Download - Chanda BBA Final Mgt 425 slide
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WELCOME TO THE PRESENTATIONON
HUMAN RESOURCE PLANNING OF KNITTEX INDUSTRIES LTD
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PRESENTERS:
MARIA ISLAM 11104085SYEDA ANIKA ANWAR 10204010DURBA DAS 11104066HUMAYRA HASEEN 11304020NOORZOHA MOUNIR 11104033CHANDA DEB NATH 09304017
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COMPANY OVERVIEW
KNITTEX INDUSTRY― A business unit of Fuljhuri― Manufacturer and supplier of knit products― Founded in 1987― Five divisions:
1) Knitting Section
2) Dyeing Section
3) Dyeing Finishing Section
4) Knit Garment Manufacturing Facilities
5) Garment Printing Section— 1500 employees, (75 in the managerial level)
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MISSION
1. Provide on time Quality service.2. Concentrate on employee welfare.3. Friendly working environment through open
communication & mutual trust.4. Committed for Greener and cleaner environment
OBJECTIVES5. Manufacturing Quality Products6. Selling Knit Fabrics
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STAFFING STRATEGY
• Strategic level 1) Understaffed 2) Internal vs. External 3) Acquire Talent• Staffing Qualities
Person/job match : matching with KSAOs Person/org match: making suggestions
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HRP INITIAL DECISIONS TAKEN BY KNITTEX
• project based Human resource planning • Usually follows short term planning• 1500 people working and 75 in managerial position• Following the job levels• Counting labor hours to calculate how many
employees are working• Roles and responsibilities : Line managers , HR
managers
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Job Analysis
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METHODS OF COLLECTING JOB ANALYSIS INFORMATION
• Interview: – To gather information about a job, a job analyst in Knittex interview
jobholder and supervisors .
• Observation:– Knittex follows only direct observation– Observe the production line of the organization for workers behaviors – skills require for the job holders of the organization.
• Output and production analysis:– Job analyst collect information about completing pieces daily by every
workers and it is used as production analysis in Knittex industry ltd.
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USE OF JOB ANALYSIS IN DIFFERENT HR ACTIVITIES
• HR planning:– Knittex uses the Job Description to plan HR activities, to
forecast the number of employees, find out different KSAOs
• Recruitment and Selection:– Knittex uses job analysis to identify job specifications to plan
how and where to obtain employees for anticipated job openings, whether recruit internally or externally.
– Knittex uses Job Description information for the advertisement of job.
• Performance Appraisal:– Knittex gives the employees appraisal based on performance.
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USE OF JOB ANALYSIS IN DIFFERENT HR ACTIVITIES• Training and development:– After analyzing job description, job specification and
orientation program the recruited employees are eligible for the job or not.
– Employees might need to develop in order to improve their careers.
• Designing Compensation System:– In Knittex the compensation system for the employees
according to the job grade.
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USE OF JOB ANALYSIS IN DIFFERENT HR ACTIVITIES• Succession Planning:– The practice of succession planning is not that much in
Knittex– they value the process of creating leadership within the
organization.
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GENERAL RECRUITMENT PROCESS
• Requisition• Advertisement• Written test• Panel interview• Job offer
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Organizational and Administrative Issue
Organizational:For mobility path they use Innovative way.• Its flexible to use• Parallel • LateralAdministrative:• Requisition• Recruitment Budget
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Recruitment strategy:
• Both closed and open• Don’t have any HRIS system
Sources of internal recruitment:• Bulletin board• Replacement or succession planning• Ratio of choosing employee
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Communication message
• Realistic and targeted• Mentioning about the task• Specifying KSAO’s• Printing and dying section
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Communication medium
• Job posting• Recruitment broachers• Potential supervision and peers
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EXTERNAL RECRUITMENT
• Organizational Issues• Administrative Issues• Strategy Development• Recruitment Sources and Medium
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ORGANIZATIONAL ISSUES
1. In House Vs External Recruitment Agency
2. Individual Vs Cooperative Recruitment Alliances
3. Centralized Vs Decentralized
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ADMINISTRATIVE ISSUE
1. Requisitions 2. Timing3. Number of contacts4. Types of contacts5. Recruitment budget6. Development of recruitment guide7. Process flow and record keeping8. Selecting recruiters9. Training recruiters10. Rewarding recruiters
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STRATEGY DEVELOPMENT
Open Strategy
Targeted Strategy
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RECRUITMENT SOURCES AND MEDIUM
Unsolicited employees
•Encourage candidates to drop CV•Create a database
Former employees
•Investigate and Rehire
Employee networks
•Encourage employees to refer•Give information about them
Executive search firms
•Encourage to forward their CV
Employee referrals
•Bdjobs
Internships •Look for talented interns
Advertisement from newspaper
•To attract large number of employees
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COMMUNICATION MESSAGES
• Realistic recruitment message: for example, hiring the
workers of printing and dyeing sections.
• Targeted recruitment messages: for expertise positions
such as finance officer.
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COMMUNICATION MEDIUM
• Advisement as a medium of the communication.
• Provides advertisement on the national newspapers and
bdjobs.
• Reliable and easier source of advertisement to attract
qualified employees.
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SELECTION PROCESS
Selected CVs are justified by the HR managers and line managers
Preliminary interview session is arranged
The applicants for a written test (Managerial level)
Final interview
Background check (Managerial level)
HR department offers appointment letter to the selected applicant
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SELECTION PROCESS
For Worker level:
• Uses simple and basic oral interview sessions for the amateur workers.
• Uses work sample tests for experienced and skilled worker.
For Managerial level:
• Written test which contains usually analytical questions to determine
thinking capacity.
• Situation is given which need to handle with efficiency.
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MAJOR FACTORS AFFECTING SELECTION
• Organizational Hierarchy: highly depending on the worker level, is more or less easier and faster.
• Speed of decision making: the clear knowledge about the need for filling a position on advance.
• Applicant pool: the more people apply, the easier the selection process, hire selectively.
• Types of organization: private organization, selection process is relatively simple and fast.
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HUMAN RESOURCE FORECASTING
Factors impacting on forecasting demand:
Peak and off-peak seasons ( July to October)
Currency exchange rate
- import textile materials from European countries
Import tax
- cash incentives reduced from 5% to 3% in 2014
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FACTORS IMPACTING ON FORECASTING DEMAND
Export tax
-reduced on knit from 0.8% to 0.5% in 2014
Competition
Industry growth and economy
-political instability
-not affected directly by stock market crash in 2011
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METHODS USED FOR DEMAND FORECASTING
Subjective Techniques
–Managerial Estimates
– Nominal Group Technique
Quantitative Techniques
– Ratio analysis
– Trend analysis
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METHODS USED FOR SUPPLY FORECASTING
Judgmental Technique
Skill inventories
―CV
―Trainings attended
―The attendance sheet
Management judgment
– Replacement planning and succession planning
Quantitative Or Statistical Methods
- Not followed
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ACTIONS TAKEN FOR RECONCILIATION OF GAPS
Actions Taken For Shortage Of Employees
Short Term Action
• increasing overtime 10 hours
• increasing subcontracts• buy back holiday
Long Term Action
• usually hiring permanent employees or workers
• transfer of employees• workers are not usually
transferred
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ACTIONS TAKEN FOR SURPLUS OF EMPLOYEES
Short Term Action • reducing overtime
Long Term Action
• freezing hires• transferring
employees
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RECOMMENDATION
1. Emphasizing less for collecting the information of job analysis— 360 interview evaluations
— indirect observation can be encouraged
— didn’t follow any formal contemporary JA techniques and questionnaires
2. Doesn’t have HRIS system, database of skills inventories for the factory
workers, formal recruitment guide
— BGMEA creating registered worker database
3. Demand forecasting technique— Mainly rely on ratio and trend analysis
— Introduce the regression analysis
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RECOMMENDATION
4. No quantitative technique used in the supply forecasting― vacancy analysis
5. Markov analysis― reveal the vacant position
― gives action planning in case of short term and long term options
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