1.

1 Introduction:
Beximco Pharmaceuticals Ltd. (BPL) has been the trendsetter in Bangladesh
Pharmaceutical Market since its inception in 1979. Over the last decade BPL actually rose
to a new standard moving beyond manufacturing quality medicines to win mind share
of patients, physicians, shareholders, business partners, and communities where we work
and live. Our dedication to add more value to the common wealth of the society
compounded by innovative strategies for growth and diversification, pioneering role in
bringing new technology and implementing new ideas, and commitment for total quality
management distills the glory of our success. Today BPL is not merely a market leader.
Most of the products that it actively markets enjoy leadership position demonstrating
incomparable trust of the healthcare professionals. This is the reward for the outstanding
quality of our products- at BPL we never compromise with the quality of our products so
that our fellow citizens can live long, happy and better. BPL is the pioneer in introducing
medical service activities: publishing a full-fledged medical newsletter regularly,
conducting clinical seminars and symposiums to have better understanding of various
diseases and their management. BPL is the first national company who dared to diversify
its business into manufacturing bulk drugs to integrate it self backwards as well as
develop the nations pharma industry. While it would have been relatively easy to
diversify the business into consumer products, BPL chose the harder path with a long-
term vision. Today BPL is ready to face the challenge of scarce sourcing of Active
Pharmaceutical Ingredients (API) in the post-WTO era, with its advanced API
manufacturing capability.

BPL is one of the first companies to have an extensively computerized and automated
Working environment connecting every corner of the country to the centre. Productivity
through connectivity is one of our heritage of progress. BPL is the first company to go
beyond the national boundary, exporting its quality products in overseas markets in Asia,
Africa, and Europe. More than that, BPL has probably fulfilled a national aspiration of
turning a once import dependent country into an exporter of quality medicines. We
believe, With our technological and managerial know-how and ability to take on
challenges, we will be able to progress much faster towards our objective of becoming the
nations most Visionary company.

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1.2 Rational of the Study
Knowledge and learning become perfect when it is associated with theory and
practice. Theoretical knowledge gets its perfection with practical application. This
report is prepared as a requirement for the completion of the Bachelors of Business
Administration (BBA) Program of ASA University Bangladesh (ASAUB). The
primary goal of project is to provide an on the job exposure to the student and an
opportunity for translation of theoretical conception in real life situation. Students are
placed in enterprises, organizations, and research institutions as well as in
development projects.
The Project report titled HR Practices of Beximco Pharmaceuticals Limited. The
topic of the report was granted by the respectable supervisor of the organization and
was approved by the faculty supervisor to satisfy both organizational requirement as
well as the fulfillment of Project Paper. This report has been prepared under both of
their supervision.

1.3 Objectives of the Study

1.3.1 General Objective
Our main objective is to prepare this report to know about the human recourse practice in
an organization. We try to focus on the report about the HR practice in BEXIMCO-
PHARMA. The objectives of the study are as follows:

1.3.2 Specific objectives

1. To know the HRM policies followed in Beximco Pharmaceuticals Limited.
2. To identify the various avenues for improving the HRM policies of Beximco
Pharmaceuticals Limited.
3. Suggesting strategies to improve the HRM policies of Beximco Pharmaceuticals
Limited.

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1.4 Scope of the Study
My project paper is only document basis so we have not opportunity to take interview,
survey and make observation. As it is a report about an organization so we have
opportunity to collect data by reading documents from their web sites. In twenty-first
centurys world without any organization cant run in any moments. Basically my topic is
HR Practices of Beximco Pharmaceuticals Limited. Here knowing scope is
available but time is very short. There are many things, which are not invented yet. So
there are many scopes for further research.

1.5 Limitations of the study

There we face some limitation to prepare this report. Those are noted below-
1. The abundance of computer in our lab is very poor more than students demand.
2. In lab all computers are not connected with internet.
3. We dont get much time to prepare this report.
4. This is the time of early final examination, so we cant give more time to prepare this
report.
5. All information was not available.
6. The company was not agreeing to give their confidential information that is related
to their market policies.
7. Data from different sources were quite inconsistent which created some problems in
making the report.

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2.0 Literature Review
2.1 Pharmaceutical Industry
One industry that needs a proactive human resource function that actively drives change
is the pharmaceutical industry. This industry faces a rapidly changing and deteriorating
environment (Buxton, 2010; Garavan, 2012). In the last few decades, the major players in
this industry were used to double-digit growth, but they now face several challenges
(Gilbert, Henske, & Singh, 2003). The pharmaceutical industry has been slow to respond
to industry challenges as long development cycles tend to hide costs and divorce
accountability from action (Gilbert, Henske & Singh, 2003). Pharmaceutical companies
are also relatively late adopters of human resource activities like global talent
management programs. Historically, they have hired from within, which limited their
exposure to outside challenges (Buxton, 2010). Recent literature (e.g., Garavan, 2012;
Hunt et al., 2011) has focused on several trends currently transforming the industry.
Recent or soon-to-be patent loss of several blockbuster products, in combination
with low R&D productivity, have left major industry players with low growth or
stagnation compared to the high sales and profit growths of the last decades
(Gilbert, Henske & Singh, 2003; KPMG, 2011).
As compounds lose patent protection in major large primary care indications (e.g.,
lipid lowering and hypertension), this environment becomes less
attractive for investment because of the availability of generics
(Gilbert et al., 2003). Thus, companies are increasingly forced to
focus on cost reduction and organization restructuring (Hunt et
al., 2011).

Increasing pressures from government and regulatory agencies

have forced companies to reevaluate their product pipelines in
terms of value delivered (Hunt et al., 2011) and indications for
future development.

The pharmaceutical market is becoming increasingly global, with

a strong focus on China and other emerging countries (Garavan,
2012).

Despite large mergers among big pharmaceutical companies, the

industry has become more fragmented with highly specialized

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 companies (e.g., focused solely on generics) entering the market
(Hunt et al., 2011).

Competition is intensifying, and the time to earn back

investments is becoming shorter. Patent protection is an issue in
certain regions, as is the time a drug is unique in its first
indication. In the 1970s, only 23% of first-in-class products faced
a follow-up product that was at least in Phase II of the
development process, but by the end of the last millennium, 90%
of first-in-class products faced this issue (Stirling, 2011). This
transformation of the industry will continue in the coming
decades. The patent loss of large drugs in the primary care
setting in the Western hemisphere will be partly offset by growth
in emerging countries such as Brazil, China, and India as well as
the growth of generics (Buxton, 2010), changing the
geographical spread and focus of the industry.

Another focus of the pharmaceutical literature is the transformation of attitude that is

currently taking place. The 2005 USA Today/Kaiser Family Foundation/Harvard School
of Public Health Care Costs Survey found that society held a rather low level of trust in
the pharmaceutical industry. This industry reputation issue is reflected in the strong
increase in legal settlements for violations of laws since 2003, such as the promotion of
drugs outside its licensed disease area (Stirling, 2011). In order to regain trust, the
pharmaceutical industry must comply with promotion and development rules and
regulations and work closely with government agencies (Raidolska, Scott, & Oliver,
2005). Good relations with government agencies are crucial, as government agencies
control access and, to a large extent, the prices pharmaceutical companies can charge for
their innovations (Davidson & Greblov, 2005). Given the pressures in the industry to
simultaneously improve productivity, efficiency, and innovation, clear processes and
responsibilities and compliance with internal and external rules (e.g., regulatory, good
clinical practice [GCP], good manufacturing practice [GMP]) are deemed important.
Shohet (2013) has therefore identified three factorsin addition to Peters and
Watermans factors (1982) from the McKinsey 7S framework (structure, strategy,

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system, skills, staff, style, and shared values)that are especially relevant in todays
pharmaceutical industry: governance, business compliance, and talent management.
These necessary strategic changes in the pharmaceutical industry require pools of talented
people with skillsets that enable them to work in joint ventures; create strategic alliances;
manage cross-border communication; and work across different cultures, divisions, and
affiliates (Shohet, 2013; Steiner et al., 2007), though pharmaceutical companies currently
lack strong leadership pipelines (Garavan, 2012). Several studies (e.g., Deng, Lev, &
Narin, 1997; Rigby, Gruver, & James, 2009) have emphasized the importance of talent in
the pharmaceutical sector. Scientific talent is vital for the innovative potential of a
pharmaceutical company (Deng et al., 1997), and innovative talent is considered
especially valuable in turbulent times (Rigby et al., 2009).
2.2 Human Resource Management
Studies with a strategic focus on the management of high potentials have only emerged in
recent decades as contemporary human resource management (HRM) developed into a
new profession (Silzer & Dowell, 2010). HRM has changed significantly in these last
decades, evolving from an operational field to one with a strategic focus (Millmore, 2003)
and from a passive service provider to an active partner within the company (Becker,
2007)). The literature on contemporary human resource management emerged in the
1970s, with employees becoming a critical element in the effective management of a
company (Wright, Dunford & Snell, 2005). The view shifted from an earlier one that
viewed employees as an expense to the perception that employees are a potential resource
to be managed. This view is in line with the recognition that modern companies are
increasingly dependent on their employees for their competitive advantage (Ulrich,
Brockbank, Johnson, Sandholtz, & Younger, 2008).
Contrary to a strong economic focus in earlier decades, the HR field became part of
management and behavioral sciences, which contributed to a shift toward a more
organizational and psychological orientation. The new model became known by labels
such as high-commitment workplace and high-performance work system (Kaufman,
2007). HRM was now clearly differentiated from the classical personnel management,
which was reflected in the mainstream management literature (e.g., Peters & Waterman,
1982; Pfeffer, 1994). Torrington, Hall, and Taylor (2008) describe six themes in the
history of human resource management. The first period or theme is described as social
justice, in which a few enlightened employers promoted a welfare approach by

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ameliorating the working conditions, which followed by a period of humane bureaucracy,
which emphasized an incentive-based approach to managing people that was aimed at
achieving efficiency and high morale at work. In the 1960s, a theme, called negotiated
consent by Torrington et al. (2008), evolved in which workers were managed by
representation and collective agreements. This was followed by a period (in the 1970s) of
increased HR focus on career path and workforce planning known as the organization
theme. In the 1980s and 1990s, the focus shifted toward flexibility, performance
management, monitoring, and control under the HRM theme. The most recent theme,
which focuses on global perspective, competitive advantage, engagement of employees at
work, and customer-centered focus in organizations, has been labeled as new HR.
However, there is a gap between the academic literature and the daily practice of HR.
Kaufman (2007) observes that still many companies continue to practice people
management in a largely tactical, administrative, and cost-focused manner (p. 42).
However, Ulrich et al. (2008) posit that HR is growing dramatically in scientific
sophistication and envisions that HR will someday be at the core of the company. In their
view, HR is becoming more aligned with the business.
The structure of the HR departments in most large private and public sector companies
seems to have changed from the classical centralized HR department into a model with
more specialized functions such as shared services (focused on administrative HR),
business partners (focused on working directly with line management on strategic
development, performance, and organizational design), centers of expertise like
recruitment and organizational development, vendor management (e.g., management of
pension administration provided by third parties), and corporate HR (developing HR and
people strategy) (Farnham, 2010).
A factor that has shaped the discussion of HRM is the development of the view that
contemporary human resource management should be a strategic partner in a company,
with a shift from short-term operational management toward a long-term vision regarding
the human resource policy and a focus on sustainable competitive advantages.

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Figure 1: Alignment of company framework and functions. Adapted from In Search
of Excellence: Lessons from Americas Best-Run Companies by T. J. Peters and R. H.
Waterman, 1982, p. 11. Copyright 1982 by Harper Business Essentials.
In contemporary strategic HRM theory, the various HR functions are integrated with
other HR functions within the business framework and the overall business strategy
(Gerhart, 2007; Gmr & Thommen, 2007), as seen in Figure 1 above.

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The concept of strategic alignment between HR strategy and business strategy is
associated with contingency theory and based on the assumption that HR practices can be
selected from a portfolio of possibilities to ensure they are supportive of the overall
business and competitive strategy of the company (Taylor, 2010).
Kinnie, Swart, and Purcell (2005) argue for a selective approach that takes the specific
situation and company strategy into account, but others (Huselid, 1995; Silzer & Dowell,
2010) argue that there are some HR best practices that have a potential beneficial effect
for all companies, irrespective of the business strategy. A third group of authors (e.g.,
Bowen & Ostroff, 2004; Datta et al., 2005) argue that some best practices, such as
incentives for performance, may have an overall positive effect on performance but may
be implemented differently based on the situation and strategy of the company.
An alternative view of the alignment between business strategy and human resource
strategy which has become prominent in HRM only in the last two decades (Allen &
Wright, 2007), the resource-based view (RBV) of a firm, argues that a company would
profit if it matched the business strategy to the current human resource base of the
company instead of adapting HR practices to the business strategy. The focus is on those
resources that give the company a competitive advantage over other companies (see
Figure 2).
The importance of alignment between HR policies and other strategic elements is
expressed in the seminal McKinsey 7-S framework: structure, strategy, systems, skills,
staff, styleall united by shared values, from Peters and Waterman (1982).

Figure 2: Alignment of HR functions. Translated from Retention Management fr

High Potentials by R. Buri-Moser and A. Saxer, 2003, p. 2. Copyright 2003 by the
University of Bern. Saxer Moser, 2003)
The framework from Peters and Waterman (1982) highlights the importance of the
integration of hard factors like structure and systems with soft factors like style and

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shared values. Within the HRM setting, the importance of these soft factors, the culture of
a company, and the values of employees and the fit between them, has been studied in
stream of research on person-organization (P-O) fit (Sutarjo, 2011).
The importance of P-O fit has been highlighted by various authors (e.g., Ployhart et al.,
2006; Sutarjo, 2011), and its impact on company turnover and overall performance has
been acknowledged (Westerman & Cyr, 2004). Collins and Kehoe (2009) assert that P-O
fit is especially important in companies that emphasize a family-like environment that
builds on long-term commitment and tenure. With the alignment of human resource
strategy with the overall company strategy comes a shift in orientation from being a
passive observer of business trends to a more active HR department that tries to
understand and adapt to those trends (Ulrich et al., 2008). Analysis in human resource
management was traditionally focused on the relation between employer policy decisions
and individual performance. During the last two decades, however, HRM has evolved in
that it also tries to understand the effects of employer-related policies on company level
outcomes such as profitability, survival, and parameters such as overall cost and quality
of output (Gerhart, 2007). Boudreau and Jesuthasan (2011) note that HRM needs to
evolve further and propose a shift from an HR approach that often still relies on gut feel
toward an evidence-based approach called transformative HR. In transformative HR,
segmentation and optimization (investing in activities and segments that make a
difference) play a key role. Davenport, Harris, and Shapiro (2010) propose six types of
analytics to manage the workforce:
Human capital facts: analyzing human resource key performance indicators;
Analytical HR: reviewing units and departments in order to identify which ones need
extra attention;
Human capital investment analysis: identifying the parameters that have the most
impact on the business;
Workforce forecasts: making quantitative forecasts;
Talent value model: identifying which items of the employer brand and value system
drive retention and or turnover of employees; and talent supply chain analysis:
predicting the adaptation of talent needs based on changes in the business
environment.

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3.1 Methodology of the Study
Methodology of the study is an essential part of the study. It is designed in a way so that it
correspondent to achieve the objectives of the study. It includes designing samples,
sources of data, collection procedure of data, analysis techniques data, etc. It was an
exploratory study. So the methodology of this study the project has used was observation
and sometimes discussion with the executives of the company.

3.1.2 Sources of Data:

The sources of data were of two types-

3.1.3 Primary Sources-

Discussion with employees
Keen observation
Conversation with clients.

3.1.4 Secondary Sources/ External Sources-

Official papers of Beximco Pharmaceuticals Ltd.
Study reports on Bangladesh pharmaceuticals market
Information published by Information Medical Statistics (IMS)
Annual report of Beximco Pharmaceuticals Ltd and other Pharmaceuticals.
The archive of the Beximco Pharmaceuticals Ltd.
Websites of Beximco Pharmaceuticals Ltd. http://www.beximco-pharma.com/

3.1.5 Study Design

A study design provides guidelines, logical and systematic plan for the detailed study. It
specified the objectives of the study. The methodology and techniques to be adopted for
achieving the objectives. It constitutes the blue print for the collection, measurement and
analysis of the data.

3.1.6 Study Population

Clients of Beximco Pharmaceuticals Ltd. are the target population of Head office of BPL.

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3.1.7 Sampling Technique
I have used convenient sampling method among the Beximco Pharmaceuticals Ltd. and
20 sample size.

3.1.8 Data Collection Procedure:

The project report gathered data from the Clients and employee. When they (Clients)
came for service to this Company, The project provided questionnaire to those customers
who were interested in participating in the survey. As well as project asked questionnaire
to the employee, when they were free.

3.1.9 Data Analysis Procedure:

After collecting the data, it was analyzed by Microsoft Word & Excel. Then the findings
were made. Based on the findings, the present situation was explained and
recommendation was made.

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4.1 Company Overview
Beximco Pharmaceuticals Ltd (Beximco Pharma) is an emerging generic drug player
committed to providing access to affordable medicines. Companys state-of-the-art
manufacturing facilities have been accredited by the regulatory authorities of USA,
Australia, European Union, Canada, and Brazil, among others, and it currently focuses on
building presence in many emerging and developed markets around the world.
Beximco Pharma is consistently building upon its portfolio and currently producing more
than 500 products encompassing broad therapeutic categories and the Company has
created strong differentiation by offering a range of high-tech, specialized products which
are difficult to imitate.
Beximco Pharmaceuticals Ltd. is a leading edge pharmaceutical company based in
Dhaka, Bangladesh and is acclaimed for its outstanding product quality, world-class
manufacturing facilities, product development capabilities and outstanding professional
services. Beximco Pharma is the pioneer in pharmaceutical export from Bangladesh and
has received National Export Trophy (Gold), the highest national accolade for export, for
record three times.
Year of Establishment : 1976
Commercial Production : 1980
Status : Public Limited Company
Business Lines:
Manufacturing and marketing of Pharmaceutical Finished Formulation Products, Large
Volume Parenterals, Small Volume Parenterals, Ophthalmic Preparations, Nebulizer
Solutions and Active Pharmaceutical Ingredients (APIs)
Overseas Offices & Associates:
Australia, Bhutan, Cambodia, Chile, Ghana, Hong Kong, Indonesia, Jordan, Kenya,
Kuwait, Malaysia, Myanmar, Nepal, Pakistan, Philippines, Saudi Arabia, Singapore, Sri
Lanka, Vietnam and Yemen
Authorized Capital (Taka) : 2,000 million
Paid-up Capital (Taka) : 1,259.57 million
Number of Shareholders : Around 66,000
Stock Exchange Listings : Dhaka Stock Exchange, Chittagong Stock Exchange
and AIM of London Stock Exchange
Number of Employees : 2,310

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4.2 Vision
The company will be one of the most trusted, admired and successful pharmaceutical
companies in the region with a focus on strengthening research and development
capabilities, creating partnerships and building presence across the globe.

4.3 Mission
BPL are committed to enhancing human health and well-being by providing
contemporary and affordable medicines, manufactured in full compliance with global
quality standards. We continually strive to improve our core capabilities to address the
unmet medical needs of the patients and to deliver outstanding results for our
shareholders.

4.4 Goals
BPL has a strong market focus and is anticipating continued future growth by leveraging
business capabilities and developing superior product brands and markets. The company
is now moving to the world market and trying to expand their business worldwide with a
good quality image. Innovation of new products and satisfying the ever-changing need of
consumers remains a top priority goal. Ensuring full effort to enhance shareholders
highest returns and growth of their asset also holds a key goal of the company.

4.5 Core Values

Our core values define who we are; they guide us to take decisions and help realize our
individual and corporate aspirations.
Commitment to quality
We adopt industry best practices in all our operations to ensure highest quality standards
of our products.
Customer satisfaction
We are committed to satisfying the needs of our customers, both internal and external.
People focus
We give high priority on building capabilities of our employees and empower them to
realize their full potential.
Accountability
We encourage transparency in everything we do and strictly adhere to the highest ethical

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standards. We are accountable for our own actions and responsible for sustaining
corporate reputation.

4.6 Corporate Social Responsibilities:

Corporate social responsibility is an integral part of BPLs business strategy which is
reflected in its mission statement. Every employee of the company knows that the
company does not view its success and achievements in financial terms only, but also in
terms of its deep relationship with the society.

Each year, an increasing amount of contribution is ploughed back into social causes,
demonstrating Beximco Pharma's commitment to the nation. More importantly the
company's contribution extends beyond one-time donation to ongoing participation as
reflected in its partnership with NGOs working for AIDS patients, in supporting sports,
and in raising disease awareness among the people.

BPL donated medicines worth millions of taka to victims in national and international
calamities. Donation of medicines to victims of earthquake in Pakistan and victims of
tsunami in Sri Lanka are worth mentioning.

The company maintains a team of scientists who works as pharmaceutical experts for
good governance that give direct benefit to the common people and shareholders.
Beximco Pharmaceuticals Limited carefully designed its facilities for reducing hazardous
impact on the environment through operational excellence providing a friendly
environment for a healthy society for tomorrow being the main responsibility of BPL.

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4.7 Products of BPL

Our Product Range

Allergic Disorders
Analgesics & Antipyretic
Anti-infectives
Cardiovascular
Central Nervous System
Cough & Cold
Endocrine & Diabetes
Eye Care
Gastrointestinal
Hormones & Steroid
Intravenous Fluids
Muscloskeletal
Oncology
Other products
Respiratory
Skin Care
Vitamins & Minerals Supplement

4.8 Products & Services

Beximco Pharma currently produces more than 300 generic medicines which are
available in well over 500 different presentations and the broad portfolio encompasses all
key therapeutic categories including antibiotics, analgesics, anti-diabetic, respiratory,
cardiovascular, central nervous system, dermatology, gastrointestinal etc.
Many of its brands remain consistent leaders in their respective therapeutic categories and
the company continuously reviews and expands this portfolio in order to ensure that
people have access to newer generics, and better treatment options at affordable cost.

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4.9 The organ gram of the position of the executives

Managing Director/Chief Executive Officer

Chief Operating Officer

Director

Executive Director

Senior Manager

Manager

Assistant Manager

Senior Product Officer

Product Officer

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5.1 Human Resource Management:
HRM is a field of management involves planning organizing, directing and controlling
the functions of procuring, developing, maintaining and motivating a labor force.

Human Resource Management Process:

Human Resource Management Process consists of eight activities necessary for
staffing the organization and sustaining high employee performance. The process is
described below:

HR Planning Selection
&
Requisition

Orientation Training

Appraisal Benefits &

& Compensation
Evaluation

5.2 Human Resource Management in BEXIMCO Pharmaceuticals Ltd

(BPL), Bangladesh
Human Resource Planning in BPL:
Planning is the core area of all the functions of management. It is the foundation upon
which the other three areas should be built. Planning requires management to evaluate
where human resource of the company is currently, and where it would like to be in the
future. From there an appropriate course of action to attain the company's goals and
objectives is determined and implemented.
Every organization has employment planning. BPL has also its employment planning.
They usually forecast their personnel needs based on their mission, strategic goals &
objectives & technological and other changes resulting in increased productivity.
Although there are several methods to predict personnel needs, but they use managerial
judgment because it gives the more real world scenario for personnel needs. They think
that the other methods can not give the accurate situation of the personnel needs. These
are basically graphical methods, which can not measure the actual personnel needs. But
managerial judgment method depends upon the change in productivity, market conditions
etc.
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5.3 Recruitment and Selection process in BPL:
We are looking for top-caliber people who want the flexibility and resources to grow in
their career. If you're the kind of person who has always stood out, we offer a place where
you can continue to excel. No matter what your field or range of interests, there are
vacancies where your talents can likely be applied and developed. We have thousands of
diverse people from different cultures and backgrounds working in a variety of different
jobs in different fields
Merit is the sole criteria for selection.
Attitude is given as much weight age as functional competencies.
Panel interviews comprising of Functional Head & HR Head.
Sources for recruitment are through campus, consultants, employee referrals,
internal job postings and the internet.
Positions in Officer Cadre, GET and MT involve written tests.
Antecedent verification is an integral part of our recruitment process.
Medical fitness is pre-requisite for all positions.
We are an equal opportunity employer and do not discriminate on the basis of
race, community, religion or sex.
Recruitment process:
A responsibility for recruitment usually belongs to the HR department. This department
works to find and attract capable applicants. Job description and speciation provide the
needed information upon which the recruitment process starts. The functions of the
recruitment office of BPL are given below:
1. Need Assessment
2. Defining the position description
3. Checking the recruiting options
4. Advertisement
5. Screening and Short listing Applications
6. Written test
7. Selection interview (3 tier)
8. Employment decision (Application Bank)
9. Pre- employment medical check-up
10. Offer letter
11. Orientation / Induction
12. Placement
13. Follow up
Source of Recruitment:

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Bangladesh is done in four ways depending on the job category of the vacant position.
Therefore, the recruitment process of this organization is classified into four types, which
are done based on the job grade/ group. These are as follows:
Entry-level management
MT (Manager Trainee)
Mid or / and Senior level management
Graded staff / Non- management staff
Internal Source:
There could be a person competent for the required job working within the organization.
If there is, the existing manpower is then shuffled to place the selected person in the new
post. If there is no such person inside the company, then the management goes for the
second step.
Job-posting programs:
HR departments become involved when internal job openings are publicized to
employees through job positioning programs, which informs employees about opening
and required qualifications and invite qualify employees to apply. The notices usually are
posted on company bulletin boards or are placed in the company newspaper. Qualification
and other facts typically are drawn from the job analysis information.
The purpose of job posting is to encourage employees to seek promotion and transfers the
help the HR department fill internal opening and meet employees personal objectives.
Not all jobs openings are posted .Besides entry level positions, senior management and
top stuff positions may be filled by merit or with external recruiting. Job posting is most
common for lower level clerical, technical and supervisory positions.

Departing Employees:
An often overlooked source of recruiters consists of departing employees. Many
employees leave because they can no longer work the traditional 40 hours work week
.School, child care needs and other commitments are the common reason. Some might
gladly stay if they could rearrange their hours of work or their responsibilities .Instead,
they quit when a transfer to a part-time job may retain their valuable skill and training.
Even if part-time work is not a solution, a temporary leave of absence may satisfy the
employee and some future recruiting need of the employer.

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External Source:
All the above options being considered, the company goes for external recruiting if
needed. Those who best meet the skills, qualifications, experience and competencies
required for the position should fill vacancies. Therefore, if there is no candidate within
BPL, Bangladesh who is suitable for the role, external advertisement should be placed to
attract the potential candidates followed by the selection procedures.

Advertisement:
The Company gives advertisement in national dailies (both Bangla and English) to attract
the talents from the market. BPL, Bangladesh puts two types of advertisements in the
newspapers. It sometimes keeps the identity concealed in the ads, mentioning a GPO
BOX number only. The purpose of the concealed identity is to avoid the unwanted
pressure from the stakeholders for the employment of their desired candidates. But this
way the company may lose the talents out there in the market who would have applied for
the same post had they known the name of the organization. This is why the company
kept the identity open in their recent job advertisement when the quality of the candidate
was a very important factor to consider. By revealing the BPL identify, the company
attempts to attract the best potentials among all the others.
Employee referrals:
Employee referral means using personal contracts to locate job opportunities. It is a
recommendation from a current employee regarding a job applicant. The logic behind
employee referral is that it takes one to know one. Employees working in the, in this
case, are encouraged to recommend the names of their friends working in other
organization for a possible vacancy in the near future.
Employment Agency:
An agency finds and prescreens applicants, referring those who seem qualified to the
organization for further assessment and final selection. An agency can screen effectively
only it has a clear understanding of the position it is trying to fill. Thus it is very
important that an employer be as specific and accurate as possible when describing a
position and its recruitment to an employment agency.
Walk-ins and Write-ins:
Walk-ins are some seekers who arrived at the HR department of BPL in search of a job;
Write-ins are those who send a written enquire .both groups normally are ask to complete
and application blank to determine their interest and abilities. Usable application is kept
in an active file until a suitable opening occurs or until an application is too old to be
considered valid, usually six months.

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Selection Process:
Selection is the process of gathering information for the purpose of evaluating and
deciding who should be employed in particular jobs.

Screening and Short-listing Applications

The responses to the advertisements are sorted and screened. The CVs as well as the
Covering letters are judged. In the covering letter, the style and language of writing, the
emphasis put on the areas asked for tin the advertisements and the quality of the letter
(whether it is specifically tailored to the advertisement or just a standard response) are the
aspects that are judged. Different weights are assigned to the selection criteria mentioned
in the man specification depending on their relative importance. (for example, educational
institutions like IBA, BUET are given the highest weight among the local ones and the
foreign universities of UK, Australia, etc. are put at par with the best of the country).
Based on the presence of these factors to the desired extent (experience, educational
degree, computer literacy, etc) the cumulative weights for all the applicants are counted
and the short list of a sizable number of the top most candidates is generated. However,
the HR officials also study the CVs with the respective line manager to check whether
any valuable deciding parameter is missed that are mentioned in the CVs. Then the
candidates selected in the short list are called for the written test.

Written Test
Written test is not a regular part of the normal recruitment process. It is conducted as and
when required. Previously no written test was taken for the management employee, the
applicants had to go directly through the interview process. After the introduction of the
manager trainee program, the written test before the interview process has proved to be
effective and a useful tool to select the desirable candidates. The written test includes
psychometric test, test on behavioral competency, and written test on communication
skills. The candidates are called for the preliminary (first) interview based on their
performance in the written test.
Selection Interview
The interview process is a three-tier one. A preliminary interview is conducted which
follows the elimination method. After that, the second interview takes place with a very
few number of candidates. Then the finally selected person is called for the final
interview. The interview time is kept convenient for the candidate especially if s/he is
working elsewhere at the time of interview. In that case the chosen time is after the
business hour.

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Reference Check
Reference checks allow obtaining information and opinions regarding the persons
character, quality of the work and suitability for the position. It is an opportunity to
validate the information received from the candidate via their resume and the interview.
Speaking to the candidates manager or other people whom they have worked with should
also check internal candidates. The opinion of a referee who has worked can for an
extended period is likely to be more accurate than the assessment from one to two hours
of interviewing.

The candidates immediate supervisors are needed to be contacted. Permission should be

obtained to contact the candidates referee especially if their current employer is
contacted. It is not unusual for a candidate to be uncomfortable with the organizations
speaking to a current employer. If they are uncomfortable, an alternative person other
than the current employer has to be chosen by the candidate (work colleague, for
example). Unless the candidate is a graduate or school leaver with no prior work
experience, only contact work related referees should be contacted. At least two reference
cheeks should be done, however the more the better.

There is a sample reference-checking guide that is more or less followed. It is important

to prepare a reference check guide that asks the referee about the key skills, competencies
and experience required for the position. Reference checks need to be done by line
manager or personnel of the HR department.

During the interviews, the candidates would have given some examples of incidents, tasks
or projects that can be asked about. The referee should be asked what the candidate did in
those examples, which ascertain whether the information received from the candidate is
consistent with that of the referee.
Subjective questions may not always be a reliable guide; however it can be useful to get
the referees opinion on areas such as quality and quantity of work, strengths and
weaknesses etc. a format of Reference Checking Guide is presented in Appendix-1.

Employment Decision
If the candidate has no problem with the stated terms and conditions of the job and the
organization mentioned and discussed in the final interview, s/he is offered an application
blank. The application blank is a standard format of employee-information that includes
all the information the organization needs regarding the personnel. The candidate has to
fill this blank and submit this to the company along with a CV.

Pre-employment Medical Check-up:

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After submission of the application and the CV, the selected person has to go through full
medical check-up that guarantees her/his physical fitness to perform the job successfully.
A medical practitioner who uses a physical capability analysis that assesses the candidate
against the physical capabilities documented for each role conducts the medical. A
medical is also appropriate for internal candidates if they are applying for positions that
require different physical capabilities.

Offering the Role:

Once the health check-up is done, the candidate is given an offer letter specifying the
salary package, job responsibilities, utilities that will be provided by the organization.
Even at this stage the selected candidate has the chance to withdraw her/himself from the
job offer. s/he is always free to discuss whatever difficulty may arise regarding pay-
structure/facilities, etc. the door of HR is kept open for any sort of relevant discussion.
verbal offer:
The verbal offer of the role to the candidate is given once the medical and reference
checks have been successfully completed. The discussion should cover the following:
Tell the candidate that you would like to offer them the role.
Congratulate them.
Tell them the remuneration package that is being offered, including superannuating.
Ask them if they are happy with it.
Ask them if they verbally accept the position.
Tell them that we will be sending them a written letter of offer and introductory
package.
written letter of offer:
A written letter of offer must be forwarded to the candidate. Once the candidate has
verbally accepted the position, the appropriate letter of offer is organized. This letter
should be sent to the candidate within two days of making the verbal offer. An
introductory package will be sent to the successful candidate, along with the letter of
offer. At least one week before the person commencing in their new position, an
appointment notice will be placed on notice boards and/or the internet.

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5.4 Employee Socialization
Socialization is a process of adaptation. Organization entry socialization refers to the
adaptation that takes place when an individual passes from outside the organization to the
role of an inside member.
BPL organize its Socialization process of three stages:
1. Pre-arrival stage: This stage explicitly recognizes that each individual arrives
with a set of organizational values, attitude, and expectations.
2. Encounter stage: Here the individuals confront the possible the dichotomy
between their expectations and reality.
3. Metamorphosis stage: Finally, the new member must work out any problems
discovered during the encounter stage.
The organization gets higher productivity, greater employee commitment, and lower
turnover rates through socialization. Employees achieved reduced anxiety, increased
awareness of what is expected on the job, and an increased feeling of being accepted by
their peers and bosses. When socialization works, employees receive the confidence and
satisfaction what comes from feeling that they are members in good standing in the
organization.

5.5 Training and Development program of BPL:

Training:
A learning experience in that it seeks a relatively permanent change in an individual that
will improve his or her ability to perform on the job. To make training a success, a trainer
should take care of the following points:
Make learning meaningful.
Make skills transfer easy and
Motivate the learner

5.5.1 Employee Training Method

On-the-job Training:
On the job training is a training that shows the employee how to perform the job and
allows him or her to do it under the trainers supervision
On the job training is normally given by a senior employee or a manager like senior merchandiser or a manager. The employee
is shown how to perform the job and allowed to do it under the trainers supervision.
Advantages:
Relatively inexpensive
Trainees learn while producing
No need off-site facilities
Drawbacks:
Low productivity while the employees develop their skills

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 The errors made by the trainees while they learn.
Apprenticeship Training: It traditionally involves having the learner study under the
tutelage of a master craftsperson.
Informal Learning: This learning process is not determined or designed by the
organization. But the organization may ensure it by creating a learning environment in the
organization.

Job Instruction Training: Listing each jobs basic task, along with key points, in order to
provide step-by-step training for employees.
Lectures: The most simple and quick way to provide knowledge to large groups of
trainees.
Simulated Training: It places the trainee in an artificial environment that closely mirrors
actual working conditions.

Off-the-job Training:
It includes:

The Case Study Method: Here the manager is presented with a written
description of an organizational problem to solve in a discussion with other
trainees.
Management Game: The manager presented with a computerized decisions
regarding but simulated situations.
Outside Seminars: Many organizations now are using this popular method on
various aspects of business and management.
Behavior Modeling: It involves the Modeling-Role playing-Social
reinforcement-Transfer of training.

5.6 Development:
Any attempt to improve current or future management performance by imparting
knowledge, changing attitudes, or increasing skills.
Any effort toward developing employees must begin by looking at the organizations
objectives. The objectives tell us where were going and provide a framework from which
our managerial needs can be determined.
Employee Development Method
Managerial On-the-Job Training: The development of employees abilities can take
place on the job. It includes:
Job Rotation: It involves moving a trainee from department to department to
broaden their understanding of all parts of the business and test their abilities.

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 Coaching Approach: The trainee works directly with a senior manager or with
the person they are to replace.
Action learning: Here the management trainees are allowed to work full-time
analyzing and solving problems in other departments.
Types of Training:
Technical Training
Management Training
Safety Training
Occupational Health
General Training (Management, Accounts, Sale etc.)
Social Skill Training
Refresher Training
Workers Education Training

Training Process
Identifying the training needs: What kind of training is needed for how
many people to what standard of performance the objectives of the training
must be determined.
Analyzing the attitudes, skills & knowledge(ASK)of the job:
Designing what has to be learned.
Planning the training program & implementing
The stages of the training
Recording the results
Providing the stuff and equipment

Evaluating the results

Deciding whether the training objectives have been met
Considering how they could have been met more effectively

Training Aids
The following training aids are generally used in training programs in BAT
Multi media
Overhead projector
Flip chart
White board etc.

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5.7 Performance Appraisal:
At BPL appraisals are done by the Self-appraisal system. Goals are set by participative
management approach and performance is evaluated quantitatively against those
previously set objectives. Managers appraise the performance of their subordinates
through a 5 points Graphic Rating Scale. The total appraisal process is completely
transparent to everyone within the organization.
1 for unsatisfactory
2 for marginal
3 for target
4 for superior
5 for outstanding

5.8 Employee Compensation:

Employee compensation refers to all forms of pay or rewards going to employees and
arising from their employment. It has two min components:
1. Direct financial payments: Wages, salaries, incentives, commissions, and bonuses.
There are two ways to pay directly:
Time based pay: Daily, hourly, weekly, biweekly or monthly wages and
salaries
Performance based pay: Ties compensation directly to the amount of
product the worker generates.
2. Direct payments: Financial benefits like employer-paid insurance and vacations.
Factors influencing the design of compensation plan
Legal considerations in compensation
Union influences on compensation decisions
Corporate policies and competitive strategy
Policy issues affecting the plan of an organization

Establishing Pay Rates

Step-1
The Salary Survey: A survey aimed at determining prevailing wage rates. A good
salary survey provides specific wage rates for specific jobs. Formal written
questionnaire surveys are the most comprehensive, but telephone surveys and
newspaper ads are also sources of information.

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Step-2
Job Evaluation: A systematic comparison done in order to determine the worth of
one job relative to another. Job Evaluation method includes:
1. Ranking: Involves ranking each job relative to all other jobs, usually based on
overall difficulty. There are several steps in this method:
Obtain job information for each job
Rank jobs by department or in clusters
Select just one compensable factor
Rank jobs
Combine ratings
2. Job Classification: Categorize jobs into groups
3. Point Method: A number of compensable factors are identified and then the
degree to which each of these factors is present on the job is determined.
4. Factor comparison: Ranking jobs according to a variety of skill and difficulty
factors, and then adding up these rankings to arrive at an overall numerical rating
for each given job.
Step-3
Group Similar Jobs into Pay Grades: A pay grade is comprised of jobs of
approximately equal difficulty.
Step-4
Price each Pay Grade-Wage Curves: This curve shows the relationship between
the value of the job and the average wage paid for this job.
Step-5
Fine-Tune Pay Rates: A series of steps or levels within as pay grade usually
based upon years of service.

Benefits and Rewards Package

Indirect financial and non financial payments employees receive for continuing their
employment with the company.
There are several types of benefits:
Supplemental Pay Benefits
Insurance Benefits
Vacations and Holidays

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 Sick Leave
Parental Leave and Family Leave
Medical Leave
Retirement Benefits

5.9 Health & Safety

Health
Pre- employment medical check-up: The selected person before joining has to go
through full medical check-up that guarantees his /her physical fitness to perform the job
successfully. A medical practitioner who uses a physical capability analysis that assesses
the candidate against the physical capabilities documented for each role conducts the
medical check-up. A medical is also appropriate for internal candidates if they are
applying for positions that require different physical capabilities.

Medical Facilities: Doctors are arranged to visit each location of numbers of times a
week to provide necessary medical support to the employees. Moreover, the non-
management staffs enjoy medical treatment at Hospital at company arrangement.
Health Insurance Policy: Management staffs enjoy health insurance for self, spouse and
two children up to 21 years for hospitalization only. Delta Life Insurance provides the
insurance and the company pays the premium.
Safeties
SHEQ SHES (Safety Health Environment Security)
S for Safety
H for Health
E for Environment
Q for Quality
Why Safety and Environment Issues are required?
The safety and environment issues are required because of the following reasons:
Safety leads improved productivity
Employees Satisfaction
To comply the national law and order
To keep the work environment sound and healthy
Maximum productivity through employees satisfaction

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 Helps loss prevention

Now a day, safety is considered as the most vital issue for all occupation & work situation
in all the developed country of the world. It is very good sign that in our country certain
organizations are also emphasized on safety like other developed country of the world.
Safety aspects are also incorporated with IMMSS Policy i. e., integrated management
system & standard. It is developed from the following standard.
In house safety of the BPL (that was previously practiced)
NOSA
ISO (Specially for electrode business)
Environment Laws of Bangladesh
Labor Law of Bangladesh (it comes from the Salt Act (1905) then Indian Labor Act
(1935) and finally modified through The National Assembly on Bangladesh on 1982.

From these standards IMSS has taken 36 sections under consideration. 20 sections are
included from ISO and rest from others. It should be noted here that IMSS is now on
implementation phase and it will take 4 to 5 years to get a shape in BCCP, Bangladesh.

Company Safety Policy

It comes from the group chief executive to adapt in all the country. The local CEO
counter signs the policy for each individual country and the copy of the policy is
circulated to all the levels in the organization. So it is the duty of all the employees to
emphasize on safety. There is an Oath in BPL, Bangladesh regarding safety. That is
SAFETY FIRST QUALITY MUST. The safety policy of BPL, Bangladesh safety
health and environment management which is signed by the CEO carries certain
messages for us. It complies with the local safety laws of Bangladesh. One important
issue of this policy is DUTY OF CARE. It can be described as not to do any thing that
may cause risk to others, properties even to myself and also let other not to do even that
may hazardous to himself only. There is another planning for emphasized on safety.
Safety aspect may include in every ones KPI & CSF. There are some other important
points of the policy that we should care and implement in hour daily work. The copy of
the safety policy is attached herewith for the ready reference.

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Finally it should be noted that BPL, Bangladesh not only believes the oath safety first
but also implements it through their works. Beginning of the orientation program with
Safety Department may be an example of this practice.

5.10 Motivating Employees in Beximco Pharma:

The advantage of having a Management by Objective (MBO) system is that everyone
becomes Self-motivated. Everyone is motivated to achieve, to perform. The only
challenges is to keep the employees moral high in times of failure. In BPL, one of the
tasks of the management is counseling. Managers are there to help the employees to
achieve the goals, which in turn keep the employees motivated.
Apart from creating a healthy working environment and ensuring employee
empowerment, BPL offers a number of benefits to keep them motivated.
The benefits offered by the company are given below:
1. Education costs of the children
2. Permanent job facility
3. Leave facilities
4. Yearly Employee Awards
5. Promotion
6. Foreign Travel with Family Offers
7. Share from revenue etc.

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5.11 Data Analysis & Discussion:

Table no: 1

Title: Gender of employees.

Response Scale No. of Employees Percentage (%)
Male 1 14 60 %
Female 2 8 40 %
Total - 20 100 %

Graph:

Interpretation
In the above table, it is found that majority (60%) of the employees are male and (40%)
Employees are female in this organization. This data is result of analysis and depend on
the respondent this data finalized.

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Table no: 2

Title: Age group of employees.

Response Scale No. of Employee Percentage (%)

20-35 1 15 75 %
35-50 2 5 25 %
50-65 3 0 0%
65-above 4 0 0%
Total - 20 100 %

Graph:

Interpretation
Majority (75%) of the employees under survey mentioned that they are in (20-35) under
this age group and rest of them are in (35-50) under this group. 0% are in (50-65) under
this group and 0% are in (60-Above) under this group.

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Table no: 3
Title: Regarding supervise others.

Response Scale No. of Employee Percentage (%)

Yes 1 14 70 %
No 2 6 30 %
Total - 20 100 %

Graph:

Interpretation
In the above table it is found that majority (70%) of the employees are agreed that they
are supervising others, and (30%) are disagreeing.

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Table no: 4
Title: Number of employees working in this organization.

Response Scale No. of Employee Percentage (%)

Less than - 150 1 1 5%
150-500 2 11 55 %
500-1000 3 0 0%
1000 - Above 4 8 40 %
Total - 20 100 %

Graph:

Interpretation
Majority (5%) of the employees under survey mentioned that less than 150 employees are
working, (55%) are mentioned that 150-300 employees are working, 0% are agree with
500-1000 and rest of the (40%) are mentioned that 1000-above employees are working in
this organization.

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Table no: 5
Title: Duration of Recruitment and Selection process.

Response Scale No. of Employee Percentage (%)

0 to 1 month 1 15 75 %
1 to 3 month 2 5 25 %
3 to 6 month 3 0 0%
6 month to 1 year 4 0 0%
Total 20 100 %

Graph:

Interpretation
In the above table it is found that majority (75%) of the employees are agreed that the
recruitment and selection process of this organization is take 0 to 1 month and (25%) are
agree with 1 to 3 month.

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Table no: 6
Title: Recruitment and selection process are impartial.

Response Scale No. of Employee Percentage (%)

Yes 1 17 85 %
No 2 3 15 %
Total - 20 100 %

Graph:

Interpretation

Majority (85%) of the employees under survey mentioned that they are agreed that
recruitment and selection process in this organization are impartial and (15%) are
disagree.

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Table no: 7
Title: Regarding training after recruitment.

Response Scale No. of Employee Percentage (%)

Yes 1 17 85 %
No 2 3 15 %
Total - 20 100 %

Graph:

Interpretation

Majority (85%) of the employees under survey mentioned that organization give training
after recruitment and (15%) are disagree with this statement.

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Table no: 8
Title: Employees are benefited by training program.

Response Scale No. of Employee Percentage (%)

Fully Agreed 1 4 20 %
Agree 2 15 75 %
Neither Agree Nor
3 0 0%
Disagree
Partially Disagree 4 1 5%
Fully Disagreed 5 0 0%
Total - 20 100 %

Graph:

Interpretation
Majority (75%) of the employees under survey mentioned that they are agree with the
statement that training program is effective for employees, (20%) are fully agreed and
(5%) are partially disagree.

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Table no: 9
Title: Evaluation of Training.

Response Scale No. of Employee Percentage (%)

Learners Reaction 1 1 5%
Knowledge Acquired 2 6 30 %
Behavioral Change 3 0 0%
Measurable Results 4 13 65 %
Total - 20 100 %

Graph:

Interpretation

Majority (65%) of the employees under survey mentioned that by measurable result
organization evaluate training program, (30%) mentioned about knowledge acquire and
5% are agree with learners reaction.

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Table no: 10
Title: Performance Appraisal Method.
Response Scale No. of Employee Percentage (%)
Graphic Rating Scale
1 0 0%
Method
Ranking Method 2 0 0%
Paired Comparison Method 3 0 0%
Forced Distribution Method 4 0 0%
360 Degree Appraisal
5 20 20 %
Method
All Of The Above 6 0 0%
Total - 20 100 %

Graph:

Interpretation

Majority (100%) of the employees under survey mentioned that 360 Degree Appraisal
Method is used in this organization.

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Table no: 11
Title: Performance Appraisal system is Extended to all employee.

Response Scale No. of Employee Percentage (%)

Fully Agreed 1 6 30 %
Agree 2 14 70 %
Neither Agree Nor
3 0 0%
Disagree
Partially Disagree 4 0 0%
Fully Disagreed 5 0 0%
Total - 20 100 %

Graph:

Interpretation

Majority (70%) of the employees under survey mentioned that they are agree with the
statement that performance Appraisal system is Extended to all employee and (30%) are
fully agreed. None of them are disagreeing.

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Table no: 12
Title: Employees Opinion on Performance Standard Development.

Response Scale No. of Employee Percentage (%)

Fully Agreed 1 3 15 %
Agree 2 14 70 %
Neither Agree Nor Disagree 3 0 0%
Partially Disagreed 4 3 15 %
Fully Disagreed 5 0 0%
Total - 20 100 %

Graph:

Interpretation
Majority (70%) of the employees under survey mentioned that they are agree with the
statement that performance Standard are developed on the basis of employees opinion,
(10%) are fully agreed and (15%) are partially disagree. None of them are disagreeing.

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Table no: 13
Title: Practice of HRIS [Human Resource Information System]

Response Scale No. of Employee Percentage (%)

Yes, Fully 1 0 0%
Yes, Partially 2 13 65 %
Yet to Practice 3 7 35 %
Its a Dream 4 0 0%
Total - 20 100 %

Graph:

Interpretation

Majority (65%) of the employees under survey mentioned that they are agree with the
statement that practice of HRIS is partially practiced in this organization and (35%) are
told that HRIS is yet to practice.

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Table no: 14
Title: Dismiss a permanent employee.

Response Scale No. of Employee Percentage (%)

Difficult 1 13 65 %
Very Difficult 2 1 5%
Moderately Difficult 3 6 30 %
Easy 4 0 0%
Very Easy 5 0 0%
Total - 20 100 %

Graph:

Interpretation

Majority (65%) of the employees under survey mentioned that it is difficult to dismiss a
permanent employee from the organization, (30%) mentioned that it is moderately
difficult and 5% mentioned that it is very difficult.

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Table no: 15
Title: I am proud to tell others that I am part of this organization:

Response Scale No. of Employee Percentage (%)

Strongly Agree 1 13 65 %
Agree 2 7 35 %
Disagree 3 0 0%
Strongly Disagree 4 0 0%
Not Sure 5 0 0%
Total - 20 100 %

Graph:

Interpretation
Majority (65%) of the employees under survey mentioned that they are strongly agree
with the statement that they are fell proud to tell others that they are part of this
organization and (35%) are only agree with the statement. None of them disagreed.

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5.12 SWOT Analysis:

Strength (Internal)
1. Employee Empowerment
2. Capability to Bring Innovation & product differentiation
3. Outstanding Product Quality
4. World Class Professional Service

Weakness (Internal)
1. Insufficient Working Capital
2. Not Operating in Low Cost Market.

Opportunities (External)
1. Ability to Retain Growth & market Focus In difficult Operating Situations
2. Ability to Exploit Opportunities of Patent Law as an LDC in International Market.

Threats (External)
1. Strong Competitors in Domestic & International Market.
2. Political Instability
3. Government & International Regulations.
4. Rising Trend of Material Price

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6.1 FINDINGS OF THE STUDY
At the conclusion of the report I would like to say that the BPL, Bangladesh has practiced
the standard human resource management. Here I have some recommendations that
identify avenues for improving the human resource management Practices of BPL,
Bangladesh.

1. The company should be prepared the standard human resource planning. Because
the success and failure of the organization is highly depend on the proper human
resource planning.
2. Recruitment and Selection policy: This organization selects their employees
strictly based on his/her merit, potentiality and capabilities.
3. Lack of ideal recruitment and selection policy: I think there is lacking of proper
staffing-that means lack of right place. So the main problem is found, lack of
ideal recruitment and selection program.
4. Training and Development policy: In the company staff development policy is
appropriate. Employees training and orientation is arranged frequently basis in the
company.
5. Job Analysis policy: The job analysis program is standard as well as the manager
of human resource Department is not capable of apply the various HRM
functions.
6. Performance Appraisal policy: The Company does is accurately follow the
performance appraisal program. There is being accurse some discrimination,
nepotisms are exercised. Consequently, employees with some efficiency are given
different score by different author.
7. Promotion: Some employees are not promoted for a long time. This issue is
making that employees work very hard.
8. The OMR process practiced in the organization is a very effective tool to fill
probable vacancy. The in house circulars within the group also act as a useful
device to find the right person of the right job.

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7.1 Recommendations
1. All employees should familiar with the activities of different departments.
2. The Organization should give more attention on promotion and campaign activities.
3. The Organization should adopt more technological devices to provide better
services.
4. The Organization should try to arrange more training programs for their officials.
Quality training will help the official to enrich them with more up to date
knowledge.
5. They can improve their HR department by making it more efficient.
6. The company should follow both on-the-job and off-the job method training when
they are training their employees.
7. The HRD manager of the company should be analyzed the organizational jobs
properly. Because job analysis serves the cornerstone of all human resource
functions in an organization. Side by side the HRD manager should evaluate the
different positions of employees in the organization in order to establish the well
conceived for pay-structure.
8. Before appraising the performance of employees in the organization properly, the
HRD manager should be established the standard. Here it is noticeable that the HRD
manager should appraise the performance of all employees in the organization
without showing any discrimination.
9. The HRD manager should prepare the standard promotion policy for the employees
of the organization. Here it is very much important that the employees should get the
promotion based on the performance not the nepotism, political influence and
whatsoever.
10. The HRD manager should established the standard pay structure for the employees
of the organization in order to reduce the high turnover of employees.

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7.2 Conclusion
Pharmaceutical Industry has grown in Bangladesh in the last two decades at a
considerable rate. The sector consistently creates job opportunities for highly qualified
people. Pharmaceutical companies are either directly or indirectly contributing largely
towards raising the standard of healthcare through enabling local healthcare personnel to
gain access to newer products and also to latest drug information. As one of leading
pharmaceutical manufacturer Beximco Pharma plays a vital role in the industry as well as
in the national economy.
To be successful, relentless contribution and dedication of the organizations human
resource management is very much needed. To compete in international as well as in local
market in adverse situation the HR managers work has become much more difficult in
todays ever changing business environment. Developing plans in a dynamic situation
demands critical analysis of the situation and strict adhering to the core principal of the
organization. As Beximco Pharma is decentralized organization and core values are
cherished by everyone within the organization, operating in dynamic situation is easier
than it seems.
With the development of healthcare infrastructure and increase of health awareness and
the purchasing capacity of people, this pharmaceutical industry is expected to grow at a
higher rate in future. Healthy growth is likely to encourage the pharmaceutical companies
to introduce newer drugs and newer research products, while at the same time
maintaining a healthy competitiveness in respect of the most essential drugs. So, it is a
great responsibility for Beximco Pharma as well as other companies in this industry to
concentrate on quality product and quality service to take this industry towards further
success. The Bangladesh government should also be considerable and cooperative to help
the businesses flourish.

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 Bibliography:

Books References
i. Text Books: Fundamental of Human Resource Management by S. P. Robbins,
David A. DeCenzo
ii. Cynthia D. Fisher, L.F. Schoenfeldt and J. B. Shaw, "Human Resource
Management", Fifth Edition, Indian Application, Biztantra, New Delhi, India
iii. D. A. Decenzo, S.P. Robbins, "Fundamental of Human Resource Management"
Eighth Edition, John Wiley & Sons Inv. ( Asia), Singapore
iv. Gupta C.B. " Human Resource Management", S. Chand & Sons, New Delhi,
India.

Websites:
i. www.beximcopharma.com
ii. www.scribd.com
iii. www.google.com

Annual Report:
Annual Reports: Beximco Pharma -2014
Annual Reports: Beximco Pharma -2015
Annual Reports: Beximco Pharma -2016

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 Questionnaires
Please put a tic mark on the answer and write answer where needed:
1. What is your Gender?
a) Male b) Female
2. Age group:
a) 20-35 b)35-50 c)50-65 d)65 above
3. What is your Job Title?
Answer: ..
4. How many people are worked in your organization?
a) Less than -150 b) 150-500 c) 500-1000 d) 1000- above
5. How long recruitment and selection processes take time in your organization?
a) 0 to 1 month b) 1 to 3 month c) 3 to 6 month d) 6 month to 1 year
6. Does your organization give training after recruiting?
a) Yes b) No
7. How long youre training period take time?
a) .days b)..months c) .months days d) . Year . Months
8. Does this training program effective for employees?
a) Fully agree b) Agree c) Neither agree nor disagree d) Partially disagree e) Fully
disagree
9. Please assign importance to the following criteria used in your organization for evaluation
of training:
a) Learner's reaction b) Knowledge acquired
c) Behavioural change d) Measurable results
10. Which performance appraisal method is used in your organization?
a) Graphic rating scale method b) Ranking method c) Paired Comparison Method
d) Forced Distribution Method e) 360 degree appraisal Method f) Critical incident
Method g) All of The Above
11. Organization's HR executives are fully aware of the business needs and strategies:
a) Fully agree b) Agree c) Neither agree nor disagree d) Partially disagree e)
Fully disagree
12. Do you think that HRIS [Human Resource Information System] is practiced in your
organization?
a) Yes, fully b) Yes, partially c) yet to practice d) its a dream

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