final body of research-23.01.16
TRANSCRIPT
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BANGLADESH INSTITUTE OF MANAGEMENT (BIM)(Ministry of Industries)
4, Sobhanbag, Mirpur Road, Dhaka
www.bim.org.bd
Post Graduate Diploma in Human Resource Management
(PGDHRM)
(Academic Year-2015)
An Exploratory Study “Strategic Human Resource Management is to give an Organization a Competitive Edge” – A case study on Bangladesh Honda Private Limited.
Prepared ForMd. Mahbub-Ul-Alam, MSS. (Pol. Science), PGDPM
Sr. Management CounselorBangladesh Institute of Management (BIM)
Prepared By
S.M. Riajul Hasan
ID: 15DH545
PGDHRM
Date of Submission: January 21, 2016
(i)
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Declaration
Except for reference from work of others research paper, journal, article and case study that I
have duly acknowledged that this term submitted in partial fulfillment of the requirement for
the Post Graduate Diploma in Human Resource Management of session-2015 of the Bangladesh
Institute of Management, Dhaka, is the result of my own research work and written in my own
language. I understand that the diploma conferred on me may be cancelled / withdrawn if
subsequently it is discovered that this term paper is not my original work and that it contains
materials copied / plagiarized or borrowed without proper acknowledgement.
S.M. Riajul Hasan
Roll: 15DH545
Day Batch-I
Date: January 21, 2016
(ii)
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Letter of Transmittal
January 21, 2016
Md. Mahbub-Ul-Alam, MSS. (Pol. Science) Sr. Management CounsellorBangladesh Institute of Management (BIM)
Subject: Term Paper Submission
Excellency Sir,
Please find herewith my Term Paper titled An Exploratory Study “Strategic Human Resource
Management is to give an Organization a Competitive Edge” – A case study on Bangladesh
Honda Private Ltd. The report has been compiled as per your requirement and those set by the
host organization. This Term Paper project has given me the opportunity to explore one of the
most important aspects of the two wheels automobile industry of Bangladesh and my main and
only focus on Bangladesh Honda Private Limited. That expand my knowledge and thereby.
The Term Paper starts with an inclusive overview of Human Resource Planning practice. It
contains detailed description of Human Resource Planning in Bangladesh Honda Private Limited
and my study findings and recommendations.
With Kind regards,
S.M.Riajul HasanID: 15DH 545Day Batch: 01Session: 2015PGDHRM, BIMEmail: [email protected]: 01712910180
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Acknowledgement
First of all I am grateful to almighty Allah for blessing me in completing the report. No Nobel
achievement can be achieved by an individual without help of others. I am indebted to a
number of people for their kind recommendation, submission, direction, cooperation, and their
collaboration.
Then I also give thanks to my honorable supervisor, Md. Mahbub-Ul-Alam, MSS. (Pol. Science), PGDSPM; Sr. Management Counselor, Bangladesh Institute of Management (BIM) from the core of my heart for his kind support, guideline, construction, supervision, instruction and advice and for encouraging me to do this Report.
It gives me immense pleasure to thank Mr. S.M. Mahmudul Haque (Sr. Executive HR and
Admin) Bangladesh Honda Private Limited, for his co-operation in completing my Term Paper
and by providing important information and different materials. Mr. Richard Robinson
(Executive Engineering) also extended his helpful hand to me.
It was great opportunity to do Term Paper on Bangladesh Honda Private Limited. The
experience I have gathered will be helpful for my future career planning.
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Table of Contents
Chapter: 01Introduction To The Term Paper
Serial No. Topic Page Number
1.1 Background To the Study 21.2 Importance of The Study 31.3 Statement of the Problem 31.4 Objective of the Study 4
1.4.1 The Specific Objective of the Study 41.5 Scope of the Study 41.6 Limitation of the Study 41.7 Methodology of the Study 51.8 Sampling 51.9 Sample Size 51.1 Sample Procedure 51.11 Source of Data 61.12 Data Gathering Instruments 61.13 Study Area 61.14 Time Frame 7
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Chapter: 02Literature Review
Serial No. Topic Page Number
2.1 Human Resource Planning Definition 9
2.2 Operational Definition of Keywords of Title 10
2.3 Purpose of HRP 112.4 Forecasting Demand and Supply 112.5 Steps in HRP 12
2.5.1 Forecasting 122.5.2 Inventory 122.5.3 Audit 122.5.4 HRP Plan 132.6 Auctioning of Plan 132.7 Monitoring and Control 132.8 Benefit of HRP 142.9 Tools and Technique’s in HRP 142.1 Needs for HRP 14
2.11 Aims of HRP 142.12 HRP and PM 152.13 Pitfalls of HRP 152.14 Organizational Context of HRP 15
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Chapter: 03
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Company Brief Profile and its HRPSerial No. Topic Page
Number3.1 Introductory Part 18
3.2 Corporate Philosophy of Bangladesh Honda Private Limited 18
3.3 Respect to the Individuals 183.4 The Three Joys 183.5 Product 19
3.6 CSR of Bangladesh Honda Private Limited 19
3.6.1 Focus area 193.7 HRP Practice of BHPL 20
3.7.1 PEST Analysis 213.7.2 HRP at BHPL 213.7.3 Forecasting Demand 223.7.4 HRP Process of BHPL 233.7.5 Forecasting Supply 243.7.6 Recruitment Plan 243.7.7 Induction Plan 243.7.8 PM 243.7.9 Succession Planning 25
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Chapter: 04General Findings
Serial No. Topic Page Number
4.1 Table 01 274.2 Table 02 274.3 Table 03 274.4 Table 04 284.5 Table 05 284.6 Table 06 294.7 Table 07 304.8 Table 08 304.9 Table 09 314.1 Table 10 31
4.11 Table 11 324.12 Table 12 324.13 Table 13 334.14 Table 14 334.15 Table 15 344.16 Table 16 344.17 Table 17 354.18 Table 18 354.19 Table 19 364.2 Table 20 36
4.21 Table 21 374.22 Table 22 374.23 Table 23 384.24 Table 24 384.25 Table 25 38
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Chapter: 05Summer of The Findings
Serial No. Topic Page Number
5.1 Summer of The Findings 41Chapter: 06Conclusion
Serial No. Topic Page Number
6.1 Conclusion 44Chapter: 07
Recommendations and Reference’s
Serial No. Topic Page Number
7.1 Recommendations 467.2 Reference’s 477.3 Annex 48-55
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Chapter: 01
Introduction of the Term Paper
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1.1. Background to the study
Although people’s understanding of Human Resource Planning (HRP) differs, the general
objective is how to use scarce talents in an effective way in the interest of work and
organization. Human Resource Planning may be seen in its entirety as an effort to anticipate the
future of the organization and to provide personnel to fulfill that organization and to satisfy
customer’s demands. According to Bulla and Scott (1994) as the process of ensuring that human
resource requirements of an organization are identified and plans are made for satisfying those
requirements. This view suggests several specific, interrelations activities that together
constitute Human Resource Planning which include personnel inventory, human resource
process, action plan, control and evaluation. Human Resource Planning is also the personnel
process that attempt to provide adequate HR to achieve future organizational objectives. It
includes forecasting future needs for employees of various types, comparing these needs with
the present workforce and determining the numbers and types of employees to be recruited or
fazed out of the organization’s employment group.
Human Resource Planning will enhance the process of decision making, encourage open
discussion, bringing the right people together around the right questions, resolving conflicts
among strong technical professionals, and managing emotional ups and downs of employees of
the organization. Schein (1976, p.3) noted that, the more complex organizations become, the
more they will be vulnerable to human error. They will not necessarily employ more people,
but they will employ more sophisticated highly trained people both in managerial and in
individual contributor, staff roles. The price of low motivation, turnover, poor productivity,
sabotage, and intra-organizational conflict will be higher in such an organization. Therefore it
will become a matter of economic necessity to practice effective human resource planning at
Bangladesh Honda Private Limited.
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1.2. Importance of the study
This term paper will be valuable reference material for students, organizations and other
interested persons who may want to undertake similar study. Recommendations made by the
study would enable organization to have more insights on the need to shift from ad hoc
planning to more systematic and scientific based planning of their human resources. Finally, it
would enable to appreciate the effectiveness of Human Resource Planning on the organization.
1.3. Statement of the Problem
Managing human resources is primarily a line activity, yet the line managers being operating
managers are more concerned with materials and financial resources than with the human
resources. Human resources are the key to success in organizations. Yet many organizations too
often, forget how important the people variable (organization’s most valuable asset) is to the
success of an organization. Many organizations and managers have failed because they have
taken their human resources for granted. Moreover, many of the ill-defined organizational
problems tag ‘tough-to-solve’ human resource problems facing organizations could be resolve
through effective human resource planning. Effective human resource planning in the areas of
recruitment of employees, retention of staff, utilization of staff, improvement of staff
performance and disengagement of staff is a necessity in today’s turbulent business world. In
all, the major setback in human resource planning is the systematic analysis of human
resources on a continuous basis. For this, databanks have to set be set up with all relevant
information to aid HRP decisions.
In this study, questions that might be investigated include:
A. What are the ways organizations can observe proper human resources planning (HRP)
that facilitates other staffing functions of Recruitment, Selection, Placement and
Induction?
B. What the underlying prescriptions are for demand forecasting, Labour Stability Index
and Analysis of Leavers by Length of Service?
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1.4. Objective of the Study
The main objective of the study was to examine the effectiveness of Human Resource
Planning and its effect on the Bangladesh Honda Pvt. Ltd.
1.4.1. The specific objectives of the study were:
A. To find out whether there are HRP policies and procedures in the Bangladesh Honda
Private Limited.
B. To establish whether the Human Resource Planning practices within Bangladesh Honda
Private Limited functioning effectively.
C. To find out how importantly the proper human resource planning make the Bangladesh
Honda Private Limited more competitive in the two wheels industry in Bangladesh.
D. To find out the challenges of the provision of guide the implementation of HRP in the
HR Department of Bangladesh Honda Pvt. Ltd.
1.5. Scope of the Study
The scope of the study is the limited to Bangladesh Honda Private Limited. It is anticipated that
a couple of factors may limit the credibility for future use of this work and render it less
appropriate in making general conclusions. The study may not cover all aspects and dimensions
of Human Resource Planning and therefore, may not be able to provide comprehensive
empirical facts and evidence of HRP in organizations.
1.6. Limitation of the Study
There are some limitations of this study. The study was limited by a number of factors. Firstly,
sample size was very small to present the proposed scenario. Secondly, time constraint led to
get narrower outcomes and finally, the knowledge constraint of the researcher (me) was
another limitation for this study. Thirdly, there might be some sampling error because of
convenience sampling process. Some of the respondent did not properly answer the questions due
to lack of time and language barrier. They had problem with understanding research word.
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1.7. Methodology of the Study
I have adopted the descriptive research design that focus on in-depth description of the Human
Resource Planning practices and procedures, roles and responsibilities of key units in HRP
processes at the Department. A representative sample size was determined and selected from
the population for the study.
The design used for this study is a descriptive survey, thus data was systematically collected at a
point in time, analyzed and presented to give a clear picture of Human Resource Planning
practices at the Bangladesh Honda Private Limited. A descriptive research was used in that it is
basically designed to find out the existing situation of a particular phenomenon of concern. In
descriptive research, the events or conditions either already exist or have occurred and the
researcher mainly selects the relevant variables for an analysis for their relationships (Best and
James, 1993). This type of research is a systematic attempt to collect information from
members of an identifiable population particularly, employees of Bangladesh Honda Pvt. Ltd.
The study also used both qualitative and quantitative data for its analysis.
1.8. Sampling
A sample is some part of a larger body specially selected to represent the whole. Sampling is
the process by which this part is chosen. Sampling then is taking any portion of a population or
universe as representative of that population or universe. For a sample to be useful, it should
reflect the similarities and differences found in the total group. The main objective of drawing a
sample is to make inferences about the larger population from the smaller sample.
1.9. Sample Size
Sample size relates to how many people to pick for the study. Total sample size is thirty (30). To
collect the data for the study, I have distributed thirty (30) sets of questionnaires and each sets
of questionnaire contain twenty eight questions (28). Respondents were asked to complete the
questionnaire in a self-administered manner.
1.10. Sample Procedure
For the study I have used simple random probability sampling. In my survey each person in the
population has the same probability of being selected. In addition, the selection of persons
from the population is based on some form of random procedure.
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1.11. Source of Data
There are two types of data collection process. Primary data were collected basically from the
interviews with selected respondents. Secondary data were also being collected from both
published and unpublished reports of the department, books, and journals among other studies
done on the subject matter.
1.12. Data Gathering Instruments
The main research tool or technique used for collecting the primary data was questionnaire and
interview.
1.13. Study Area
I have surveyed almost all department of Bangladesh Honda Pvt. Ltd both factory and country
head office. This is my study area.
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1.14. Time Frame
This study will be accomplished between December 15, 2015 to January 20, 2016, the study
duration is six weeks:-
ACTIVITIES 1st
week
2nd
week
3rd
week
4th
week
5th
week
6th
week
LITERATURE
REVIEW
QUESTIONAIRRE
DESIGNING
PRETESTING OF
QUESTIONNNAIRE
DATA COLLECTION
DATA ANALYSIS
REPORT WRITING
PRINTING &
SUBMISSION
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Chapter: 02Literature Review
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2.1. Human Resource Planning (HRP) Defined
Human resource (HR) planning concept is not new to organizations, but attitudinal behaviors of
organizations’ management are responsible for organizations’ inability to implement HRP. HR
planning looks at broader issues relating to the ways in which people are employed and
developed in order to improve organizational effectiveness (Armstrong 2001:357). HR planning
is the process for ensuring that the human resource requirements of an organization are
identified and plans are made for satisfying those requirements. Through human resource
planning, management strives to have the right number and the right kinds of people, at the
right places, at the right time, doing things which result in both the organization and the
individual receiving maximum long-run benefits. Human resource planning (HRP) is a systematic
analysis of HR needs in order to ensure that correct numbers of employees with the necessary
skills are available when they are required. Today, more and more organizations are realizing
the need for serious human resource planning, since human resource would prefer the
organizations that enable them to fulfill their true potential and, in so doing, help the
organizations to achieve their objectives. Conceptually, HR planning should be an integral part
of business planning. The strategic planning process should define projected changes in the
scale and types of activities carried out by the organization. It should identify the core
competencies the organization needs to achieve its goals and, therefore it skills requirements.
In as far that there are articulated strategic business plans, HR planning interprets them in
terms of people requirements. But it may influence the business strategy by drawing attention
to ways in which people could be developed and deployed more effectively to further the
achievement of business goals, as well as focusing on any problems that might have to be
resolved in order to ensure that the people required will be available and will be capable of
making the necessary contribution (Armstrong, 2001:358). HR planning is useful in identifying
the knowledge and skills needed to successfully identify human resource requirements and
attract and retain an effective workforce for an organization. Human Resources planners in
organizations need an understanding of how recruitment and selection fits into the broader
organizational structure, processes, and goals of an organization and how this function is
related to the other functions of human resource planning.
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2.2. Operational Definitions of Keywords in the Working Title
The application of concepts in the research is human resource, planning and organization.
A. Human Resources: are those inherent and special traits as skills, creative abilities,
experience, talents, energy, knowledge competence, belief etc. that a person possesses
which are needed and put to use by a person or a group of people to achieve set goals
and objectives (Stewart, 1994).
B. Planning: Planning is the process managers use to identify and select appropriate goals
and courses of action of an organization. They resultant plans that come out of planning
process details the goals of the organization and specifies how they are intended to be
attained. Like people, organizations can not have it all done, so in a scale of preference,
they need to determine their pro-rates and concentrate their time, energy, and other
resource to release their aims (Stewart, 1994).
C. Organization: According to Stewart (1994) “organizations are set up to achieve purposes
that individuals to achieve on their own organization they provide a means of working
with others to achieve goal like to determine by whoever is in the best position to
influence them. A key characteristic of organization is their complexity”. Individuals in
organization, depend on each other’s effort through interactions and which enable them
work to words the realization of common goal. Laid down structures however fashion
out how they relate to others. It can also be define as a group of people identified with
shared interest or purposes, example business or school.
D. Human Resource Planning: Human Resource Planning is defined as a rational approach
to the effective recruitment, retention, and deployment of people within an
organization including, when necessary, arrangements for dismissing staff. It is therefore
concerned with the flow of people through and sometimes out of the organization. It is
however not a mere numbers game but rather concerned with the optimum
deployment of peoples knowledge, skill creative abilities, etc. and hence qualitative and
quantitative. Human resource planning has been defined by (Denisi and Griffin) as „the
process of forecasting the supply and demand for human resources within an
organization and developing action plans for aligning the two.
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2.3. Purpose of HRP
The general purpose of human resource planning has been described, but there are specific
purposes in crucial areas of management which HR planning servers:
A. Determining recruitment needs: An important prerequisite to the process of
recruitment is to avoid problems of unexpected shortages, wastage, blockages in the
promotion flow and needless redundancies.
B. Determining training needs: Planning training programmes are very important. These
programmes not only improve quantity but also quality in terms of the skills required by
the organization.
C. Management development: A succession of trained and experienced managers is
essential to the effectiveness of the organization, and this depends on accurate
information about present and future requirements in all management posts.
D. Industrial relation: the businesses plan will, of necessity; make assumptions about
productivity of the human resource. It will have an impact on the organization's
industrial relations strategies.
2.4. Forecasting Demand and Supply
The second phase of human resource planning, forecasting demand and supply, involves using
any number of sophisticated statistical procedures based on analysis and projections. Such
forecasting techniques are beyond the scope of this discussion. At a more practical level,
forecasting demand involves determining the numbers and kinds of personnel that an
organization will need at some point in the future. Most managers consider several factors
when forecasting future personnel needs. The demand for the organization’s product or service
is paramount. Thus, in a business, markets and sales figures are projected first. Then, the
personnel needed to serve the projected capacity are estimated. Other factors typically
considered when forecasting the demand for personnel include budget constraints; turnover
due to resignations, terminations, transfers, and retirement; new technology in the field;
decisions to upgrade the quality of services provided; and minority hiring goals (Noe, 2012).
Forecasting supply involves determining what personnel will be available. The two sources are
internal and external: people already employed by the firm and those outside the organization.
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Factors managers typically consider when forecasting the supply of personnel include
promoting employees from within the organization; identifying employees willing and able to
be trained; availability of required talent in local, regional, and national labor markets;
competition for talent within the field; population trends (such as movement of families in the
United States from Northeast to the Southwest); and college and university enrollment trends
in the needed field (Ball, 2012; Henderson, 2010). Internal sources of employees to fill
projected vacancies must be monitored. This is facilitated by the use of the human resource
audit, or the systematic inventory of the qualifications of existing personnel. A human resource
audit is simply an organizational chart of a unit or entire organization with all positions (usually
administrative) indicated and keyed as to the “promo ability” of each role incumbent. The
president’s successor is probably the vice president for operations. This person has a successor,
operations manager, ready for promotion. Subordinates to the manager of operations are two
department heads who are promotable now, three who will be ready for promotion in one or
two years, two who are not promotable, and one who should be dismissed.
2.5. Steps in Human Resource Planning
According to Nyamupachari (n.d) Human Resource Planning have the following steps, and are
as follows:
2.5.1. Forecasting: HR Planning requires that we gather data on the Organizational goals
objectives. One should understand where the Organization wants to go and how it wants to get
to that point. The needs of the employees are derived from the corporate objectives of the
Organization.
2.5.2. Inventory: After knowing what human resources are required in the Organization, the
next step is to take stock of the current employees in the Organization. The HR inventory
should not only relate to data concerning numbers, ages, and locations, but also an analysis of
individuals and skills. Skills inventory provides valid information on professional and technical
skills and other qualifications provided in the firm. It reveals what skills are immediately
available when compared to the forecasted HR requirements.
2.5.3. Audit: We do not live in a static World and our HR resources can transform dramatically.
HR inventory calls for collection of data; the HR audit requires systematic examination and
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analysis of this data. The Audit looks at what had occurred in the past and at present in terms of
labour turn over, age and sex groupings, training costs and absence. Based on this information,
one can then be able to predict what will happen to HR in the future in the Organization.
2.5.4. HR Resource Plan: Here we look at career Planning and HR plans. People are the greatest
asserts in any Organization. The Organization is at liberty to develop its staff at full pace in the
way ideally suited to their individual capacities. The main reason is that the Organization’s
objectives should be aligned as near as possible, or matched, in order to give optimum scope
for the developing potential of its employees.
The questions that should concern us are:
A. Are we making use of the available talent we have in the Organization, and have we
made enough provision for the future?
B. Are employees satisfied with our care of their growth in terms of advancing their
career?
C. Assignment of individuals to plan future posts enable the administration to ensure that
these individuals may be suitably prepared in advance.
2.6. Auctioning of Plan
There are three fundamentals necessary for this first step.
A. Know where you are going.
B. There must be acceptance and backing from top management for the planning.
C. There must be knowledge of the available resources (i.e.) financial, physical and human
(Management and technical).
Once in action, the HR Plans become corporate plans. Having been made and concurred with
top management, the plans become a part of the company’s long-range plan. Failure to achieve
the HR Plans due to cost, or lack of knowledge, may be serious constraints on the long-range
plan.
2.7. Monitoring and Control
This is the last stage of HR planning in the Organization. Once the programme has been
accepted and implementation launched, it has to be controlled. HR department has to make a
follow up to see what is happening in terms of the available resources. The idea is to make sure
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that we make use of all the available talents that are at our disposal failure of which we
continue to struggle to get to the top (Nyamupachari (n.d).
2.8. Benefits of Human Resource Planning
The institute of Employment Studies, Reilly (1996, 312) conducted a research suggesting a
number of why organizations choose to engage in HRP.
These reasons include the following:
Planning because of the process benefit which involves understanding the present in order to
confronts the future, challenging assumptions liberating thinking, making explicit decisions
which can later be challenged, standing back and providing an overview, and ensuring that long
term thinking is not driven out by short term focus.
2.9. Tools and Techniques in Human Resource Planning
Many tools are available to assist in the HRP process. The skills inventory is one of the
frequently used Human Resource Planning tool, a skill inventory consolidates information about
the organizations human resources. It provides basic information on all employees, including in
its simplest form, a list of names, certain characteristics, and skill of employees.
2.10. Need for Human Resource Planning
Factors which give rise to the need for human resource planning in almost all organization
include seven, mentioned by Bowey (1974).
A. The opening or closure of a section, department or site.
B. Organizational growth or contraction.
C. The imminent retirement of a large proportion of labour force
D. The introduction of new production methods or technology.
2.11. Aims of Human Resource Planning
Michael (2006) mention that, the aims of human resource planning in any organization will
largely depend on its context but in general terms, the typical might be to:
A. Attract and retain the number of people required with the appropriate skills, expertise
and competencies.
B. Develop a well-trained and flexible workforce, thus contributing to the organization’s
ability to adapt to an uncertain and changing environment.
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C. Reduce dependence on external recruitment when key skills are in short supply by
formulating retention, as well s employee development strategies.
D. Improve the utilization of people by introducing more flexible systems of work (Michael,
2006).
2.12. Human Resource Planning and Manpower Planning
Human resource planning is indeed concerned with broader issues about the employment of
people than the traditional quantitative approaches of manpower planning. Such approaches,
as Liff (2000) comments, derive from a rational top-down view of planning in which well tested
quantitative techniques are applied to long term assessments of supply and demand. She notes
„there has been a shift from reconciling numbers of employees available with predictable stable
jobs, towards a greater concern with skills, their development and deployment‟.
2.13. Pitfalls in Human Resource Planning
Sadly, human resource planning has not often been successful; Byars and Rue (2004, p.124)
have mentioned the following as obstacles to properly execution of human resource planning.
Sponsorship of top management - for human resource planning to be viable in the long run, it
must have the full support of at least one influential senior executive. Such high-ranking
support can ensure the necessary resources, visibility, and cooperation necessary for the
success of the human resource planning programs.
A. The redesigning of large number of jobs.
B. The re-organization of department of section.
C. The need for large number of employees with scarce or unused skills.
2.14. The Organization Context of Human Resource Planning
Michael (2006) has shown that “the human resource takes place within the context of the
organization. The extent to which it is used, and the approach adopted, will be contingent on
the extent to which management recognizes that success depends on forecasting future people
requirement and implementing plan to satisfy those requirement. The approach will also be
affected by the degree to which it is possible to make accurate forecasts. Organizations
operating in turbulent environments in future activity levels are difficult to predict may rely on
ad hoc and short term measure to recruit and keep people. However, even these businesses
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may benefit from those aspects of human resource planning that are concerned with policies
for attracting and retaining key staff”.
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Chapter: 03Company Brief Profile and its HRP
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3.1. Introductory Part
The history of the Honda brand is nothing more than the history of their challenges and
achievements in creating values, invariably ahead of our time. It is also the history of the
dreams of each of our associates that have come true and have been shared by people around
the world. Bangladesh Honda Private Limited starts its journey in Bangladesh in the year of
2013, September 03. It starts journey with the two operation unit, which are CKD- Completed
Knocked Down and CBU-Completed Built Unit. Bangladesh country head office at Saimon
Center, Gulshan-01 and factory office at Ujilab, Sripur, Gazipur, Bangladesh. Currently it has one
hundred three (103) employees in Bangladesh.
3.2. Corporate Philosophy of Bangladesh Honda Private Limited
Bangladesh Honda Private Limited operates on a principle, which is followed worldwide by all
Honda companies. Maintaining a global viewpoint, we are dedicated to supplying products of
the highest quality, yet at a reasonable price for worldwide customer satisfaction. Honda's
philosophy is based on the company's guiding principle and advocates two fundamental beliefs.
3.3. Respect for the Individual
Honda recognizes and respects individual differences. The respect for individual stems from the
following three points:
A. Initiative
B. Equality
C. Trust
It is the contribution from each individual in the company that has made their company what it
is today and that, which will take them into the future.
3.4. The Three Joys
In line with Honda's Philosophy, Honda conducts all its daily activities in pursuit of the following
joys:
A. The joy of buying high quality products.
B. The joy of selling high quality products.
C. The joy of manufacturing high quality products.
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3.5. Product:
A. Motorcycle
B. Scooter
C. Super Bikes
3.6. Corporate Social Responsibility
Honda Motorcycle and Scooter Bangladesh will strive to be a Company which the society wants
to exist. HMSB shall direct its resources to the extent reasonable in order to improve the quality
of life of the people by focusing on Environment, Education, Sports, Rural Development & other
Humanitarian & Social causes to enhance the joys in their lives
HMSB will respect Human dignity and all applicable laws. HMSB will positively impact &
influence society for its sustainable development.
3.6.1. Focus Area
A. Promoting education, including special education and employment enhancing vocation
skills especially among children, women elderly, and the differently baled and live hood
enhancement projects.
B. Ensuring environmental sustainability, ecological balance, protection of flora and fauna,
animal welfare, agro forestry, conservation of natural resources and maintaining quality
of soil, air and water.
C. Training to promote rural sports, nationally recognized sports, Paralympics sports and
Olympic sports.
D. Rural development projects.
E. Health
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3.7. Human Resource Planning of Bangladesh Honda Private Limited
Human Resource Planning is most important for any company or organization because only the
proper human resource planning can bring the potential people and leaders in the right time.
That’s why company or organization can reach to their competitive edge. The human resource
planning process of Honda Bangladesh Private Limited is given below.
3.7.1. PEST Analysis for Bangladesh Honda Private Limited: It is very important for Bangladesh
Honda Private Limited considers its environment before beginning the marketing process. In
fact, environmental analysis should be continuous and feed all aspects of planning. The
organization's environment is made up of:
A. The internal environment e.g. staff (or internal customers), office technology, wages,
etc.
B. The micro-environment e.g. external customers, agents and distributors, suppliers, our
competitors, etc.
C. The macro-environment e.g. Political (and legal) forces, Economic forces, Socio cultural
forces, and Technological forces. These are known as PEST factors. With reference to
the Bangladesh Honda Private Limited, following is the PEST Analysis.
Diagram of PEST Analysis
1
3.7.2. HRP for the Bangladesh Honda Private Limited: After reviewing the internal, external
factors including the strength & weakness, Bangladesh Honda Pvt. Ltd always try to make HRP
model based on the analysis. The Bangladesh Honda Private Limited has already implemented
sound HR practices over the past two years, some of which includes: Manpower Planning,
Recruitment & Selection, Induction, PMS, Training, & Culture building activities. Changes in the
HR plans and its impact on the overall business strategy can also be explained through this
model. Understanding how to develop strategy is a motivation to progress to HR strategic
planning. A strategic plan consists of a series of actions designed to accomplish defined
objectives. And a HR plan is described as strategic since such plan is intended to help
organization achieve their business plan. With the model Bangladesh Honda Private Limited
tried to:
A. Know the company’s business and strategic plan
B. Doing an external scan
C. Forecasting workforce demand
D. Forecasting workforce supply
E. Positioning all the departments in line with the plan with a proper communication
channel throughout the departments.
F. Developing HR strategies including programs, policies, practices and activities - such as
workforce supply and demand - and linking them to the business strategies
G. Having developed the plan, linking the plans with the four corporate objectives
identified.
1
3.7.3. Forecasting Demand: As per the case, for the demand estimation of HRP,
Department Required Based on Need Existing Required
HR and Admin 12 10 2
Finance 7 7 0
Sales 10 7 3
Sales Admin 3 3 0
Production 65 60 5
Total
SURPLUS – Restricted Hiring, Reduced Hours, VRS, Lay offSHORTAGE – Recruitment and Selection
Control and Evaluation of Program
HRP Implementation
HR Programming
Environment
Organizational Objectives and Policies
HR Demand Forecasting HR Supply Forecasting
1
3.7.4. Human Resource Planning Process of Bangladesh Honda Pvt. Ltd
Human resource planning process deals with the activities involve in it. The Structure and
explanation below gives an overview of what goes into the planning process.
1
3.7.5. Forecasting Supply: The supply forecasting has been done considering the overall
capacity increase & the keeping in mind the three focus areas of the year. We have considered
the: turnover estimation, absenteeism, promotion effect & external sources of supply.
A. Turnover Analysis
B. Absenteeism Analysis
C. Manpower Planning
3.7.6. Recruitment Plan: Bangladesh Honda Pvt. Ltd believes that right persons at right roles
are the key to the delivering quality training to the delegates and ensuring consistency in
customer satisfaction. The recruitment and selection plan needs to align to the overall strategic
plan to achieve optimum competitive advantage and cost effectiveness. Their strategies for
recruitment and selection have been focused mainly on the quality of people. They select the
prospective people for competitive position by taking employment test at assessment center.
After completing the preliminary selection task they send to the selected applications to
assessment center. After taking lots of test in the assessment center they make rank of the
applicants and make employment contract with the height ranking applicants. In order to
achieve market leadership it is imperative to look at the quality of the human resources
carefully especially the new recruits.
3.7.7. Induction Plan: At the Bangladesh Honda Private Limited, the new employees who are
hired will attend induction training programs to socialize and familiarize themselves with the
organization, their department and also the people in the organization. The organization
believes that during the induction period, the new entrants into the organization shape their
attitudes towards work, towards the organization, towards various functions, towards himself
and his competencies. Therefore, lots of importance is given to the induction activities at the
Bangladesh Honda Pvt. Ltd.
3.7.8. Performance Management: This year’s performance management system at Bangladesh
Honda Private Limited will reflect the core performance areas detailed in the vision, mission
and strategic objectives articulated in the corporate plan. For performance appraisal they use
three sixty degree method and graphic rating scale. Their corporate objective of the year “Year
1
of Growth” is achieved by embedding the three thrust factors into the PMS such as 15%
Revenue Growth, Customer Delight and Product Quality.
3.7.9. Career and Development Plan: Career Develop consists of organized structure and
sequence of patterns in an individual’s work life. Career progress begins at the lowest rank and
moves upward to the higher ranks taking into consideration the chain of command. Any job
opening from Supervisor and above will be filled by internal job posting. Since we expect
approximately 10 job vacancies through the year, we plan to make eligibility to promote
individuals based on three criteria.
A. Experience
B. Performance
C. Potential
The three criteria will take into account the individuals past performance, his ability to learn
new skills, the behaviors, the ability to influence for higher performance and also the number of
years he has spent in the organization.
3.7.10. Succession Planning: Succession planning is a process for identifying and developing
internal people with the potential to fill key leadership positions in the company. Succession
planning increases the availability of experienced and capable employees that are prepared to
assume these roles as they become available. With a detailed PMS system well established in
Bangladesh Honda Private Limited, HR will implement the replacement method of succession
planning as a strategy to internally identify, develop and make staff ready to be promoted in
the future. Succession/replacement planning programs are implemented to ensure the
development of a sufficient number of qualified people to fill future vacancies in key
managerial and professional positions. Identify those with the potential to assume greater
responsibility in the organization
A. Provide critical development experiences to those that can move into key roles
B. Engage the leadership in supporting the development of high-potential leaders
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Chapter: 04General Findings
1
4. Dimorphic Information of Respondents
Table: 1: Respondents Sex
Frequency Percent Valid Percent
Valid Male 26 86.0 86.0
female 04 14.0 14.0
Total 30 100.0 100.0
The total sample consists of 26 male and 4 female which are eighty six (86%) male and fourteen
(14%) female respondents in this survey.
Table: 2: Age Group of the Respondents
Years Frequency Percent Valid Percent
Valid 18-30 11 37.0 37.0
31-40 08 27.0 27.0
41-50 07 23.0 23.0
51- 60 04 13.0 13.0
Total 30 100.0 100.0
For determining the age group of the study respondents I divided them into four step of range.
In first step the range limit is between eighteen (18) to thirty (30) years I found eleven (11)
respondents who are belongs to this range. In step two the range limit is between thirty one
(31) to forty (40) years and I found eight (8) respondents who are belongs to this range. In step
three the range limit is between forty one (41) to fifty (50) years and I found seven (7)
1
respondents who are belongs to this range. In step four the range limit is between fifty one (51)
to sixty (60) years and I found four (4) respondents who are belongs to this range.
Table: 3: Education Level of the Respondents
Frequency Percent Valid Percent
Valid Higher Secondary 00 00.0 00.0
Graduate 10 33.0 33.0
Post Graduate 14 47.0 47.0
Diploma
Technical
02
04
7.0
13.0
7.0
13.0
Total 30 100.0 100.0
To identify the level of education of my study respondents I took five level of education degree
holder. In education level have not found any people in higher secondary level. In graduation
level I found ten (10) people in percentage 33%. In post-graduation level I found fourteen (14)
people in percentage 47%. In diploma level I found two (2) people in percentage 7%. In
technical education level I found four (4) people in percentage 13%.
Table: 4: Year in Service at Bangladesh Honda Private Limited
1
Years Frequency Percent Valid Percent
Valid 1-5 30 100.0 100.0
6-10 00 00.0 00.0
11-15 00 00.0 00.0
16- 20 00 00.0 00.0
Total 30 100.0 100.0
For identifying the service length with the Bangladesh Honda Private Limited four (4) stage of
range has been taking. First stage range is between one (1) to five (5) years. Second stage range
is between six (6) to ten (10) years. Third stage range between eleven (11) to fifteen (15) years.
All of employee’s service length in Bangladesh Honda Private Limited is between one (1) - five
(5) years. Because the Bangladesh Honda Private Limited just started their journey in
Bangladesh three (3) years back.
Table: 5: Salary Range of Respondents
Frequency Percent Valid Percent
Valid 30000-50000 16 54.0 54.0
51000-80000 07 24.0 24.0
81000-110000 04 13.0 13.0
111000 -140000
141000-Above
01
02
3.0
6.0
3.0
6.0
Total 50 100.0 100.0
1
For identifying the salary range I have divided it into five category of range. In the first category
of range between thirty thousand (30000) to fifty thousand (50000) and I found sixteen (16)
respondents between the ranges which is fifty four percent’s (54%) of total respondents.
In the second category of range between fifty one thousand (51000) to eighty thousand (80000)
and I found seven (7) respondents between the ranges which is twenty four percent’s (24%) of
total respondents.
In the third category of the range between eighty one thousand (81000) to one lac and ten
thousand (110000) and I found four (4) respondents in this range which is thirteen (13%) of
total respondent’s.
In the forty category of range between one lac and eleven thousand (111000) to one lac forty
thousand (140000) and I found one (01) respondent in this range which is three percent (3%) of
total respondents.
In the fifty category of range between one lac and forty one thousand (141000) and above. I
found one (02) respondent in this range which is three percent (6%) of total respondents.
Table: 6: What are the human resources planning in your organization?
From the table six (06), the study shows that seven percent (7%) of the respondents said that
Human Resource Plan is make for promotion in the organization. Among all of the respondents
twenty three (23%) said that Human Resource Plan for succession planning. The three percent’s
(3%) respondents said coaching another three percent’s (3%) said Human Resource Plan for
downsizing. The large number of respondents which is sixty four percent (64%) people said that
all the above seven functions are directly related to Human Resource Planning.
Table: 07: How are these practice carried out in your organization?
Promotion7%
Succession Planning
23%
Coaching3%
Downsizing3%
All of the above63%
PromotionSuccession PlanningCounselingCoachingMentoring DownsizingAll of the above
1
Need Based
Every Year
Every Two Years
Every Three Years
0 2 4 6 8 10 12 14 16
8
15
2
5
In Table seven (7) shows that; The respondents were asked how are these practices carried out
in their department, eight (8) employees among thirty sample size confirmed that need based,
fifteen (15) employees said every year, two (2) employees said their department review the HR
practice every year, two (2) employees said every two years and five (5) of them said after
every three years they conduct human resource planning.
Table: 08: Which technique mostly flows for demand forecasting in your organization?
Ratio Trend Analysis30%
Regression Analysis17%Managerial Judgement
27%
Delphi Technique7%
Work Study Technique20%
In table eight (08) shows; In Bangladesh Honda Private Limited I found that their forecasting
demand based on the above all mentioned forecasting technique. Largely they depend on ratio
trend analysis according to percent’s (30%) of total respondents. Second largely they flow
managerial judgment according to twenty seven percent’s (27%) off total respondents. Twenty
percent’s respondents 20% said work study technique is flowed for demand forecasting;
seventeen percent’s (17%) respondents said regression analysis and the six percent’s (6%) said
they use Delphi Technique.
Table: 09: When does the Human Resource Planning being?
1
H R P C y c l e B e g i n
742
1115
Planning Phase Business Expansion Phase HR Inventory PhaseProject Implementation Phase Evaluation Phase Based on Future HR Demand
Respondents were asked when does the Human Resource Planning being?. Most of the
respondents said that HRP being at the project implementation phase. Among thirty (30)
respondents the (7) seven respondent said HRP being at planning phase, five (5) respondent
said HRP being at the time of demand forecasting, four (4) respondent said at the time of
business expansion, two (2) people said at the time of HR inventory phase and lastly one (1)
people said at the time of evaluation phase the Human Resource Planning Being.
Table: 10: What is the result perfect of Human Resource Planning in Your Organization?
Balancing the number of Human Resources
7%
Business Expansion29%
Reduce Wastage of HR4%
Uninterrupted Production46%
Regular Promotion14%
Table 10, shows that forty six percent’s (46%) of the total respondent’s belief that the result of
perfect Human Resource Planning is uninterrupted production another twenty nine percent’s
(29%) said the result of perfect Human Resource Planning result is business expansion.
Fourteen percent’s (14%) respondents said that the result of perfect Human Resource Planning
is regular promotion. Seven Percent’s (7%) of respondents said that the result of perfect Human
Resource Planning is balancing the number of Human Resource. Four Percent’s (4%)
1
respondents said that the result of perfect Human Resource Planning is reduce the wastage of
Human Resource.
Table11: Which Division has principal responsibility for human resource planning in
Department?
45%
10%3%13%
29% Human ResourceFinannce Public RelationOpereationTechonologyMarketingHR & Departmental Line Manager
Table 11 shows that the HR division is principally responsible for HRP and forty five percent’s
(45%) respondents said this , according to the ten percent’s (10%) respondents the finance
department in Bangladesh Honda Private Limited is responsible for Human Resource Planning,
The twenty nine percent’s (29%) people said that HR and departmental line manager, Thirteen
percent’s (13%) people said the Operation department, Three percent’s (3%) people said public
relation department also play role in the time of Human Resource Planning.
Table: 12: What role does the principle division play?
57%25%
14%
4%Plan for HR Practices Advertisement Operations Administration
Respondent were asked what role the principle division play. The fifty seven percent’s (57%)
respondent said plan for HR practice is the main role of principle division. Twenty five percent’s
(25%) people said advertisement is also main role. Fourteen percent’s (14%) respondents said
1
the role is operations and the four percent’s (4%) respondents said administration is the
principle role of principle division.
Table: 13: Which section in the human resource department is responsible for planning?
Recruitment and Selection
Payroll HR Policy Maker HR Budget maker HR Business partner
02468
1012
Table: 13 shows that, respondents were asked which section in the human resource
department is responsible for planning? The eight (8) respondents of the study said that the
recruitment and selection, and five (5) respondents said payroll play vital role for HRP, ten (10)
people said the HR policy maker of Bangladesh Honda Private Limited play the most vital role
for HRP, five (5) respondents said HR budge maker also play vital role for HRP and lastly the HR
business partner department has also influential power on HRP.
Table: 14: Which official is responsible in the top management for the HRP process?
CHRO CFO COO CMO0
5
10
15
20
In Table 14 shows that the CHRO play the highest level of role in Human Resource Planning
then the CFO after CFO the COO play the role also in Human Resource Planning. The CMO also
the influential to some extent in Human Resource Planning.
Table: 15: What is the main role of HRP in HR department?
1
0
10
20
In table 15 shows that the main role or purpose of HR department is above mentioned all
functions which are plan for HR practice, plan for uninterrupted production, plan for succession
planning and plan for talent search and hire them.
Table: 16: In your opinion, do you think that the role of HR department has been well played
over the last three Years?
63%23%
13%Yes No Cannot Tell
Sixty four percent’s (64%) of respondents said the HR department of Bangladesh Honda Private
Limited has been well played over the last three years in right manner because their turnover
rate is very low and also the absenteeism rate also low. Twenty three percent’s (23%) said no
because they are depriving from certain benefits which they deserve. Thirteen percent’s (13%)
said they cannot tell because human resource planning practices has not been made known to
the staff.
Table: 17: In your opinion, do you think that the role of CHRO has been well played over the
last three Years?
Yes67%
No27%
Cannot Tell7%
1
In Table 17 shows that sixty seven percent’s (67%) respondents said that the CHRO has been
played role very well over the last three years. Twenty seven percent’s (27%) are not happy
with the playing role of CHRO. Six percent’s of total respondents are neutral.
Table: 18: Are you satisfied with the manner human resource planning has been practiced in
the department over the last three years?
50%33%
17%
Yes No Cannot Tell
Most of the employees are very satisfied with the manner human resource planning has been
practiced in the department over the last three (3) years. Fifty percent’s (50%) of the total
respondents are happy with HR practice in Bangladesh Honda Private Limited. Thirty three
seven percent’s (33%) are not happy with that and another seventeen percent’s (17%) are
neutral they are not happy or they are not unhappy.
Table: 19: How do you rate your satisfaction with the human resource planning practices over
the last three years?
Very Satisfied Satisfied Fairly Satisfied Somewhat Satisfied Not Satisfied02468
101214
In table 19 shows that the numbers of satisfied people are in large number but extreme
1
satisfied people is little bit low. The numbers of fairly satisfied and somewhat satisfied are
almost similar percentage. The total number of not satisfied is little bit higher than very
satisfied respondents.
Table: 20: Do you observe or experience any challenges hindering human resource planning
in the department?
97%
3%Yes No
Whether they observe or experience any constraints and challenges hindering human resource
planning in Bangladesh Honda Private Limited. Total ninety seven percent’s (97%) respondents
said they experience constraints. This implies that most of the challenges of the human
resource department Honda are known to all employees. The reason is that the human
resource department deals with all categories of staff.
Table: 21: What are these constraints and challenges?
1
3%
13% 3%3%
10%
45%
3%19%
Frequent change of CHRO Employee Turnover Wastage of HR Downsizing Lack of talent supply of labor market Budget constraints Huge number of workforce Freezing the business growth
Respondent were asked who what are these constraints and challenges. Three percent (3%)
respondents said that the constant is change of CHRO, because in last 3 years one of their
most promising CHRO leave the Bangladesh Honda Private Limited; forty five percent’s (45%)
said due to budget constraints; twenty percent’s (20%) said due to freezing the business
growth; thirteen percent’s (13%) said due to employee turnover; Ten percent’s (10%) said due
to lack of talent supply in labour market; another total nine percent’s (9%) said due to wastage
of HR, downsizing, and huge number of workforce.
Table: 22: How do these constraints and challenges influences the organization?
33%
40%
22%
4%
Decrease the efficiency of Human Resource Reduce productionIncrease work pressureLow level of employee motivation
Respondents were asked how these constraints and challenges influences the organization.
Forty one percent (41%) said it reduce the number of production; thirty three (33%) said it may
decrease the efficiency of Human Resource; twenty two (22%) said it make increases the work
pressure; four percent (4%) said it responsible for lower level of motivation.
Table: 23: How does the organization can cope with and manage these constraints and
challenges?
1
Hiring Downsizing Promotion Training Motivation Mentoring 0
2
4
6
8
Respondents were asked how the department cope with and manage these constraints and
challenges. Most of the respondents gave focus on motivation of employee; after motivation
another larger number of respondents said mentoring can remove the constraints and
challenges of HRP. The also gave focus on promotion, hiring and downsizing sequentially and
based on percentage of effectiveness.
Table: 24: Do you think that these constraints and challenges create huge impact on human
resource planning?
87%
13%
YesNo
In table 24 shows that the eighty seven percent’s (87%) of total respondent thought that it
create huge impact on human resource planning another thirteen percent’s (13%) think it may
not create huge impact on human resource planning.
Table: 25: How do you rate the impact of these constraints and challenges on human resource
planning in the organization?
10%
17%
43%
10%20%
Very high HighFairLowVery low
In table 25 shows that the impact of these constraints and challenges on human resource
planning; forty three percent’s (43%) respondents said its fair; twenty percent’s (20%) of total
respondents said its very high on the other hand ten percent’s (10%) of the total respondents
1
said it is very low. Seventy percent’s (17%) respondents said it is high but not in an extreme
level.
1
Chapter: 05Summary of the Findings
1
5.1. Summary of Findings
Their recruitment process is standard process. In selection stage they select the
applicants for through the assessment center. They have some lacking in job
advertisement. In one of their recent job advertisement I have found they do not
analysis their job in proper way.
The induction program of Honda Bangladesh Private Limited is very successful program.
They give more focus on induction program.
For demand forecasting Bangladesh Honda Private Limited flow holistic approaches. I
have found in my study; twenty percent’s (20%) of total respondents said they flow
work study technique; thirty percent’s (30%) said they flow ratio trend analysis;
seventeen percent’s (17%) said they flow regression analysis; twenty seven percent’s
(27%) said they flow managerial judgments technique and six percent’s (6%) Delphi
technique. So they flow need based technique for demand forecasting.
Human Resource Planning in Bangladesh Honda Private Limited carried out every year
according to fifty percent’s (50%) of respondents and twenty six percent’s (26%) of
respondents said the HRP practice carried pout need based.
Sixty four percent (64%) of respondents are happy with the plying role of HR
department but the twenty three percentages (23%) are not happy with that; this
percentage of unhappiness is a larger portion of employee.
About the role of CHRO sixty seven percent’s (67%) of total respondents are happy with
this but another larger portion which is twenty three percent’s (23%) are unhappy.
The major constraint about Human Resource Planning at Bangladesh Honda Private
Limited is budget constraints another major constraints is freezing the business growth.
For performance appraisal the Honda Bangladesh Limited use three sixty degree
method and graphic rating method which is very old method and vey unproductive in
the current context.
The effects of improper Human Resource Planning is reduced the production according
to the forty one percent (41%) of total respondents; another thirty three percent’s(33%)
respondent’s thought that the efficiency of human resource is decreased due to
1
improper human resource planning; twenty two percent’s (22%) respondents thought
their work pressure is increasing due to improper human resource planning.
1
Chapter: 06Conclusion
1
6.1. Conclusion
Human resource planning is one of the major areas of human resource management. It allows
the company to realize its goals, increase the effectiveness and competiveness of enterprises in
the labour market. That’s why the Bangladesh Honda Private Limited give more priority on
proper Human Resource Planning. Human resource planning helps to reduce future uncertainty
and to better operate the organization. A human resource plan must ensure that there is the
right number and structure of people in the right jobs at the right time. These people should
meet the required business objectives. Otherwise, it is possible that business goals and plans
may not be filled and also the competitors can dislodge the company from achieved market
position. Human resource planning is the process of dealing with acquiring, training, appraising,
and compensating employees, and attending to their labor relations, health and safety, and
fairness concerns. It’s true that any individual who works in Human Resources must be a
“people person.” Since anyone in this organization deals with a number of employees, as well
as outside individuals, on any given day, a pleasant demeanor is a must. In the light of above
information we find that the Bangladesh Honda Private Limited has excellent competitive
advantage over their competitors. It is also positive considerable performance of the
organization merging internationally. Besides this Organization is giving efforts to introduce
different types of problem. On the other hand to make Organization’s business position strong.
Human resources planninh is very much important for every business organization. I found that
the HR people of Bangladesh Honda Private Limited are promising. They always try to update
on recant trends and HR related international affairs. Though they have some major lacking or
pitfall about the human resource planning. But they are trying to overcome this. Their existing
some sort of problem will be remove so soon.
1
Chapter: 07Recommendations
1
7.1. Recommendations
The recruitment and selection program of Bangladesh Honda Private Limited is current context
oriented. But they have some sort of problem in their job advertisement. They do not analysis
their job in proper way. If the job advertisement is not done in proper way then it will be
impossible to attract potential candidate to apply for job so they need to give more focus on it.
Human Resource Planning in Bangladesh Private Limited carried out every year according to
larger percentage of respondents. I think it should be need based and flexible. If I do it every
end of the year then how can I took decision in the mid of the year for expansion of business.
So the human resource planning need to be more flexible and need based.
The one third of total respondents of my survey is not happy with the role of HR department
because there have some sort of problem regarding HR practice so the HR department needs to
play more proactive role in future.
The larger portion of my survey respondents is not happy with the role of CHRO. May be he has
some lacking to motivate the people in Bangladesh Honda Private Limited. So he needs to play
strategic role regarding this matter.
With the limitation of budget it is really impossible to hire right people in the right time in the
right place so it should be totally opt out from the organizational policy of Honda Bangladesh
Private Limited.
If the expansion or growth going stack in a certain limit then it will be tough to proper Human
Resource Planning. Because here is one point come to the front which is downsizing. It creates
huge negative impact on human resource planning.
In performance appraisal program the Bangladesh Honda Private Limited flow very old
methods. I think they need to practice KPI based performance management. It is more
productive than the traditional performance appraisal technique.
1
7.2. References
Armstrong, M (2001). A Handbook of Human Resource Management Practice, 8 th Edition,
London, Kogan Page.
Ball, M. K. (2012). Supply and demand. New York, NY: Rosen Publishing Group
Best, O. & James, W. (1993). Fundamentals of social research methods: an African perspective.
Biles, George E and Holmberg, Stevan R. (1980) Strategic Human Resource Planning.
Bowey, A.M. (1974). A Guide to Manpower Planning. MacMillan, London.
Bulla, D. N.; Scott. 1994. Manpower requirements forecasting: a case example, in Human.
Byars L.L. and Rue L.W. (1984). Human Resource Management. Irwin McGraw-Hill, New York.
3rd ed. Lansdown: Juta Education.
Byars, L.L., & Rue, L.W. (1991). Human resource management. USA: Von Hoffman Press.
Byars, Lloyd L. and Rue, Leslie W. (2004) Human Resource Management, 7th ed. Gould, R. (1984)
Denish and Griffin, (2010). Supply and demand. Kila, MT: Kessinger Publishing.
Michael, A. (2006). Human Resource Management Practice. Cambridge University
Press.
Noe, R. A. (2012). Human resource management: Gaining a competitive advantage. New York,
NY: McGraw-Hill.
Schein, E.A. (1976). Increasing Organizational Effectiveness through Better Human Resource
Planning and Development, MIT.
Stewart (1994), Institute for Employment Studies, Human Resource Planning.
Werner, S., Jackson, S. E. & Schuler, R. S. (2012). Human Resource Management: South-
Western Cengage Learning.
Sex a. Maleb. Female
2. Age Group: Years 18-30Years 31-40 Years 41-50Years 51-60
3. Education Level: Higher SecondaryGraduate Post GraduateDiplomaTechnical
4. Years in Service: 1 – 5 years6-10 years11-15 years16-20 years
1
7.3. Annex:
Questionnaire
This research is conducted for academic purposes only. So please do not hesitate to answer.
Your information will be kept confidential. Please mark the number, which most closely
responds to your thinking.
A. Demographic Information
5. Salary range: a. 30000-50000
b. 51000-80000
c. 81000-110000
d. 111000-140000
e. 141000- Above
6. What are the human resource planning practices in your organization?
d. Coachinge. Mentoringf. Downsizing
g. All of the above Promotion Succession PlanningCounseling
8. Which technique mostly flows for demand forecasting in your organization?
d. Delphi Techniquee. Work Study Technique
9. When does the human resource planning cycle begin?
Planning PhaseBusiness Expansion PhaseHR Inventory Phase
d. Project Implementation Phasee. Evaluation Phasef. Based on future HR demand
10. What is the result of the perfect human resource planning in your department?
Reduce Shortage of StaffBusiness Expansion Wastage of Human Resource Uninterrupted production
e. Regular Promotionf. Unskillful Staffg. Employee Turnover
1
B. Human Resource Planning and Practice in Organization
a. Ratio Trend Analysis
b. Regression Analysis
c. Managerial judgments
7. How are these practices carried out in your organization?
c. Need basedd. Every year
a. Every 2 yearsb. Every 3years
11. Which Division has principal responsibility for human resource planning in the department?
Human resource
Finance/Admin.
Public Relation
d. Operations e. Technologyf. Marketingg. HR & Departmental Line Manager
12. What role does the principal Division responsible for human resource planning play?
Plan for HR PracticesAdvertisement
c. Operationsd. Administration
13. Which section in the human resource department is responsible for planning?
a. Recruitment and selectionb. Payroll and compensation c. HR Policy Maker
d. HR budget makere. HR business partner
14. Which official is responsible in the top management of the human resource planning process?
CHROCFO
c. COOd. CMO
1
C. Key Units Involved in Human Resource Planning
15. What is the main role of human resource planning in the department?
Plan for HR PracticesPlan for uninterrupted operation
c. Plan for succession planning d. Plan for talent search and hire theme. Plan for above all the functions
16. In your opinion, do you think that this role has been well played over the last 3 years?
Yes No
c. Cannot tell
16.1. Give reasons for your answers
17. In your opinion, do you think that the role of CHRO has been well played over the last 3 years?
Yes No
c. Cannot tell
17.1. Give reasons for your answers
1
D. Role of Human Resource planning in gaining organizational goals?
Yes
18.1. Give reasons for your answers
19. How you rate your satisfaction with the human resource planning practices over the last 3 years?
a. Very satisfiedb. Satisfiedc. Fairly Satisfied
d. somewhat satisfied e. Not satisfied
20. Do you observe or experience any challenges hindering human resource planning in the department?
Yes
20.1.Give reason
1
18. Are you satisfied with the manner human resource planning has been practiced in the department over the last 3 years?
b. No c. Neutral
21. What are these constraints and challenges?
Frequent change of CHROEmployee Turnover WastageDownsizing
e. Lack of talent supply of labor marketf. Budget constraints g. Huge number of workforce h. Freezing the business growth
22. How do these constraints and challenges influence the organization?
a. Decrease the efficiency of Human Resource b. Reduce production
c. Increase work pressured. Low level of employee motivation
23. How does the department cope with and manage these constraints and challenges?
HiringDownsizingPromotion
d. Traininge. Motivationf. Mentoring
24. Do you think that these constraints and challenges create impact on human resource?
planning in the department?b. No Yes
1
25. How do you rate the impact of these constraints and challenges on human resource planning in the department?
Very high HighFair
LowVery low
25.1. Give reasons for your answer
1
31.
F. Recommendations to improve human resource planning.
26. What recommendations would you make to address the constraints and challenges
hindering human resource planning in the department?
27. What recommendations would you make to improve human resource planning generally,
in the department?
1
28. Do you have any other comments on human resource planning in achieving organizational
goals?
Thank You