CHAPTER TWO Statement Of The Problem: The main focus of this report is on the strategic human resources management

practices in the private sector organizations in Bangladesh. It also pays attention to the potential and existing employees of the organization. The main purpose of this report is to be familiar with the various dimensions of strategic human resource activities & practices in the organization. Rationale Of The Study: This report is aimed at the human resource practice in Bangladesh. It is prepared on the basis of self effort and the data collected from different sources. This report strictly followed the class lecture and valuable guidelines of course teacher. Obviously this report will enhance the level of knowing of us about the of the student of human resources. Objective Of The Study: The ob"ectives of this report can be subdivided into two parts. These are# Broad ob"ectives To enlighten the experience gathered during the preparation of the report. To illustrate the activities of the host organization. $pecific ob"ectives To understand the $trategic human resource management practice in the private sector organization in Bangladesh. To identify the methods of recruitment% career planning and development% performance appraisal% compensation package% rewards and benefits and other corporate strategy relating to human resource management activities. To gather a deep knowledge of the activities of organization. Data Collection: The following sources have been used for the purpose of data collection as per our re'uirement. Primary Source : Observation# Observing the actual practice of uman !esources of the company. uman !esources &anagement. uman !esources practice in the organization and will help us to apply in practical. It will also help to develop the efficiency

To evaluate the effectiveness and problems of human resource practice in private

$urvey# Interviewing officials and executives involved in this organization. (ace to face )onversation with respective officers of the organization. Secondary Source : Official records of $'uare *harmaceuticals +td. !elevant file study as provided by the officers concerned ,nnual report -orking *apers Office (iles $elected Books *rinted (orms *ublished & .npublished /ocument. Data Analy i : ,ll the data is collected through secondary sources. /ata has been analyzed on the first hand collection. $o in this report we do not need to analyze data. Data Pre entation: -e have presented the data through pie chart% which shows the corresponding years and the re'uired information and also the percentages. !eport -riting Techni'ue ,s this report is prepared on the basis of data collected from two sources and no 'ualitative measurement is used. It is a descriptive report and includes different segment of ! activities. 0.1 +imitations Of The $tudy The methodological limitations include difficulty in getting people who are aware of human resource practice properly. !espondents were unwilling to cooperate with us for some cases and they were also reluctant for an interview. There are few interrelated problems. These are listed below# (irst% the corporate executives tend to be busy. It is difficult to get time from corporate executives. 2ven though they allowed such interactions% the time given was inade'uate. $econd% the business executives have limited understanding regarding the in3depth knowledge and scope of the study. They were not sure about the relevance of the study in their context. Third% some information could not be attained due to confidentiality. In those cases% we only explained that part theoretically. CHAPTER THREE

!ature Of Strate"ic Human Re ource #ana"ement: 2very organization is concerned with the formulation of its corporate strategy relating to vision% mission and ob"ective. $'uare *harmacy first identifies the human resource re'uirements as well as does "ob analysis and related activities. /epending upon it% the responsible person develops the strategy for recruitment and selection. The strategy is flexible and easily integrated with the other strategy of the organization. The following figure reflects what are the inputs that must be considered in developing the corporate strategy of $'uare *harmaceuticals +td. !ature Of Cor$orate Strate"y: )orporate strategy focuses on adopting the right strategy% improving sales% adapting the environment% changing the environment & collecting information for taking strategic decisions. Cor$orate %ocu : 4ision% mission and ob"ectives are to emphasize on the 'uality of product% process and services leading to growth of the company imbibed with good governance. Cor$orate &overnance: Top &anagement# Board of /irectors ,s per provisions of the ,rticle of ,ssociation% Board of /irectors holds periodic meetings to resolve issue of policies and strategies% recording minutes5decisions for implementation by the 2xecutive &anagement. 2xecutive &anagement The 2xecutive &anagement is headed by the &anaging /irector% the )hief 2xecutive Officer 6)2O7 who has been delegated necessary and ade'uate authority by the Board of /irectors. The 2xecutive &anagement operates through further delegations of authority at every echelon of the line management. %ormulation Of Cor$orate Strate"y: ,s a leading firm in the country $'uare *harmaceuticals develop its corporate strategy following three aspect of strategy formulation that is consistent with it. These aspects are# '( Cor$orate level trate"y: This aspect is concerned with broad decisions about the total organization8s scope and direction. Basically% consider what changes should be made in the growth of ob"ective and strategy for achieving it. It is useful to think of three components of corporate level strategy#

6a7 9rowth or directional strategy 6what should be the growth ob"ective% ranging from retrenchment through stability to varying degrees of growth : and how do we accomplish this7% 6b7 *ortfolio strategy 6what should be the portfolio of lines of business% which implicitly re'uires reconsidering how much concentration or diversification should have7 and 6c7 *arenting strategy 6how to allocate resources and manage capabilities and activities across the portfolio7. )( Com$etitive trate"y *often called +u ine or strategic business unit 6$B.7. .( %unctional trate"y: These more localized and shorter3horizon strategies deal with how each functional area and unit will carry out its functional activities to be effective and maximize resource productivity. !esponsible *erson In (ormulation E/ecutive mana"ement: The 2xecutive &anagement operates within the framework of *olicy & *lanning strategies set by the Top &anagement with periodic performance reporting for guidance. The 2xecutive &anagement is responsible for preparation of segment plans 5 sub3 segment plans for every profit centers with budgetary targets for every item of goods & services and is held accountable for deficiencies% with appreciation for outstanding and exceptional performances. These operations are continuously carried out by the 2xecutive &anagement through series of committees% sub3committees% committees & standing committees assisting the line management. #ana"ement committee: )omprising top executives% deals with entire organizational matters. $tanding committee# $tanding )ommittee comprises the following committee# ,udit committee# Internal audit committee I$O audit committee $ocial5 2nvironment committee *erformance evaluation committee. 2mployment relations committee# ,evel Strate"y-: This involves deciding how the company will compete within each line of business 6+OB7

!emuneration committee. -ork environment committee. *erformance evaluation committee. &anagement committee# *roduct planning & development committee ;uality control & research committee. *roduction & inventory management committee 2xport promotion committee. Environment for SHR Plannin": , comprehensive uman !esource $trategy plays a vital role in the achievement of an organization8s overall strategic ob"ectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organization is moving. , comprehensive ! $trategy will also support other specific strategic ob"ectives undertaken by the marketing% financial% operational and technology departments. $'uare has a personal and administrative /epartment. $'uare is one of the biggest employers in Bangladesh. ,round <%00= employees are working in this organization. (or the employees there is systematic in house training in home and abroad. $'uare *harmaceuticals follow a model for human resource &anagement. The model is# numbers of employees of the company in the last five years are shown below# >ear 0??<3?0 0??03?= 0??=3?@ 0??@3?A 0??A3?B 2xecutives =B0 @0C @1= A<C AAB $taffs 0A@ 0CB

=?0 =<0 =<@ -orkers A== A<1 A01 A=C A@0 $'uare *harmaceuticals has a strong workforce of over <%@?? executives% staff and workers. Besides them% the company has a significant number of non3regular day3to3day basis employees. This is because it put much emphasize on &arketing% (inance and $ales. But as the company didn8t go for plant expansion in the mentioned year so the number of workers didn8t increase during the period. $o the production people increase less proportionately. $'uare *harmaceuticals considers that the development of human resource is the key to advancement. ,s such the company offers regular systematic training to its officers and workers through various workshop% seminar and "ob attachment method. The company has established a contributory provident fund scheme. The fund is wholly administered by a Board of Trustees. Recruitment0 Selection and Retention: $'uare with its progressive business outlook% believes and practices corporate work culture with a classic blend of efficiency and e'uity. $'uare believes in company growth by increasing efficiency level of employees and for that offering excellent environment and support for skill and knowledge up3gradation. $'uare values productivity as the spontaneous contribution of success. '( 1nternal ource: $;.,!2 thinks that current employees are a ma"or source of recruits for all but entry3 level positions. -hether for promotions or for D+ateral8 "ob transfers% internal candidates already know the informal organization and have detailed information about its formal uman !esources. $trategic uman !esource /evelopment *rograms are the energy sources for $'uare ! for running towards the zenith of

policies and procedures. *romotions and transfer are typically decided by operating managers with little involvement by ! department. Eob3posting programs ! departments become involved when internal "ob openings are publicized to employees through "ob positioning programs% which informs employees about opening and re'uired 'ualifications and invite 'ualify employees to apply. The notices usually are posted on company bulletin boards or are placed in the company newspaper. ;ualification and other facts typically are drawn from the "ob analysis information. The purpose of "ob posting is to encourage employees to seek promotion and transfers the help the ! department fill internal opening and meet employee8s personal ob"ectives. Fot all "obs openings are posted .Besides entry level positions% senior management and top stuff positions may be filled by merit or with external recruiting. Eob posting is most common for lower level clerical% technical and supervisory positions. /eparting 2mployees ,n often overlooked source of recruiters consists of departing employees. &any employees leave because they can no longer work the traditional @? hours work week .$chool% child care needs and other commitments are the common reason. $ome might gladly stay if they could rearrange their hours of work or their responsibilities .Instead% they 'uit when a transfer to a part3time "ob may retain their valuable skill and training. 2ven if part3time work is not a solution% a temporary leave of absence may satisfy the employee and some future recruiting need of the employer. )( E/ternal ource: -hen "ob opening cannot be filled internally% the at bellow# Wal23in and Write3in : -alk3ins are some seekers who arrived at the ! department of $;.,!2 in search of a "obG -rite3ins are those who send a written en'uire .both groups normally are ask to complete and application blank to determine their interest and abilities. .sable application is kept in an active file until a suitable opening occurs or until an application is too old to be considered valid% usually six months. Em$loyee referral : ! department of $;.,!2 must look outside the organization for applicants. -e discuss all the external source of recruitment

2mployees may refer "ob seekers to the work.

! department .2mployee referrals have several

advantages .2mployees with hard :to :find "ob skill may no others who do the same 2mployees8 referrals are excellent and legal recruitment techni'ue% but they tend to maintain the status 'uo of the work force in term of raise% religions% sex and other characteristics% possibly leading to charges of discrimination. ,dvertising -ant ads describe the "ob and the benefits% identify the employer% and tell those who are interested how to apply .They are most familiar form of employment advertising .for highly specialist re'uites% ads may be placed in professional "ournal or out of town newspaper in areas with high concentration of the desired skills Internet Fow today no body thinks anything without internet. $o% $;.,!2 gives advertise at internet. 2mployee !etention 2mployers and employees each have their own sets of needs and values% and successful relationship between these two sides re'uires that some sort of balance be struck. This balance often takes the form of a psychological contract% an understood agreement between employer and employees that defines the work relationship. This contract with or without support of a formal collective bargaining% agreement influence the outcome achieve by each side. $;.,!2 divided this policy into three channel categories those are# <. 2mployee safety $;.,!2 provide the employee safety .It ensure the all kinds of "ob safety such as insurance of each employee not this it provide insurance to the labor. 0. 2mployee health (ree medical checkup% provide health card and also provide necessary medical facilities for each employee. =. 2mployee working condition The working condition of employee is very hygienic. $;.,!2 is I$O C??<30??? )ertified company. Strate"ic Choice 4 ually #ade: $'uare is a )hemical based organization so it has to take the decisions concerned with different chemicals or medicines and to realize its impact on the market as well as total

consumer climate. The followings are the strategic decisions that usually made by the company. The )hemical Industry and the *ublic# -ill the )hemical 2xperiment )ontinueH !isk ,ssessment +imits of !isk &anagement and the Few )hemicals *olicies Impacts to uman ealth and the 2nvironment Impacts of% and Issues ,ssociated with% )hemical *roduction from &anufacture to (inal .se and /isposal )losing the 9ap on )hemical *lant $ecurity 2conomic Issues and )ompetitiveness !eferences Trainin" 5 Develo$ment Of HR: Training & development of human resources is an important issue in all organization. -ithout proper training & development program a company cannot achieve its success & growth. &oreover for proper utilization of human resources providing training & development of skills & 'uality is essential. $'uare *harmaceuticals +td. also provides some sort of training to their employees & develops the skills & abilities of their employees. Trainin" Plannin": $'uare *harmaceuticals develops human resource development and training planning each year for the next three3year for all its employees. The training planning for an employee is developed by immediate superior. ,t the beginning of the year superiors develop plans for their subordinates that what trainings are necessary immediately and what trainings can be given later. $'uare *harmaceuticals has started a new training performance evaluation program. -henever training is conducted by a senior executives or other who has full knowledge about $'uare *harmaceuticals% takes part in the training program as an assessor. *harmaceuticals. The senior member also assesses the trainers and the trainees. The company also trains the in3house trainers. It has separate manual and standardized operating procedures for the training. In $'uare *harmaceuticals% management by ob"ective works for training. $uperiors and subordinates sit together and decide what inade'uacy the subordinates have and what training is best fit to fulfill the inade'uacy. e assesses that whether the training is aligned with the policies of the $'uare

Trainin" Divi ion: $'uare *harmaceuticals has a separate department for training. This department is called I uman !esources Training and /evelopment )ellJ 6 !T/)7. This department is run by an assistant manager. &ost the training provided are formal type in nature. The company also provides informal training but the number is very insignificant and unimportant in nature. The company always tries to improve the efficiency level of its workforce. In $'uare *harmaceuticals training is provided for two reasons. '( S2ill Develo$ment: This training is provided when the employees try to perform their task but fail to do so. Because of skill inade'uacy% if they cannot perform their task then the company arranges this type of training. ,n example can be given. , computer operator supposed to know all the popular packages. But if s5he doesn8t know any of the packages then the company sends him5her for a training to learn the package. )( Career develo$ment It is more of a future3oriented training. Only executives get the opportunity to take part in this type of training. ,s the company has future plan and clear knowledge about the potential vacuum in the future it continues to improve its workforce. Training Budget# In 0??B $'uare had a training budget worth Tk. 01 lakh excluding sales training budget. ,ccording to the Training /ivision chief% I&oney is no matter in $'uare *harma for training. If the amount spent can be "ustified then there is no problem.J The $ales /epartment has the maximum training in $'uare *harma. .nlike other departments% sales department has separate budget for the training. The company sends executives abroad for training. &ostly it is functional. $'uare *harmaceuticals provides in3house or off3the3"ob training which one is less costly. It also brings foreign experts for training if needed. A e The Trainin" !eed : The company assesses that its employees need training by observation and analysis of "ob re'uirement. The company gets the signals when there are decreases in productivity% poor performance% and introduction of new technology and higher re"ection rate. -hen the company introduced its new -,F 6-ide ,rea Fetwork7 it provided training to the employees to cope with the new technology. -hen $'uare *harmaceuticals introduced any new product% it also provides training to the sales people about the features of the

product and its marketing strategy. It helps them to convince the physicians to prescribe the medicine to their patients. The company uses both on3the3"ob and off3the3"ob methods to train its employees. Trainin" #ethod 4 ed: On3the3"ob training# ,pprenti ,pprentice *rogram and Eob Instruction Training both are used by the company. The company also considers the drawbacks of the "ob training i.e. lower productivity and error made the trainees. Off3the3"ob training# The )ompany uses all types of off3the3"ob training like lecture or conference% films% simulation exercise% experimental exercise% etc. &anagement /evelopment Training !ound the year% management development training is organized for managers & executives at the )orporate ead'uarters% /haka .nit & *abna .nit. Their own and renowned resource persons from home & abroad conduct the training sessions. The company also sends their employees to renowned local training institutes for specialized training. Overseas Training The company sends their employees to abroad for training program depending on availability of appropriate topics. Technical persons of their factories attend the (actory ,ssessment Test 6(,T7 in various parts of the world for smooth operation of e'uipments. (ield (orces Training & /evelopment 2ach year% a significant number of (ield (orces complete their induction training program and "oined to their respective markets and appear at examination in every month for further development. (ield (orces !efresher )ourse (or updating product knowledge and selling skills of field forces% !efresher )ourse is organized in four different regions in every month. Territory &anager Training Twice in every year% mid3level managers of sales participate in the training program titled I$ales Territory &anagementJ at a regular basis. /istribution 2very year a number of /istribution ,ssistants 6/,7% /ata 2ntry Operators 6/2O7 goes under induction training program immediately after initial recruitment. 2ach month%

!efresher course for /,% /river and *ackers is organized in two different depots for updating their knowledge Promotional Strate"y0 Tran fer0 Di char"e0 Re i tance To Chan"e Strate"y: Traditional approaches to career planning% performance appraisals% reward management and employee development must be re3appraised in the light of the vision% characteristics and mission outcomes as reflected in the !& plans% policies% and practices. $'uare *harmaceuticals follow a model for its employee promotional or discharging activities. (igure3 =.C# The &odel (or &easuring The *erformance Of The 2mployee. Career Develo$ment Strate"y: It is more of a future3oriented training. Only executives get the opportunity to take part in this type of training. ,s the company has future plan and clear knowledge about the potential vacuum in the future it continues to improve its workforce. The company provides functional as well as general management training. (unctional Training# (unctional training is the training which aimed at developing the functional areas like $ales% *roduction% &arketing% etc. 9eneral &anagement Training# 2xcept functional training all other trainings is 9eneral &anagement Training. &anagement /evelopment *rogram The company has management development program. It is an ongoing process. The development program is separated in different small modules. (or the management development program both on3the3"ob and off3the3"ob methods are used. The management development program is aimed at improving managerial performance. It is mostly educational process and the executives have gone through lots of reading and think about what might increase their productivity. The program is also come as fringe benefit for the executives. +ast year the company had a tremendous sale and it sent some of its executives to )hina% Thailand and Fepal for training. But it is almost a pleasure trip in disguise of training. The trainings they had were merely attending the programs and they had lot of time roaming the tourist spots of the countries. )oaching% understudy assignment% "ob rotation and committee assignment are the on3the3 "ob method the company uses for management development program. .nder the coaching senior managers guide the "uniors and train them and it is widely used in $'uare *harma.

Only horizontal "ob rotation is used in the company. The method is now discontinuing in the company. The employees don8t feel belongings in the new department. It results lower productivity and 'uit. ,s a matter of fact% who posted under "ob rotation% A? per cent among them 'uit from the organization. The company has committee assignment on3the3"ob management development program method. But it is not very widely used. +ecture and $imulation 2xercise are off3the3"ob methods that the company uses. The company always considers cost before go for any type of training. If the on3the3"ob training is less costly then the off3the3"ob training then it goes for on3the3"ob training. Strate"ic Pay0 Re6ard And +enefit : Incentives Incentives are important issues in modern organizations. To keep the employees effective and to get maximum productivity incentives are provided to the employees. ,n incentive fluctuates according to# , pre3established formula. Individual or group goals because group goals are different from individual goals. )ompany earnings. ,n incentive adds to base pay. It controls costs because the employee is being paid for his5her extra effort and for the benefits brought to the organization.. &otivates employees. Incentive *ay )ategories Incentives are paid in three categories. These are# Individual incentive plans# ;uality of work output 6 ow many units produced7 ;uality of work output 6-hat was the 'uality of the product or service being produced or served7 &onthly sales 6 ow much sales are generated7 -ork safety record 6 ow many hazard or errors are being reduced7 -ork attendance 6If the absent is reduced or attendance is good7 Individual incentive plans# 6*iecework plans7 ,ward based on individual production vs. company standards. ,ward based on individual performance standard using ob"ective& sub"ective criteria. ;uantity and 5 or 'uality goals.

9roup incentive plans )ustomer satisfaction +abor cost saving &aterials cost savings !eduction in accidents $ervice cost savings. !eward employees for their collective performance. )ompany3-ide incentive plans )ompany profits )ost containment5 prevention &arket shares )ompetitive $trategies ,o6e t : : +ower Individual output & 7 costs group per incentive co t employee plans

: Behavioral encouragement plans Differentiation : : : .ni'ue )reative% +ong risk : product : or taking term services employees focus

: Team : based incentives Wor2er 8 Com$en ation -orkers8 compensation is a legally re'uired benefit is included in the compulsory disability laws of many countries. &ostly% employer is seen liable regardless of the fault. Objective : : : : Wor2er 8 : : : Occupational 2liminate 2ncourage *rovide of income !educe legal fees employer com$en ation & Wor2er 8 & medical com$en ation benefits litigation time safety claim In"ury disease /eath

: *romote accident study & avoidance

Wor2er 8 : : : /eath benefits

com$en ation &edical /isability

benefit services income

$trategic *erformance 2valuation &ethods% +imitations% !esults & Benefits *erformance &anagement *erformance appraisal is the process of assessing employee8s past performance% primarily for reward% promotion and staff development purposes. D*erformance appraisal 6is7 a process that identifies% evaluates and develops employee performance to meet employee and organizational goals. *erformance ,ppraisal doesn8t necessarily use to blame or to provide a disciplinary action. *revious management theories used to view performance appraisal as a stick that management has introduced to beat people. *erformance appraisals are now more clarified and they concentrate on developing organizational strengths and employee performance. *erformance ,ppraisal *rocess -ho ,ppraises $upervisors $ubordinates *eers )lients5customers $elf <1?5=B? degree approach This is sample 'uestionnaire made in the presence of an executive working in $'uare. $he said it is correct and like this sort of model is followed in the company ;uestion numbers $ample 'uestions -hat employee got -hat is standard ?< ow much employee is successful to achieve the sales targetH ?0 ow much employee is successful to prepare the budget reportH ?= appraisal

ow much employee is successful to motivate others to achieve the sales targetH ?@ Is employee able to invent new idea promptly to solve the problemH ?A Is the employee able to do the research about the new product as well as to determine the reasons of any products market shareH ?B Is the employee punctualH ?K Is the employee sociable and outgoingH ?1 /oes employee always maintain the good communication skillsH Total Table3 =.0# *erformance ,ppraisal (orm Strate"ic Di ci$linary Action: ,ll employees are expected to meet performance standards and behave appropriately in the workplace. /isciplinary or corrective action is a process of communicating with the employee to improve unacceptable behavior or performance. The company may take disciplinary action when other methods such as coaching and performance appraisal have not been successful. $'uare uses the following disciplinary action against the employee. $uspension , suspension is an action which places an employee for disciplinary reasons in a temporary status without duties and pay. !emoval !emoval is an involuntary separation of an employee from employment. , disciplinary removal is the most severe disciplinary action. Investigations *olicy The Investigations policy states the )ompany reserves the right to use any lawful method of investigation which in its sole discretion it deems reasonable and necessary to determine whether any employee has engaged in conducts warranting disciplinary action. /isciplinary action (orm This /isciplinary ,ction form is used by an employer to document a warning to an employee for his or her unsatisfactory performance. It details the shortcomings and

clearly states conse'uences for non improvement or recurrence. It is signed by both the employer and the employee being warned. Strate"ic &rievance Handlin": 9rievance as used in the ,greement pertains to the application or interpretation of any provision of the ,greement. ,s $'uare *harmaceuticals is a company with huge operational activities% it faces various hazardous events and grievance. $o to get rid of this fact it follows some principles to settle the grievance. These are# $ettlement of grievance Try !eview Is Is the the settlement settlement asked asked to settle past for consistent for with precedent in early stages. settlements. violationH settingH

&ake a permanent record of the settlement Preventin" &rievance : Be +isten5+isten5+isten. /on8t !espond /on8t Take Lnow Lnow )heck with others. Strate"ic Collective +ar"ainin" Proce These are# Traditional Collective +ar"ainin": Traditionally% the principle of e'ual power frames negotiations for both the union and employers. Fegotiating techni'ues labeled Drights3based8 or Dtraditional8 )ollective Bargaining have been developed to allow each side to maintain the appearance of power in the face of confrontation. Based on experience of what constitutes success% each side will have given much thought to the composition of its bargaining committee% to the list of demands it will make% and to strategies for winning. : $'uare follow two type of collective bargaining process in various settlement issues. your contract your and rules letters of of to problems assume% as blame soon as check. possible. others. responsibility. understanding. conduct. proactive% not reactive.

!on 3traditional Collective +ar"ainin": .sing the Dwe vs. they8 approach of traditional )ollective Bargaining may accomplish a desired contract that results in improved working conditions for nurses. $'uare *harmaceuticals do not have any collective bargaining agents. Way Of ,imitin" The Activitie Of Trade 4nion: /eveloping common approaches to spot and tackle problem behaviour /eveloping a media and communication strategy to explain better trade union policies. *romoting good governance% democracy% education and economic prosperity among employee. /eveloping inter3cultural dialogue within and outside the .nionG )ontinuing research% share analysis and experiences in order to further understanding of the issues and develop policy responses. !eed for 4nion %ree Or"ani9ation: Trade union works as a helping hand to the employees. But in most cases they exploit the employees by making under table agreement with the employer. ,s a result% employees become a puppet of the trade union. To form a trade union at least ==M employees must have the support. $o in an organization there can be at least = trade unions. Trade union has its good & bad as well. But now a days the bad is more than the good. $o it is better for an organization not to have a trade union. $'uare *harmaceuticals also do not have any trade union. Strate"y %or 1m$rovin" Productivity: )ompetitive 9ood $pecial Transportation 2ffective /ay In Training armony !esidential .p to date technology CHAPTER %O4R Conclu ion: in working supply baby house chain care canteen working salary environment incentives facilities management facilities facilities facilities environment facilities

$'uare *harmaceuticals always tries to improve the efficiency and skill of its employees. It spends huge amount of money in maintaining its employees in effective way. The company develops a system whenever there is inade'uacy in efficiency or need for future development% the training is provided. The company evaluates the effectiveness of training by analyzing the performance after the training. The company doesn8t use I2xperimental )ontrol &ethodJ for evaluating training. But it is the best method to evaluate training. The training division should introduce this method. ,t the same time it doesn8t specify what changes are expected from the employees when the training is given. ,s a result% sometimes trainees face dilemma what to act and how to act. The use of horizontal "ob rotation is temporarily discontinuing in the company% as the employees don8t feel belongings in the new department. It results lower productivity and 'uit. ,s a matter of fact% those who are posted under "ob rotation% A? per cent among them leave the organization. But if it includes "ob enrichment in which responsibilities of an employee increases then it may prove effective. Recommendation : , comprehensive uman !esource $trategy plays a vital role in the achievement of an organization8s overall strategic ob"ectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organization is moving. , comprehensive ! $trategy will also support other specific strategic ob"ectives undertaken by the marketing% financial% operational and technology departments. -e are recommending the following issues that should be taken by $'uare *harmaceuticals ltd. )onduct an external environmental scan and evaluate its impact on the organization )onsult 2valuate $tructure the "obs all impact 6competencies% of tasks relevant legislation and on the around stakeholders organization key activities

/etermine the appropriate organizational structure to support the strategic ob"ectives activities7 /evelop a workforce plan designed to support the organization8s strategic ob"ectives )ompile workforce profiles% identifying designated groups% an inventory of current workforce competencies% competencies re'uired in the future and identified gaps in competencies )areer pathing

2mployee !eward $eparation 2valuate Implement 2valuate ! strategy

development &anagement organization using 6compensation culture succession 'uantifiable measures%

and and and e.g. balanced

learning benefits7 climate planning scorecard

!evise and adapt

! strategy