Professional Documents
Culture Documents
Executive Summary
Selection is a key component in the acquisition of human
resources. Without a reliable and effective selection mechanism, a business can never flourish, especially in the present world of market economy, which is fiercely competitive. Big multinational corporate houses try to recruit the best people in order to continue their dominance in the market. In such circumstances, local firms should also be concerned and put their best to select best available persons
Training is another component of human resource management, which needs special attention. Selecting the potential candidates will not serve the purpose until they are grouped up appropriately to meet the requirements of the job .At present many sophisticated techniques are Selection & Training available for providing training to employees. But unfortunately, in
Bangladesh, traditional techniques, whose affectivity is relatively lower, are mostly used .There are ample scopes in most of the local organization to enhance the performance level of employees by adequate and effective training programs.
ACKNOWLEDGEMENT
It is my pleasure to acknowledge the effort of the report of Selection and Training process in PRAN Group and lecturers, students and other personnel for supporting such a nice program, from which I have earned a wonderful experience. I would like to thank my honorable advisor and course coordinator Ms. Farzana Elahi Asian University of Bangladesh , for providing proper guidance and help to complete the research project. I would also like to acknowledge the following personnel and classmates for helping me to make report in several ways.
y y
Iqbal Hossain (Manager, HRD PRAN Group) Mamunur Rashid (GM, PRAN Group)
y To study the selection process and selection devices used in PRAN group. y To study the training programs and methods used in PRAN Group. y To evaluate the selection process and training programs of PRAN Group. y To coordinate the theories of selection and training in a real life y Situation. y To coordinate the scope of improvement in the selection and training of PRAN Group.
2 Methodologies
y y y y y y y y y Reviewing the theory of selection and Recruitment Selection of the organization to be studied. Determining the variables required. Developing a questionnaire on the basis of required information. Interviewing the personnel orally and with the questionnaire. Studying the supplied materials by the organization. Analyzing the collected materials and information. Correlating the analyzed information with theory. Assessing the overall selection and training procedures in PRAN Group.
1 History of PRAN
PRAN is the brand name of Agricultural Marketing Co. Ltd. (AMCL). It was launched in 1983 as an agricultural business. The company was established to serve diverse purposes like serving small farmers with inputs, marketing farm products, organizing contract growers to grow specific crops and exporting of agricultural products. PRAN stands for 11 Program for Rural Advancement Nationally. The Mission of the company is to generate employment opportunity and to earn dignity and self-respect for their compatriots. The objective of the company is to achieve social values with sustainable pecuniary advantage. The company is very much vertically integrated that starts from the mango cultivation up to the finished products in different forms. The company makes available farm inputs at the farmer's doorstep. They go for cultivation and processing of hybrid tomato, baby corn and mango through contract farmers on commercial scale. PRAN has latest technology that can produce pineapple round the year. PRAN also introduced tissue culturing, cultivation, processing, canning and dehydration of the mushrooms on commercial basis. In the factory it has food processing plant and pulping plant, which supply the ingredients for the main plant. Unlike other companies who are importing raw materials from other countries, PRAN is basically trying to help the farmer community of Bangladesh. Country can be proud to have PRAN because it is made from our mango and sugar. AMCL set up its bottling and canning factory on 8 acres of land in May 1991. Over the years the factory has expanded substantially in all spheres of food processing such bottling, canning, pulping, pickling, concentrating, dehydrating as well as installation of Bangladesh's first tetra pack facility for juices and modem extrusion plant for snack food. Machinery for all these lines are being installed, expanded, modified and fabricated continuously. PRAN became very successful competing with strong multinational companies like Coke, Pepsi, and big companies from different parts of the world from very beginning. It has a strong distribution channel, which helped the company to become successful in the beverage industry. One other important factor that is needed to sustain in this business is to have a very strong market. Though Bangladesh is a highly populated country with 120 million people, there are very few people who can afford to have a quality product like PRAN. If market grows and over all macro economic condition improves then companies like PRAN can sell high volumes. For the
development of beverage industry three things are needed. One is company like PRAN should come with quality products, good distribution network and important thing is increasing the income level of people to afford quality products.
2 Subsidiary Enterprises
PRAN Group is one of the fastest growing corporate houses in the country. It has got quit good number of subsidiary enterprises, which includes: y Property Development Ltd. (PDL): This is the oldest enterprise of PRAN Group. The Group was established on the profit made by PDL. This enterprise is one of the pioneers in apartment business in Dhaka. y Property Lifts: It is a new enterprise of PRAN Group. It imports elevators and other accessories to meet the growing demand of modern lifts and escalators. y Rangpur Foundry Ltd. (RFL): This is an established engineering enterprise, which focuses to meet the demand of rural community of Bangladesh. A tube well made by RFL is most prominent in the country.
y
3 Products of PRAN
The average sales growth of PRAN is more than 70%, which is an extraordinary growth. PRAN is in bottles, tetra packs, and in plastic bottles. RAN currently producing and marketing the following products: Mango, Orange and Pineapple juice, Pineapple slices, Orange, Apple and Litchi drink, Mushrooms, gherkin, mango, pineapple, lemon and orange squashes, Mango, mixed fruit and Pineapple jams, Orange and Apple jelly, Tomato ketchup, Mango, Olive, Chili, Garlic, Jujube and Satkora pickles White and Malted vinegar Rose Kewra flavored water, Mineral water Dehydrated Banana, Jackfruit, Mango and Pineapple. Full cream liquid Milk etc.
PRAN exports processed and semi-processed fruits, vegetables and mushroom products to U.S.A., UK, France, Italy, Australia Germany, India, Nepal, and Bhutan etc. It is focusing heavily on export of their products to many parts of the world. PRAN has a state of the art modern food processing plant, which many other countries do not have today. PRAN has lots of loyal customers. Right now PRAN is producing 7000 to B" cases a day. PRAN is setting up a new machine, which will be able to produce 15000 cases a day and the total production will be 23000 cases a day. The quality control measures of PRAN are much stricter than any other company.
PRAN is selling their products to Biman Bangladesh Airlines, Hotel Sonargaon and Sheraton and many other companies. This year PRAN has started production of snakes. They will also introduce confectionery products. They are planning to process aseptic bagging and storage juices for the local market. It is trying to tie up joint ventures with India to make PRAN plant in India and Nepal. PRAN's target is to go out of Bangladesh and compete in the global level, which will bring foreign currency to our country. It has also several futures backward forward expansion plans like expansion of bottling, packing and tetra-pack line. It is also planning to set up 3000 MT capacity cold storage, potato cultivation, processing, freezing, pineapple plantation, export of mango, pineapple and tomato juice and paste, production of dairy milk products, set up poultry project, production of potato chips and French fries.
more
widely
dispersed the
3. Receiving Application Form Always more than adequate numbers of candidates submit application. These applications usually include the candidates' name, letter address and phone numbers. PRAN Group doesn't provide these application forms. Applicants submit their curriculum vitae or comprehensive Personal profile with me application form. So the company gets a synopsis of what the applicants have been doing during their adult life, their skill and accomplishments. It is to note that PRAN Group doesn't bother about initial screening of selection process. 4. Short Listing the Candidates In PRAN Group during short listing, at first, a preliminary review of potentially acceptable candidates is made- Then the selectors are confronted with a number of potential candidates. Based on the curriculum vitae, job description, and job specification some of these respondents are eliminatedFactors that lead to a negative decision include inadequate or inappropriate experience or similarly inadequate or inappropriate education. For an example, how they make the short list of candidates we can mention that recently they seek a production manager having 5 - 7 years' related experience. For this post several application forms were received. Among these one was such that the applicant is currently doing job in a project getting Tk.50000 salary per month. He did his graduation from a British University having related job experience of 5 years. As the selection committee knows about the range of salary package, and considering other practical aspects they initially rejected that application form. 5. Preparing and Sending Interview Cards On receipt of application forms the short listed candidates are considered to receive interview cards. Specially, for mid4evel and top4evel management posts, interview cards are issued. These interview cards are usually sent in normal national postal service. Applicants are given no TA (transport allowance) or DA (day allowance). The company bears no responsibility of Accidentally missing interview cards.
6. Employment Tests Usually employment tests are designed for lower-mind and mid level management posts. These tests usually include intelligence, aptitude, ability, and interest tests. However, many of the general intelligence tests have a disparate impact on minorities. But, the company doesn't pay attention to alter the existing test procedure through validity testing.
7. Final Comprehensive Interview After employment tests being held, every individual candidate is taken to face a comprehensive interview. Since, in the PRAN Group, there is no initial screening interview; in this comprehensive interview the management describes the job in enough detail to the candidates so that whether they were really serious about the job. The management also bargains about salary range with the applicants. They check whether the applicant is willing to work at any place in the country where their office is available. In the PRAN Group, the final comprehensive interview the selection department officials, the Officials of the department that has vacant post(s) and an official of legal administration interview applicants. The interviewers try to probe into that hidden area of the applicants that can't be addressed by the application form of tests viz. assessing one's motivation, ability to work under pressure, and ability to 'fit in' with the organization.
chairman of the interview board gives a final grade. considered as the opinion of the whole board.
That grade is
test score. However, sometimes the selection committee selects candidate if the candidate perform very well during the interview.
(1) Introductions
Every organization needs to have well-trained and experienced. People to perform the activities We have to be done. If current or potential job occupants can meet this requirement, training is not important. When this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employeesAs jobs have become more complex, the importance of employee training has increased. The PRAN-Group is a conglomerate company and Wishes to be one of the top companies in the country as well as in the world; it needs highly skilled and trained employees. Realizing the importance of training, PRAN has set up a different department for training, named Training Department.
launched a training need assessment system. They have designed an assessment form to be filled up by various departments. From that form they will the areas of training needs and will design the training program accordingly- However they used to assess training needs by the following ways. (a) What are the organization's goals? (b) What tasks must be completed to achieve these goals? (c) What are the behaviors necessary to complete the tasks? (d) What are the deficiencies the employees have?
Apprenticeship Programs:
Employees seeking to enter skilled trades - to become, for example, special machine operators are often required to undergo apprenticeship training before they are accepted to journeyman status. Typically, this apprenticeship period is two to five years. In PRAN this period is for only six months. This period is often called Probationary period. During the apprenticeship period, the trainee is paid less than a fully qualified worker is.
Preparing the trainees by telling them about the job and overcoming their uncertainties. The basic instructions are:
o Breaking down the job o Preparing an instruction plan o Putting the learners at ease
y Presenting the instruction, giving essential information in a clear manner. The instructions are:
o Telling o Showing
o Demonstration o Explaining
y Having the trainees try out the job to demonstrate their understanding. The basic instructions are: Have the learner 'talk through' the job. Have the learner instruct the supervisor on how the job is done. Let the learner do the job. Provide feedback both positive and negative. Let the learner practice.
y Placing the workers into the job, on their own, with a designated resource person to call upon should they need assistance. The basic instructions are:
Checking progress frequently at first. Telling the learner whom to go to for help. Gradually taper off progress checks.
Classroom lectures
This is well-adapted method to convey specific information-rules, procedures, or methods. Most of the off-the-job training programs are conducted by this method. Sometimes the use of overhead projector (OHP), films and demonstration make the session interesting. The lectures that are given are well structured and formatted. Mainly the chief trainer and junior executive trainer take these lectures. For some training programs the head of different departments also give lectures. These lectures mainly cover the detailed view of the respective departments. The department heads give information about the type of jobs, their internal organizational structure, and areas of responsibilities etc. After each day lecture an exam is taken to get the feedback from the employees. And at the end of the training session a comprehensive exam is taken and the evaluated score is send to the CEO for his consideration.
Films
PRAN is a large group and it is not an easy task for each employee to get the overall picture of the organizational structure and its activities. There is every possibility that many employees will be in the dark about their organization. Though it is not so much necessary for the employees to know about the whole organization to perform their duties, the vastness of the company may give the employees additional motivation and a sense of security of their jobs. Further more the understanding of the organization will help the employees to understand the organizational goals and their future plans.
It will help the employees to be prepared mentally for the forthcoming challenges. With this view the training department arranges films show for the new entries.
Demonstration
Sometimes during the training session the trainees are asked to demonstrate the behavior on which they are being trained. As for example for sales training, trainees are asked to mockup the behavior that they will exhibit during sales for convincing the clients. This type of training removes the inertia of the employees and helps the employees to be friendly and free with other employees. This is considered as an important part of the training program.
Case study
Case study programs are usually done for those, who are in the managerial position. But these types of programs are very occasionally done. In fact the training department is not matured and equipped (qualified personnel) enough to arrange such programs. More over the training department concentrates mainly on employee training who will work in the field and in the factory.
Sales training
This training is for the employees of the sales department. The purpose of this training is to help the sales person to perform their work activities. This includes method of filling the sales form, the sales technique, the company sales policy, distribution channel etc. There is two of this type of training programs. They are: Basic sales course for new entries Senior sales management training Junior sales management training.
Factory training
There are two types: y y Factory union training Distribution loaders
Factory union training: PRAN has labor union in its entire factory. To handle the unions the
training department gives training to employees and supervisors. Any disruption in the production would hamper its market share. So the department gives employees some behavioral modification training to have an effective and efficient employee union.
Distribution loaders: PRAN has a very effective distribution network and skilled work force.
To ensure smooth distribution the department frequently gives necessary training to its employees
Supervisors training
PRAN has a huge supervising force. It has sales supervisors, distribution and loading supervisors, factory supervisors etc. Depending on the type of works supervisors are given different training .
business atmosphere it requires immediate review of all the present training programs. In this circumstance the company is planning to take a modem approach for its training programs. With this view PRAN is going for following need basis training.
No Structured Interview
Interview taken during the selection process is not structured. Interviewers ask questions according to their discretion. All the applicants are not asked the same questions.
No quota
There is no quota system in PRAN Group for selecting an employee. The sole criterion of getting selected is one's qualifications.
Training methods employed in PRAN Group are mostly lecture-oriented. There is a dearth of simulation exercises. Though limited opportunity of simulation exercises. Like mock sales by the sales representative or case study by the line managers are there in PRAN Group, but overall quantity of such training mechanism is low.
Training of Interviewers
Interviewers should know about how to take interview in order to select the suitable employee. Brief training might be provided to the interviewers for this purpose.
APPPENDIX
Bibliography
Gary Dessier 7th Edition John .M. lvancevich7th Edition Milcovich--5th Edition M.Omar Ali 2nd Edition Ricky W. Griffin 7th Edition