
range of interpretations. We found that HRM has a variety of definitions but there is general
agreement that it has a closer fit with business strategy than previous models, specifically
personnel management. The early models of HRM take either a ‘soft’ or a ‘hard’ approach, but
economic circumstances are more likely to drive the choice than any question of
humanitarianism. The extent of adoption of HRM is also problematic, with many commentators
disputing its prevalence and the evidence for adoption still slow in coming.
Partex Group provides workplace psychometric assessment, personal-development courses,
human resource training and consultancy and organizational research. Using highly qualified and
experienced consultants (organizational psychologists and human resource professionals); our
solutions are World-Class, whilst our focus is Asia.
Partex Group applies Psychological methodology to the Asian workplace with local sensitivity.
Our Organizational Psychologists provide consultancy in a number of areas, including design
and maintenance of performance appraisal systems and assessment centers, ability and
personality testing for employee selection and development, design and evaluation of employee
training courses.
For Partex Group, talented candidates are not just a key resource; they are the lifeblood of our
business and our unique ability to reach them. Through a wide network of personal and
professional referrals, one of the largest annual print advertising spends in the country, a
substantial on-line advertising commitment and continuous support of professional events and
associations they work with thousands of highly energetic executives seeking the next stage in
their careers.
Chapter – One
Introduction

22. Human Resources Management (HRM) is a new concept. It is a combination of HR, Accounting,
Management, Financial Management and Economics. Globalization to would economy has
exposed the corporate business organization to worldwide competition, mobilization of
professional manpower and modern quantitative management practice. So, there are growing
realization cannot achieve its goal effectively and efficiently. To face this complex management
challenge, effective objectively measurable database system to measure and apply HRM
information.
Now-a-days, in Bangladesh, every year, and huge amount of money and talented HRM are being
engaged by corporate to improve the productivity or skills o f their workforce across the country.
Such huge expenditures are made with the expectation of future returns in terms of improved
services to be rendered by skilled employees. In other words, organizations by investing human
resources development definitely increase the service potentials embodied in human resources
and these investments thus create economic assets for the organizations.
Human resource (or personnel) management, in the sense of getting things done through people,
is an essential part of every manager’s responsibilities, but many organizations find it
advantageous to establish a specialist division to provide an expert service dedicated to ensuring
that the human resource function is performed efficiently.
“People are our most valuable asset” is a cliché which no member of any senior management
team would disagree with. Yet, the reality for many organizations are that their people remain
under valued, under trained and under utilized.
The rate of change facing organizations has never been greater and organizations must absorb
and manage change at a much faster rate than in the past. In order to implement a successful
business strategy to face this challenge, organizations, large or small, must ensure that they have
the right people capable of delivering the strategy.
There is a long-standing argument about where HR-related functions should be organized into
large organizations, e.g., “should HR be in the Organization Development department or the
other way around?”
The HRM function and HRD profession have undergone tremendous change over the past 20-30
years. Many years ago, large organizations looked to the “Personnel Department,” mostly to
manage the paperwork around hiring and paying people. More recently, organizations consider
the “HR Department” as playing a major role in staffing, training and helping to manage people
so that people and the organization are performing at maximum capability in a highly fulfilling
manner.
Chapter – Two

23. Company Profile
History of Partex Group
Partex Group is among the large Bangladesh private sector manufacturing and service based
enterprises, owning and operating over twenty units giving value for money to all customers.
The group started modestly in 1959 in tobacco trading and with prudent entrepreneurship of our
Founder Chairman Mr. M.A. Hashem today we have a stake in tobacco, food, water, soft drinks,
steel container, edible oil, wooden board, furniture, cotton yarn and the IT sector. After
Bangladesh was established our Chairman set up M/S Hashem Corporation (Pvt) Ltd. in
Chittagong city meeting the large demand of food and materials needed for sustaining the needs
of a new nation through imports. From importing to import substitution was the next logical step
and the stepping stone into the manufacturing sector, which has matured to the multi million
dollar diverse investment of the Partex Group today.
A dedicated work force and committed board members led by our Chairman and backed by a
market oriented corporate strategy has been the cornerstone of our success. Today the group has
over twenty family owned private limited companies with a sizable turnover. Ours is a dynamic
organization always exploring new ideas and avenues to expand and grow further.
Long before environment came to dominate the development agenda. Star Particle Board Mills
in the sixties pioneered an eco-friendly industry to reduce pressure on our scarce forest
recourses. It is a unique combination of environmental protection and commerce; belaying most
doomsayers who claim the two to be at odds. The one score and ten year successful perpetuation
of our timber substitute products not only speak volumes of the foresight of Partex’s founders
but also their vision of the future.
They make particle board from agro-waste, mostly jute stalks, and ensure greater value to the
jute growers of Bangladesh. Products are processed using modern technology to produce
homogenous and strong particle board that can withstand seasonal change and are free from
termite and fungal attack. These particle boards go on to produce veneered boards of various
design and texture. Also door panels both plains and decorative in various finishes and sizes. In
addition their produce special furniture boards, stylish furniture and even various plywood on our
range of products.
Beside, in house and outside training, recruits business graduates from reputed universities as
management training for mainstream banking to enrich quality of human resources contributing
towards operations effective and long-term sustainable results.
Vision Statement

24. The Sky is not the limit for us, but their expectation is within limits. Therefore, their imagination
soars beyond conventional barriers. Partex Group share or destiny with their beloved motherland.
They want to serve her in the greater quest for national uplift.
Missionstatement
To sincere traveler, the way is never too long. Partex Group believes in “progress in diversity
and service through entrepreneur”. They are merchants and missionaries, doers and dreamers,
entrepreneurs and professionals. They are futuristic with emphasis on creating thinking and
dynamic action.
v High quality financial services with the help the latest technology.
v Fast and accurate customer services
v Balance growth strategy
v High standard business ethics
v Steady return on shareholders equity.
v Innovative banking at a competitive price.
v Attract and retain quality human resource.
v Firm commitment to the society and the growth of national economy.
THE SPIRIT
Enterprise is Partex Group’s spirit. Partex Group manufactures superior import-substitute
consumer and industrial products. Their cutting edge precision leads to greater public utility and
hygiene, with a great care for the environment and human inhabitation. It is the very ingredient
that gives their organization the integrity upon which their reputation is built and we zealously
guard it everyday.
Many a thousand minds of their group contributed to their gathered knowledge to keep the
wheels rolling that in turn leads them to goal. This cumulative strength of knowledge is required,
today, to find new solutions for the manifold problems of fast- changing economic cultural and
ecological milieu.
Objectives:

25. Partex Group is a customer focused modern banking institution thriving fast in both earning and
ability to stand out as a leading banking institution in Bangladesh. They deliver unparalleled
financial services with the touch of heart to Retail, Small and Medium Scale Enterprises (SMEs),
corporate, institutional and governmental clients through the outlets of branches across the
country. Their business initiatives center on the emerging need of the clients.
Partex Groups’ client commitments are the following:
 Provided services with high degree of professionalism and use of most modern
technology.
 Create life-long relationship based on mutual trust and respect.
 Respond to customer needs with speed and accuracy.
 Share their values and beliefs
 Grow as their customer grows.
 Offer first rated solutions of client’s problems and issues.
 Provide products and services at competitive pricing.
 Ensure safety and security of customer’s valuables in trust with them.
Future program:
The program and strategy and Partex Group have undertaken with their strengthened positioned
and design to create a based from which growing and sustainable profit can be generated. They
are now well positioned to exploit opportunities that arise from their own progressive activities
and then the market offered. They intend to pursue strategy that will built value for their
shareholders. They main focuses in 2005 will be on:
 Doubling the profit
 Sound financial management
 Pursue innovation in our product offering.
 Expand and diversified customer base.
 New product introduction leading to competitive advantage.
 Improved efficiency.
 Up – gradation of on-line banking
 Establishing new profit center

26.  High level of customer services
 Stronger and diversified relationship with customer
 Expansion of network
 To be employers and choices
 Stable dividend for shareholders
 Contribution to the national exchequer and for social works and many others.
Company Profile: At a Glance
Name of the Company: #Partex Group
Date of Establishment: #1962
Name of the Chairman: #Mr. M. A. Hashem
Industries & Trade Concerned: #17
Number of Group Business: #20
Target Turnover: #US $160 million (2000-2001)
Estimated Growth Rate: #15% per annum
Net Worth at Current Market Price: #US $150 million
Distributor around the Nation: #Over 350
Products are Available Outlets: #Over 45,000
Number of Employees: #Over 7,000.
GROUP MANAGEMENT
Mr. M. A. Hashem Chairman
Mr. Aziz Al-Kaiser Vice Chairman
Mrs. Sultana Hashem Director
Mr. Aziz Al-Mahmood Director
Mr. Aziz Al-Masud Director

27. Mr. Showkat Aziz Russell Director
Mr. Rubel Aziz Director
Corporate Office:
Sena Kalyan Bhaban (16 fl)
195 Motijheel C/A, Dhaka 1000,
BANGLADESH
Phone: 880.2.955.0555
Fax: 880.2.955.6515
E-mail: mail@partex.net
GROUP ENTERPRISES
Star Particle Board Mills Ltd.
Danish Condensed Milk Bangladesh Ltd.
Danish Food Products
Danish Milk Bangladesh Ltd.
Amber Cotton Mills Ltd.
Amber Pulp and Paper Mills Ltd.
Partex Beverage Ltd.
Parterx Furniture Industries Ltd.
Danish Distribution Network Ltd.
Partex Plastics Limited.
Rubel Steel Mills Ltd.
Partex Real Estate Ltd.
Star Vegetable Oil Mills Limited
Star Coconut Mills Limited
Dhakacom Ltd. (ISP)
Corvee Maritime Co. Ltd.
Fotoroma Ltd.
Ferrotechnic Limited
Hashem Corporation (Pvt.) Ltd.
Partex Limited

28. Products:
Boards Doors
Plain Board Plain Door
Veneered Board Classic Design
Viniyl Board Band Design
Plywood Flexible Band
Melamine Faced Chip Board Panel Design
HDF Moulded
Wooden
Door Frame
CUSTOMER FOCUSED & INNOVATIVE
Partex Group believes their success depends on customers. Thus, their primary value is
fulfillment of customer’s needs. Their manner of achieving this success is to include value for
money,
INTEGRITY
Partex Group is committed to conduct their business in such a way that demonstrates highest
ethical standards. They believe integrity is our imperative utility to succeed in what they do.
QUALITY POLICY
1. To produce goods as per customers satisfaction.
2. To select employees on the basis of qualification.
3. To keep hygienic conditions in the factory.
4. To ensure the health of the workers.
5. Continuous improvement in the quality management system
Chapter – Three
Objective of the study
In view of the above discussion we find following objectives:
1) HR practice is in Human Resources Management.

29. 2) Various steps taken by the management to develop personnel policy on the basis realistic
cost-benefit analysis, to made better management decisions in HR, to adjust costs incurred in
acquisition of HRM to optimize effectiveness of investment decisions.
Teams or work groups exist in all organizations, ranging in nature from ad hoc to formal.
However many teams have not clearly articulated their common purpose for all team members
and have not invested in agreeing the team’s common way of working.
Company has facilitated many teams to identify the barriers to team performance, define its core
aims and deliverables, agree a team contract on how the team members will work together, and
to develop team working skills. We have developed expert tools and processes to support team
development and provide ongoing measures of team effectiveness, for example TDP Survey and
Senior Team Development.
We also said facilitation support between individuals when relationships have broken down and
a new way of working needs to be contracted between individuals, groups, departments.
Functional overview and strategy for HRM
These issues motivate a well thought out human resource management strategy, with the
precision and detail of say a marketing strategy. Failure in not having a carefully crafted human
resources management strategy, can and probably will lead to failures in the business process
itself.
This set of resources is offered to promote thought, stimulate discussion, diagnose the
organizational environment and develop a sound human resource management strategy for your
organization. We begin by looking at the seven distinguishable functions human resource
management provide to secure the achievement of the objective defined above.
Following on from this overview we look at defining a human resource strategy. Finally, some
questions are posed in the form of a diagnostic checklist for you to consider, which may prove
helpful for you to think about when planning your development programs for the human
resources in your organization, if they are truly “most valuable asset.”
Chapter – Four
Methodology
We were informed in our class and providing written instruction by our teacher Maksudul Karim
yet an individual assignment has to be prepared and would be submitted by the class of the
semester. On the light of the assignment in HRM practice in Bangladesh.

30. Developing of Data Collection
We developed the research plan for collecting data and information on research problems and
adjusted it in the light of the research objective. We determined what types of data, facts, figures,
and information are needed for the research. Then we design our research plan considering the
following issues.
Primary Data Collection through Questionnaire Survey:
We have used the observational approach and interview approach for collecting our required
data. A questionnaire is prepared to find out the Human Resource Management Practices of
Partex Group of Bangladesh. We collected the information from different sources. We had to
face a lot of hardship to find this information. We visited the Partex Group at Farmgate. We also
visited their offices in to different places.
Secondary Data Collection:
Secondary data is collected to the review of existing data from Internet, Teacher’s Notes news
paper, Internet, TV news & magazine. Another source of our information was the internet. We
visited the official website of the banks to collect information. For the secondary data analysis
there was a limitation in data gathering.
Methodology of Data Analysis:
At each stage of survey, data is checked, edited & coded. By using Statistical techniques, data is
summarized to find out expected result and presented that by graphical presentation. Data from
various sources is coded entered into database system using Microsoft Excel Software.
Preliminary data sheets are compared with original coding sheets to ensure the accuracy of data
entered.
Implementing the Research Plan
Then we have processed the collected information. We have analyzed the information in light of
our course with our objectives.

31. Reporting the Finding
Then we have tried to find our report findings from our research problem. Then we have drawn a
conclusion and made a recommendation.
Scope of the report
We mainly focused on the main Human Resource Management Practices of Partex Group of
Bangladesh.
Chapter – Five
Limitation
Although we tried our best to make this report based on facts and complete information
available, but we had to pass through some limitations that we believe are inevitable. We had to
do a lot of hard work in order to gather all the information, carrying out the calculation and
complete the assignment. We could not get much information from websites. So, we had to get
appointment from the persons working there and collected as much information they allowed us
to take from them, bus it is no easy to sit with them.
There was lot of limitation also. First limitation was about gathering the information. Avoid
some direct questions to answer. We had to visit couple of office; we also had to visit the share
market. After managing information from here it wasn’t sufficient to carry out the comparison
between two banks. We also took information from the internet.
Our second limitation was about comparing the results. We did the calculation and then based
upon the result we compared the two banks. But we had no source of justifying the comparison
by any other way. That was the limitation about perfection.
Another limitation was the time management. Lack of coordination from the particular
management personnel. We had to do our scheduled classes, we had to study and at the same
time we had manage time to go to different offices, share market and searching the internet to
find information. SEU library service and other required were not available
Our limitations include:

32. Limitation of time:
We had a little opportunity to spend enough time to prepare this type of big report within a short
period of time. For this reason we have to hurry for complete this report within the time.
Incomplete information:
In collecting many data, we got incomplete answer from the source. That also hampers our work
done correctly and in time. We also found some misleading responses.
Short experience:
We are in learning stage and have little experience for reporting on such a big project. We tried
heart and soul to prepare the report professionally.
Lack of Current Data:
While preparing this report we faced a problem of lacking current and most updated data. That
really made obstacles for preparing this report.
Chapter – Six
Literature Review
Definition and Concept of HRM
HRM is the set is organizational activities directed at attracting, developing, and maintaining an
effective workforce. Human resource management takes place within a complex and ever-
changing environmental context. Three particularly vital components of this context are HRM
strategic importance and the legal and social environment of HRM.

33. The Human Resources Management (HRM) function includes a variety of activities, and key
among them is deciding what staffing needs you have and whether to use independent
contractors or hire employees to fill these needs, recruiting and training the best employees,
ensuring they are high performers, dealing with performance issues, and ensuring your personnel
and management practices conform to various regulations. Activities also include managing your
approach to employee benefits and compensation, employee records and personnel policies.
The Concept of HRM
The objectives of this section are to:
 Outline the variety of ways in which HRM is defined.
 Offer a working definition for the purposes of this book.
 Discuss the most influential early models of HRM.
 Review some of the evidence for the adoption of HRM
Defining human resource management
Many people find HRM to be a vague and elusive concept…
Maps and models of HRM
This section begins with a discussion of various approaches to HRM…
The Harvard map of human resource management
This is probably the most seminal model of HRM and has had a major influence on academic
debate on the subject.
Hard HRM
The Michigan model is also known as the ‘matching model’ or ‘best-fit’ approach to human
resource management.
Guest’s Model of HRM
David Guest’s British model of HRM has 6 dimensions of analysis
Alternative HRM Models
The terminology used in academic human resource literature is problematic because some
authors distinguish between ‘the HRM models’ as distinct from ‘the Personnel model’.
The Discourse of HRM
HRM has been addressed by a number of writers from a ‘discourse’ perspective. Usually small
businesses (for-profit or nonprofit) have to carry out these activities themselves because they
can’t yet afford part- or full-time help. However, they should always ensure that employees have
— and are aware of — personnel policies which conform to current regulations. These policies
are often in the form of employee manuals, which all employees have.
The objectives of this section are to:

34. Evaluate whether or not HRM has been meaningfully implemented and, if so, to what extent.
* Investigate the form it may take.
* Determine the principal driving forces for the implementation of HRM.
* Summarize evidence for its effectiveness.
* Consider trends and future developments for the human resource function.
Note that some people distinguish a difference between HRM (a major management activity) and
HRD (Human Resource Development, a profession). Those people might include HRM in HRD,
explaining that HRD includes the broader range of activities to develop personnel inside of
organizations, including, eg, career development, training, organization development, etc.
In Managing Human Resources: Personnel Management in Transition, Stephen Bach (2005:3)
argues that, compared to a decade ago, much of the controversy about the definition of HRM has
dissipated. He considers that, in part, this may be due to the use of a broader and more
encompassing definition of HRM. However, Bach (p.4) shows that the debate has not vanished
by disagreeing with Boxall and Purcell’s (2003:1) statement that HRM refers to:
“… all those activities associated with the management of the employment relationship in the
firm. The term ’employee relations’ will be used as an equivalent terms as will the term ‘labor
management’.”
Bach argues that this definition is ‘a little too broad’, stating that such a broad definition makes it
difficult to:
 Highlight any distinctive features or values that underpin HRM
 Chart changes in the practice of HRM
 Understand the controversy surrounding HRM
In Bach’s opinion, HRM differs from employee relations in its focus on management practices
and tendency to ignore the interests of employees. In fact, he holds quite ‘hard’ views on the
nature of HRM:
 HRM is unitary (employer and employee interests should coincide) with an emphasis on
organizational effectiveness
 The interests of other stakeholders such as employees are marginalized
 There is a predominant interest on the individual firm – specifically, within the firm –
focused on individual employee motivation and aspiration
 There is a consequent playing down of external and collective (unionization) issues.
Human Resource Management in a Business Context 2/e discuss the use and meaning of the term
‘human resource management’, present a number of textbook definitions and provide a working
definition for the book:

35. ‘A philosophy of people management based on the belief that human resources are uniquely
important in sustained business success. An organization gains competitive advantage by using
its people effectively, drawing on their expertise and ingenuity to meet clearly defined
objectives. HRM is aimed at recruiting capable, flexible and committed people, managing and
rewarding their performance and developing key competencies.’
Adopting HRM.
Human resource management has been presented as a radical alternative to personnel
management (…) consisting of exciting, modern ideas which would replace the stale and
ineffective prescriptions of personnel management. In fact, the process of transition has been
slow. The market place for talented, skilled people is competitive and expensive. Taking on new
staff can be disruptive to existing employees. Also, it takes time to develop ‘cultural awareness’,
product/ process/ organization knowledge and experience for new staff members.
The Impact of HRM
After all, this is the justification implicit in HRM models for valuing the human resource above
all others. The following were given as possible explanations:
 Insufficient research. Not because of lack of effort but due to the absence of clear,
agreed frameworks within which to conduct comparative research. The root cause of this
was perceived as HRM’s own ambiguity. How were we to look for evidence of HRM and
its effects if we had no agreement on what HRM was?
 Intangibility. If people are an ‘intangible resource’ we have an insurmountable problem
– by definition intangibles are immeasurable!
Since then, progress has been made in conceptualizing the problem and measuring results (…).
For example, that ‘low-road’ practices – including short-term contracts, lack of employer
commitment to job security, low levels of training and unsophisticated human resource practices
– were negatively correlated with corporate performance. In contrast, they established a positive
correlation between good corporate performances and ‘high-road’ work practices – ‘high
commitment’ organizations or ‘transformed’ workplaces. They also found that HR practices are
more likely to make a contribution to competitive success when introduced as a comprehensive
package, or ‘bundle’ of practices.
1. Use of technology to communicate with employees.
2. Rising health care costs.

36. 3. Increased vulnerability of intellectual property.
4. Managing talent.
5. Greater demand for high-skilled workers than for low-skilled workers.
6. Labor shortage.
7. Change from manufacturing to information/service economy.
8. Increase in employment-related government regulations.
9. Focus on domestic safety and security.
10. Ability to use technology to more closely monitor employees.
These views represent an American perspective, but practitioners in other countries would
probably identify with a number of these trends. (…)
HR function is clearly shifting from being a “service provider” to a “business partner” but the
requirements and needs of this new role can also be met by line managers or external providers.
Hence the change of roles is both an immense opportunity and a threat for human resource
managers. Considers that the HR function of the future will be significantly from that in the past
and that organizations need to recognize this in order to make the most of knowledge workers
and knowledge professionals. According to and strategic literature is increasingly emphasizing
intellectual capital, learning processes and organizational adaptability. They argue that HRM
specialists could play a central role because questions of how to attract motivate and develop
workers with scarce but critical abilities, and developing effective processes of work
organization are fundamental to knowledge-based competition.
Importance of HRM
Prior to the mid- 1960s personnel departments in organizations were often perceives as the
“health and happiness” crews. Their primary job activities involved planning company picnics,
scheduling vacations, enrolling workers for health-care coverage and planning retirement parties.
That has certainly chanted during the past three decades.
Federal and state laws have placed man new requirements concerning hiring and employment
practices in employees. Jobs have also changed. They have become more technical and require
employees with greater skids. Furthermore, job boundaries are becoming blurred. In the past, a
worker performed a job in a specific department, working on particular fob risks with others who
did similar fobs. Today’s workers are just as likely, however, to find themselves working on
project teams with the various people from across the organization. Others may do the majority
of their work at home – and rarely see any of their coworkers. And of course, global competition
has increased the importance of organization improving the productivity of their work force, and
looking globally for the best-qualified workers, this has resulted in the need for HRM specialists
trained in psychology, sociology, organization and work design and law.

37. Federal legislation requiem’s organizations to hire the qualified candidate without regard to race,
religion color, sex, disability, or national origin- and someone has to ensure that this is done.
Employees need to be trained to function effectively within the organization land again, someone
has to oversee this. Furthermore, once hired and trained the organization has to provide for the
contriving personal development of each employee. Practices are needed to ensure that these
employees maintain their productive affiliation with the organization. The work environment
must be structured to induce workers to stay with the organization, while simultaneously
attracting new applicants. Of course, the someone’s we refer to those responsible for carting our
activities are human resource professionals. Today, professionals in the human resources area
important elements in the success of any organization. There require a new level of
sophistication.
Human resource and employee personal-development courses are founded upon the principles of
psychology in the workplace. Some courses are competency-based and provide practitioners with
skills to appropriately assess and develop employees at work. Also plays a part in every
employee’s development through the provision of courses such as Time Management, Stress
Management and Conflict Resolution. Additionally, we are involved in team-building and
motivation events, as well as skills development for those who are seeking employment.
But it also creates a new difficulty for managers and supervisors – because they need to
understand and act on the new model of HR Management and learn the necessary distinctions
between the old management and the new empowerment style. This workshop is designed to
provide a Manager or Supervisor of any function with some `real life tools` and `tips` to become
an empowering leader and establishes their credibility as an effective supervisor.
Topics to be Covered
 Establishing Your Credibility
 Maintaining Human Relationships
 Employee Motivation
 Effective Delegation
 Performance Review
 Counseling Employees
 Interviewing and Hiring
 Rewarding and Disciplining Employees
 Succession Management
 Training Needs Assessment
 Empowering your employees
Industrial Revaluation:
The process of change from an agrarian handicraft economy to one dominated by industry and
machine manufacture. This process began in England and from there spread to other parts of the
world.
The characteristics of the society before industrial revaluation

38. lsmall scale production
lFamily or group based production at home
luse of small hand tools
lBarter system
ldistribution in limited areas
Causes for occurrence in Great Britain
lA dense population for its small geographical size
lLocal supplies of coal, iron, lead, copper, tin, limestone and water power
lIntroduction of steam power (fueled primarily by coal)
lThe introduction of power engine at factory
lMajor changes in distribution of production due to the introduction of rail engine
Major impacts of industrial revaluation
lDuring industrial revaluation child labor grew far more abusive than ever before
lInhuman housing situation
lMany weavers found themselves suddenly unemployed since they could no longer compete with
machines
lThe abolition of feudalism
lImproved transportation system
lSupply of products in large quantities at cheap rate.
Functions of HRM
Human resources are critical for effective organizational functioning. HRM (or personnel, as it is
sometimes called) was once relegated to second class status in many organizations but its
importance has grown dramatically in the last toe decades. Its new importance stems from
increased legal complexities the recognition that human resources are a valuable means for

39. improving productivity. And the awareness today of the costs associated with poor human
resource management.
Indeed, managers now realize that the effectiveness of their HR function has a substantial impact
on the bottom line performance of the firm. Poor human resource planning can result in spurts of
hiring followed but layoffs- costly in terms of unemployment compensation payments, training
expenses and morale. Haphazard compensation systems did not attract, keep and motivate good
employees reassigns discrimination lawsuits. Consequently, the chief human resource executive
of most large business is a vice president directly accountable to the CEO and many firms are
developing strategic HR plans and integrating those plans with other strategic planning activities.
Guest’s model of HRM
David Guest’s (1989, 1997) model of HRM has 6 dimensions of analysis:
 HRM strategy
 HRM practices
 HRM outcomes
 Behavior outcomes
 Performance outcomes
 Financial outcomes
The model is prescriptive in the sense that it is based on the assumption that HRM is
distinctively different from traditional personnel management (rooted in strategic management,
etc.).
It is idealistic, implicitly embodying the belief that fundamental elements of the HRM approach
(essentially those of the Harvard map) such as commitment have a direct relationship with
valued business consequences.
However, Guest has acknowledged that the concept of commitment is ‘messy’ and that the
relationship between commitment and high performance is (or, perhaps, was – given the age of
this material) difficult to establish. It also employs a ‘flow’ approach, seeing strategy
underpinning practice, leading to a variety of desired outcomes.
Like its American predecessors, this UK model is unitarist (tying employee behavior and
commitment into the goals of strategic management) and lukewarm on the value of trade unions.
The employee relationship is viewed as one between the individual and the organization.
All the above are important to a manager when seeking to achieve optimum productivity levels
from available resources by marrying scientific management principles to a human relations
approach.

40. 1. Human Resource Policies
The OECD has introduced several human resource policies. For example, policies exist in the
following areas: equal opportunities, training and development, sexual harassment, non-smoking,
part-time work and spouse support and employment.
2. Job Vacancies/Who can apply/How to apply
This section covers who can apply for OECD vacancies and how to apply. It is important to read
this section before moving on to the list of job vacancies.
3. Salary and Benefits
A summary of the conditions of service for established staff members contained in this section is
intended for use as a guide only.
4. Staff Categories
This section describes the types and grade structure of positions at the OECD. This information
will give you an idea of the level or type of job you would be suited for before moving on to look
at our list of vacancy notices.
5. Other Programmers
 Trainees
This section explains how OECD hires trainees and how to apply.
 Young Professionals Programmed
Please note that the Young Professionals Programmed vacancy for 2006-2008 was
published on our Website from November 18 to December 14 and it is now closed.
The next opening is scheduled for the last quarter of 2007.
Here you will find full information and recruitment procedures for this 2-year Programmed.
Every two years, the OECD recruits the highest quality professionals to work in 2 different
directorates of the Organization. It is a highly competitive programmed that attracts
approximately 2,500 applications for seven posts.
 Support Staff
The OECD recruits support staff (eg secretaries, administrative assistants and statistical
assistants) on a regular basis. Recruitment for this category of staff however is local, i.e.
from within France, in most cases. Appointments are for an initial temporary period.
There are however opportunities for extension of these appointments and there are many
opportunities for permanent positions.
Fombrun et al identified four common HR processes performed in every organization:

41.  Selection: matching people to jobs
 Appraisal of performance
 Rewards: emphasizing the real importance of pay and other forms of compensation in
achieving results
 Development of skilled individuals
These processes are linked in a human resource cycle.
The matching model has attracted criticism. At a conceptual level, it is seen to depend on a
rational, mechanical form of organizational decision-making. In reality, strategies are often
determined and operational zed on a more intuitive, political and subjective level. Certainly, the
decision-making is more complex than the model allows. It is also both prescriptive and
normative, implying that the fit to business strategy should determine HR strategy.
Randall Schuler and colleagues subsequently presented a more complex version of the matching
model that took into account significant wider factors such as technology, organizational
structure and size, unionization and industry sector. These accounts were heavily influenced by
Michael Porter‘s writing on business strategy.
This section gives a contemporary historical perspective on the concept of productivity. Though
the word and concept is a fairly recent phenomenon the search for an optimum application of
resources, human and other, to complete projects has been around a long time. Attitudes to work
will be explored in this introductory section. Key developments during the Industrial Revolution,
the rise of scientific management and its counterweight the human relations school of
management will be explored from a historical perspective. In addition a view of the challenges
faced, in terms of the contemporary role of management is offered.
To an alarming degree, the author has found during his career that the biggest factor holding
back employee productivity is the attitude of the manager / leader towards his / her followers.
The article on the self-fulfilling prophecy explores this concept.
A non-technical appreciation of job design and work organization is given to clarify and
systemize the process. All samples pro forma are included in the PDF version.
The services offered by a modern HR department are explored and clarified, together with a
diagnostic check list to help identify critical human resource issues.
Job analysis
A job analysis is a systematic exploration of the activities within a job. It is a technical procedure
used to define the duties, responsibilities, and accountabilities of a job. Their analysis “involves
the identification and description of what is happening of the job … accurately and precisely
identifying the required tasks the knowledge and the skills necessary for performing the and the
condition under which they must be performed.