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HUMAN RESOURCE PRACTICES

IN LOCAL COMPANIES OF
BANGLADESH – A STUDY ON
ESKAYEF BANGLADESH LIMITED
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Bangladesh University of Professionals

Mirpur Cantonment, Dhaka
Faculty of Business Administration
Department of Management Studies
Course Name: Human Resource Management
Section A
Submitted by

Team-3
ROLL NUMBER NAME
18241087 Noor-E-Yeasin Nayeem
19241091 Abdullah Al Jubair
19241095 Sinhaj Noor
19241097 Miskatul Jannat
19241103 Shahriar Mazid
19241105 Musarrat Samin Binte Safi
19241131 Jannatul Ferdous Jeba
Session: 2018-19
Bangladesh University of Professionals.
Submitted to
Sabrina Sharmin Nishat
Lecturer
Department of Management Studies
Bangladesh University of Professionals
Date of Submission: 18th October, 2020.
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Letter of Transmittal
18th October, 2020
Sabrina Sharmin Nishat
Lecturer
Department of Management Studies
Bangladesh University of Professionals
Subject: Submission of the Term Paper titled “HUMAN RESOURCE PRACTICES IN
LOCAL COMPANIES OF BANGLADESH – A STUDY ON ESKAYEF BANGLADESH
LIMITED”.
Dear Ma’am,
With due respect, we would like to inform you that, we are the students of Department of
Management Studies. It is a pleasure that you have given us the opportunity to submit the report
on “HUMAN RESOURCE PRACTICES IN LOCAL COMPANIES OF BANGLADESH – A
STUDY ON ESKAYEF BANGLADESH LIMITED” which was assigned as a Term paper in our
Human Resource Management course. The term paper and research have been completed by the
knowledge we have gathered not only from the course “Human Resource Management” but also
from other secondary sources.
Though we are in learning curve, this research has enabled us to gain insight into the core fact of
HUMAN RESOURCE PRACTICES IN LOCAL COMPANIES OF BANGLADESH – A
STUDY ON ESKAYEF BANGLADESH LIMITED. We would be happy if you kindly read the
term paper carefully and we will be trying to answer all the questions that you have about the
paper. We have tried our level best to complete this paper carefully and as accurately as possible.
However, we will be glad to clarify any discrepancy that may arise.
Finally, we would love to express our gratitude for your supportive thoughts and kind
consideration both inside and outside of the class.
Sincerely,
Noor-E-Yeasin Nayeem (18241087)
Abdullah Al Jubair (19241091)
Sinhaj Noor (19241095)
Miskatul Jannat (19241097)
Shahriar Mazid (19241103)
Musarrat Samin Binte Safi (19241105)
Jannatul Ferdous Jeba (19241131)
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Acknowledgement

This report is an accumulation of many people’s endeavor. At the beginning, we would like to
convey our sincere appreciation to the Almighty Allah for giving us the strength and ability to
finish the task within the planned time. Then we would like to express our sincere gratitude to
everyone who contributed towards preparing and making this report successfully. To prepare this
report, considerable thinking and information input from various sources were involved.

We would like to express our immense gratitude to our course faculty, Sabrina Sharmin Nishat,
Lecturer, Department of Management Studies, Bangladesh University of Professionals. We are
deeply indebted for his whole hearted supervision. His valuable suggestions and guidelines helped
us to prepare this report in a well-organized manner.

We are also grateful to our friends who helped us while preparing this report by giving their
suggestions, assistance, supply of information, which added value to the report.
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Table of Contents
Executive Summary ............................................................................... 6
Chapter 1: Introduction ......................................................................... 7
1.1: Introduction of the Study ........................................................ 7
1.2: Origin of the Report ............................................................... 8
1.3 Statement of the Problem ......................................................... 8
1.4: Objectives of the Study ........................................................... 8
1.4.1: Primary Objective .................................................... 8
1.4.2: Specific Objectives ................................................... 8
Chapter 2: Literature Review ................................................................. 9
2.1: Role of HR Department .......................................................... 9
2.2: Role of Line Managers in HR process.................................... 11
2.3: Challenges for modern HR ................................................... 11
2.4: Importance of HR practices .................................................. 12
Chapter 3: Research Methodology ........................................................ 14
Chapter 4: Company Overview ............................................................ 15
Chapter 5: Recruitment and Selecion Process
5.1: Employee Recruitment & Selection Process .................................... 19
5.2: Types of Recruitment .................................................................... 22
Chapter 6: Compensation in ESKAYEF ............................................... 26
Chapter 7: Training and Development practices in ESKAYEF .............. 29
Chapter 8: Summary of Findings.......................................................... 35
Chapter 9: Conclusion and Recommendation........................................ 36
9.1: Conclusion ........................................................................... 36
9.2: Recommendation.................................................................. 36
References ........................................................................................... 38
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Executive Summary
The purpose of this report is to know about the HR practices of Eskayef, to know in details about
process of their recruitment and selection, training and development and lastly compensation.
Eskayef is one of the leading and fastest growing pharmaceutical companies of Bangladesh. They
have an annual sale surpassing 60 million US dollars. Like any other HR department, HR
department of Eskayef also recruits and selects their employees, analysis, evaluates and specifies
the job, and gives a description of the job. Eskayef follows two types of recruitment sources,
internal and external sources. As internal sources, they recruit anyone from their already existing
employee suitable for the post. As their external sources, they use websites, newspaper
advertisement, employee referrals, walk-ins and write-ins, and senior executive search. Selection
process is also two types in Eskayef, those are written test and 2 or 3 interviews after short listing
based on the advertisements. There are two types of recruitment. That is management and mom-
management recruitment. In management recruitment, for entry-level employees few steps of
recruitment and selection are followed, those are, manpower planning, raising recruitment
requisition, role template, recruitment sources, application receiving, screening of SK+F
employees, short listing, tests and interviews, medical examination, reference check, and
appointment letter. In management recruitment, for top level employees, Eskayef also uses two
sources; internal and external sources. Recruitment process for non-management employee in
SK+F is categorized in skilled, semiskilled, and non-skilled category. All these three are divided
into temporary and casual workers. As compensation and reward Eskayef Pharmaceuticals Limited
have pay strategy, considers length of service, does performance evaluation, follow CPI rate, gives
performance appraisals, have merit pays, have job security, training opportunity, short term
incentives, involvement in decision making, have sick leave facility and motivate the employees.
There are other benefits for all the employees; job sharing facility, maternity leave, emergency
medical facility, providing medicine, professional counseling and disability income protection.
There are few benefits for blue collar employees; training, safety benefits, performance appraisals,
short term incentives, no gender discrimination, maternity leave, emergency medical faculty, and
disability income protection. There are several purposes and scopes of training and development
programs of Eskayef. These scopes are training process, training response, types of training,
training methods, training evaluation and certification, and lastly training document management.
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Chapter 1: Introduction

1.1: Introduction of the Study

The Pharmaceutical industry is assuming a significant part in the economy of Bangladesh. It is
known as the most developed hi-tech sectors within the country’s economy. After the proclamation
of Drug control ordinance in 1982, the local Pharmaceutical companies of country get rapid
support for growth and development. There are directly around 210 organizations in this range and
the total competitive market estimate size is around taka 78,000 million each year. This industry
is presently self-sufficient in assembly the neighborhood request. In addition, at this moment the
most noteworthy donor to the national economy after garments industry, and it is the largest white-
collar seriously work segment of the country.
In the accomplishment of any association, the underlying fact is the proper Human Resource
Management (HRM) practices as this practice bring different types of people together to gain
shared objectives. The recruitment and selection forms of an organization are one of its most
important HR planning activities. The fundamental reason of enlisting is to guarantee a sufficient
pool of applicants from which the foremost qualified people may be selected. Effective selection
is important because adequate number of qualified candidates is required to guarantee that
determination can be successfully accomplished.
Eskayef Pharmaceuticals Limited, one of the leading Bangladeshi pharmaceutical companies that
commit to move forward the quality of human life with a colossal status and brand image all
through Bangladesh over last 25 years. In this study, the detail chain and sequence of activities
pertaining to recruitment and selection of different level of management and non-management
employable candidates has identified through interviewing the HR employees of Eskayef
Pharmaceuticals Limited. Findings show that the case study organization is doing a very good
practice in recruitment and selection process that could help many other employers in Bangladesh
and around the world to get suitable candidate and also helpful for researcher to do more research
on recruitment and selection process.
We have learned about HRM activities and recruitment and choice prepare of Eskayef
Pharmaceuticals Limited which energizes workers for working and making the organization
renowned.
We prepared a report on HR process of Eskayef which is linked with Organization Strategy. I
think, effective staffing policies encourage employees to accomplish task and create a positive
perception toward organization and to achieve organizational objective.
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1.2: Origin of the Report

This report is a requirement of the research for our course which is an important part of the BBA
degree requirement. As the supervisor has advised us to develop a total understanding of the HR
processes of Eskayef Pharmaceuticals Limited (SK+F), this report will be prepared on those
aspects of the HR practices of Eskayef.

1.3 Statement of the Problem

This research examined the causes of employee turnover in Eskayef Pharmaceuticals Limited. The
study utilized data extracted from current employees by questionnaires and data of exit interviews
conducted on exiting employees of the Company, which included the individual reasons given for
leaving the organization.

1.4: Objectives of the Study

Objectives are the focus points of any analysis. Purposes and the targets are the essential to set out
something or achieve a mission. The achievement or disappointment of an investigation generally
depends on how its purposes and objectives are considered. The objectives of this report can be
identified as Primary objective and specific objectives.

1.4.1: Primary Objective

• To identify the Recruitment & Selection policies of Eskayef Pharmaceuticals Limited.
• Evaluate recruitment & selection process of Eskayef Pharmaceuticals Limited to verify the
working environment and its impact on employee’s morale.

1.4.2: Specific Objectives

• To identify factors that are affecting retention of employees of the organization.
• To understand the effect of staff turnover on the performance of the organization.
• To find out the strategies undertaken by SPL for employee retention.
• To suggest some recommendations to reduce the rate of employee turnover in SPL.
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Chapter 2: Literature Review

Human resource management is a strategic approach to managing employment relation which

emphasizes that leveraging people capabilities is critical to gain sustainable competitive
advantage, this being achieved via a distinctive set of integrated employment policies, programs
and practices (J, 2003). The actual capital of the organization is the human abilities to utilize the
human being as a capital. Each organization has too much cash to commence the business but have
not professional bodies to use them at the right pace and at the right time. And HR is strategic
partner of the business which runs with the business and takes the business towards the success
(M, n.d.). The global and competitive market environment has led to new challengers for the
individuals and organization. Without having a well-trained and well-prepared labor force,
businesses drop the ability to compete with national and international rivals, resulting in decreased
economic success (Tomaka, 2001). Human resource managers should understand all kinds of these
issues and should develop suitable strategies in order to help their organization. Human resource
management is vital for the organization to achieve its goals and success. According to Tokesky
and Kornides, to show the importance of HR department to the employees, managers should try to
show the relation between human resource management and organizational success. In turn, HRM
is increasing used to recognize the importance of employees as corporate assets. Employees must
have, therefore, a wide variety of technical and interpersonal workplace skills and competencies
that allow them to work with advanced technologies and function optimally in today’s high
performing organizations (Combs et al., 2006; Fernandez, 2001). The skills, knowledge and the
experience of the employees are economic values for the organization because the employees
enable the organization adaptable and productive. The organizations that run their HR department
successfully have higher level of productivity, higher market value, higher profitability and
meeting the needs of their shareholders, investors, customers, employees and at the end the needs
of the society (Schuler and Jackson). CEOs and managers need to analysis their human resource
strategies and practices if they hope to create and retain a viable workforce. In the manufacturing
sector, Lam and White (1998) present strong evidence that a combination of extensive training and
development programs, above-average compensation and benefits, and effective recruitment
practices positively influence corporate performance. Huselid (1995) demonstrated convincingly
too that human resource management practices known as high-performance workplace practices
(HPWP) (e.g. training, incentive compensation, selectivity all of which are performance
enhancing) are linked to greater productivity and financial performance. Combs et al. (2006) found
a positive correlation between HPWP and both operational (e.g. retention and productivity) and
financial (e.g. accounting or marketing returns) performance.

2.1: Role of HR Department

During the 1990, the HR functions were performed by the line managers in the large organization.
They were responsible for supporting daily people management and act as strategic business
partners range from advisors to line managers. In the organization, the line managers are the main
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bodies who implement the HR strategies and policies and put it into reality. Now almost in all the
big organization, there is a separate department named HR department that performs HR functions.
This department performs a lot of functions like selection of new employees, their training and
learning programs, a system of rewarding them, a system for leaves, retention policies etc. HR
management practices and system have been linked to the increased productivity, higher quality
work, higher level of profitability, and organizational competitiveness (Cascio, 1992; Schulr and
Jackson 1996). Here the competitiveness mean in the global economy is, to take high advantageous
position in the changing market environment (Pfeffer, 1994). For this linked to be accomplished
between the human resource management and organizational success, the role of HR department
should be strategic instead of operational, aligning the HR practices and functions with the
strategic needs of the organization (Pickles et al.,1999). According to the Brewster, (1995), the
mixing of HRM with business strategy is very rare and vital even among the large organizations.
In many organizations, they have problems in transforming the HRM into strategic functions. They
focus on the administrative and clerical tasks leaving the HRM department. In the end, their
managers fail to make changes through the employees in the organization (Down et al. (1997).
According to SHRM-BNA Survey No. 60: the activities or functions of HR department are listed
below-
1. Employment and recruiting
2. Training and development
3. Compensation
4. Benefits
5. Employee services
6. Employee and community relations
7. Personnel records
8. Health and safety
9. Strategic planning
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2.2: Role of Line Managers in HR process

Line managers put HR policies into reality (Nicola, eds; Hutchinson and Wood, 1995; Hall and
Torrington, 1998; Hutchinson and Purcell, 2003; Renwick, 2003). HR managers initiate HR
policies and practices, but it is the line managers that implement them because of their “direct
accountability” over the utilized human resources at workplace (Nicola, eds). Purcell et al (2003)
pointed that line managers own the “largest amount of discretion” in the ways of executing policies
and lead and control over issues during the process. The factors affecting the role of line managers
are their reluctance to carry out assigned HR tasks (Purcell, 2003), and their ability to do the tasks
(Hirsh et al, 2001; Hamel, 1994). As acknowledged by Hamel (1994) that it is difficulty for line
managers to identify the relevant skills of people who comes from other departments, as well as
negotiating transfer’s issues. This requires the training of line managers’ skills in people-oriented
activities, such as interviewing, coaching, providing feedback, and identifying learning and
development needs. Besides, line managers should be given enough guidance from HR managers
on the way to achieve success.

2.3: Challenges for modern HR

Staff the board which is known as human asset the board has adjusted to the changing workplace,
anyway these progressions is as yet occurring and will proceed later on in this manner the
difficulties before the HR chief are:
1. Retention of the employees: A standout amongst the most vital test the HR administrator
faces is maintenance of work constrain. Numerous organizations have a high rate of work
turnover along these lines HR supervisor are required to make some move to lessen the
turnover.
2. Multicultural work force: With the quantity of multi-social organizations are expanding
tasks in various countries. The work drive comprises of individuals from various societies.
Managing every one of the necessities which are diverse the test before the HR
administrator is combination of multicultural work drive.
3. Women in the work force: The quantity of ladies who have joined the work constrain has
radically expanded over a couple of years. Ladies representative's face very surprising
issues. They likewise have duty towards the family. The association needs to consider this
angle moreover. The test before the HR administrator lies in having sex affectability and
in giving a decent workplace to the ladies representatives.
4. Handicapped employees: This area of the populace ordinarily faces a great deal of issues
at work, not much association have occupations and offices exceptionally intended for
incapacitated laborers. Hence the test before the HR supervisor lies in making climate
appropriate for such representatives and urging them to work better.
5. Retrenchment for employees: In various spots associations have diminished the work
constrains as a result of changing monetary conditions, laborers or authorities who are
evacuated face difficult issues. It also prompts a negative air and aura among the delegates.
There is fear and extending scorn against the organization. The test before the HR chief
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lies in executing the preservation game plan without hurting the ideas of the experts,
without culpable the specialist's association and by making elevating aura in the present
agents.
6. Change in demand of government: More often than not government rules continue
evolving. While a great deal of opportunity is given to organizations some strict guidelines
and guidelines have additionally been passed. The legislature has additionally embraced
the disinvestment in specific organizations because of which there is dread among the
workers with respect to their activity. The test before the HR director lies in persuading
workers that their advantage won't be yielded.
7. Initiating the process of change: Changing the strategy for working, changing the
disposition of individuals and changing the recognition and estimations of association
have turned out to be fundamental today. Despite the fact that the organization might need
to transform it is in reality hard to influence the laborers to acknowledge the change. The
test before the HR chief is to influence individuals to acknowledge change.

2.4: Importance of HR practices

HRM ends up critical for business association because of the accompanying reasons.
1. Objective: HRM encourages an organization to accomplish its target every now and then
by making an uplifting frame of mind among specialists. Lessening wastage and making
greatest utilization of assets and so forth.
2. Facilitates professional growth: Because of legitimate HR arrangements representatives
are prepared well and this makes them prepared for future advancements. Their ability can
be used not just in the organization in which they are as of now working yet additionally
in different organizations which the representatives may participate later on.
3. Better relations between union and management: Solid HRM practices can assist the
association with maintaining co-ordinal association with the associations. Patrons begin
understanding that the organization is likewise keen on the laborers and won't conflict with
them along these lines odds of picketing are enormously diminished.
4. Helps an individual to work in a team/group: Compelling HR rehearses train people
cooperation and modification. The people are presently truly agreeable while working in
group hence cooperation improves.
5. Identifies person for the future: Compelling HR rehearses instruct people cooperation and
modification. The people are presently truly agreeable while working in group in this
manner cooperation improves.
6. Allocating the jobs to the right person: In the event that legitimate enlistment and
determination techniques are pursued, the organization will most likely select the
opportune individuals for the correct activity. At the point when this happens the quantity
of individuals leaving the activity will diminish as the will be happy with their activity
prompting decline in labor turnover.
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7. Improves the economy: Successful HR rehearses lead to higher benefits and better
execution by organizations because of this the organization accomplishes an opportunity
to go into new business and begin new wandered hence mechanical advancement
increments and the economy improves.
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Chapter 3: Research Methodology

Every human being must face many problems; social, economic, political, technical etc. These
problems in life call for acceptable and effective solutions and for this purpose research is required
and methodology applied for the solutions can be found out. Research was carried out at SK+F to
find out the HR practices there.
3.1 Data Sources
To conduct this research, we needed some data which is related to this research from Eskayef
Pharmaceuticals Limited. Eskayef maintains a specific code of conduct for their HR department
which is very rich and unique. So, some data are very confidential. But we collected data from
some valuable sources and reliable sources. The sources are Eskayef annual reports, magazines,
papers, and employee of this organization.
3.2 Data Collection Method
Information and data collected for the purpose of writing this research paper were collected from
both primary and secondary sources. All the data were collected as objectively as possible
especially since the subject matter under research is one where subjectivity is itself a determining
factor and may induce a bias in our analysis and findings.
• Primary Method
• Secondary Method
3.3.1 Primary Method
The primary data has all been collected from the answers given by the manager we interviewed.
First, we made some questions and asked him over phone through interview. The purpose for this
was primarily to gain a better insight to the situational factors regarding HR practices of the
company. Mostly the questions and conversations carried out in these interviews were related with
their works. Each interview was monitored carefully, use of voice recorders and multiple questions
with high variances were utilized to achieve maximum amount gain in information and ideas
especially from their perspectives. Information collected from this interview was also used as a
source that we could compare our questionnaire with.
3.3.2 Secondary Method
We browsed the internet for as much information we could get. From internet we got the
background, annual reports, magazines, chain of command, job requirements etc. information of
the company.
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Chapter 4: Company Overview

4.1: Company Profile

Eskayef Bangladesh Limited, the world-class healthcare solution provider, is one of the leading
and fastest growing pharmaceutical company of Bangladesh, which is engaged in the manufacture
and marketing of a wide range of therapeutic drugs, bulk pellets and animal health and nutrition
products with annual sales surpassing 60 million US dollars.
With qualified, trained and skilled professionals on its staff and its unswerving standards of quality
control, the company has distinguished itself as one of the most respected names in the
pharmaceutical industry. Eskayef’s manufacturing facility has transcended the frontiers after the
accreditation of UK MHRA (United Kingdom Medicines and Healthcare products Regulatory
Agency). The dedicated cephalosporin plant of Eskayef Bangladesh Limited is the top-class state-
of-the-art manufacturing facility in Bangladesh Pharmaceutical industry.
Eskayef is growing more global since 2005 and exporting bulk pellets and finished products in
Asia, Africa, and Central America and in the process of exporting in the European countries. The
company is also tied up with the world leader in eye care solution Allergan Inc. Ireland.

4.2: Company History

The history of Eskayef traces back to 1979, when the company was incorporated in Bangladesh as
a subsidiary of the world-renowned multinational pharmaceutical company SmithKline & French
(SK&F), USA.
In 1990, SmithKline & French’s Bangladesh operation was acquired by Transcom Group in the
wake of the merger between SmithKline & French, USA and Beecham, UK. That was the first
instance of taking over of any multinational company by a Bangladeshi entity. After the
acquisition, the new company was named Eskayef Bangladesh Limited.
As Eskayef continued to increase its presence in the international arena, it was the time to project
Eskayef as a figure not only confined to Bangladesh but also in the global pharmaceutical world.
This led to the company emerging as Eskayef Pharmaceuticals Limited.
Eskayef Pharmaceuticals Ltd. was established on a bedrock of ethical values, a foundation created
by the vision of our Chairman, Mr. Latifur Rahman. As Eskayef continues on its journey reaching
greater heights of success, we hold true to our intrinsic values of both business excellence as well
as our Chairman's values of responsible practices. Mr. Latifur Rahman was honored with the Oslo
Business for Peace Award in 2012 for his outstanding contribution to the area of ethical business.
Mr. Latifur Rahman's commitment to these ideals of integrity has not only made us proud, but also
brought pride to our country. His deeply rooted values of ethical business have been given a
worldwide recognition. With our actions molded by the Chairman's vision of consistent long-term
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success, manufacturing products with global quality standards, and our unwavering commitment
to ethical business practices, we at Eskayef continue to march forward.
The chairman of Transcom group planted a seed of dream in 1885. As the years went by the seed
began to grow and soon turned into a full-grown tree with its leaves branching out in innumerable
ventures. The company which started its business in the jute and tea sectors gradually diversified
its operations into:

• Health care sector

• Household electronic products
• Beverage
• Print media
• Restaurant franchise
• Software, and
• Distribution Channel
Today, TRANSCOM is one of the leading conglomerate companies of the country. The dream has
turned into reality by the pragmatic vision of Mr. Latifur Rahman, the Chairman of TRANSCOM
GROUP and Eskayef Bangladesh Limited and the company proudly stands symbolizing the epic
tree of the seed that was planted 120 years ago.
Continuing its journey towards diversification, TRANSCOM entered the health care sector and
acquired ownership of the world-renowned multinational pharmaceutical company SmithKline &
French in the wake of the merger between SmithKline & French, USA and Beecham, UK in 1990.
After the acquisition, the new company was styled – Eskayef Bangladesh Ltd and that has
subsequently culminated under the bold and dynamic leadership of Mr. A M Faruque, the driving
force and the Managing Director of Eskayef Bangladesh Limited.

4.3: Vision
To lead the national pharmaceutical market, to be recognized as a multinational conglomerate from
Bangladesh and stand out as a model of efficiency & trust to our collaborators, consumers, health
care professionals & society.

4.4: Mission
To manufacture & supply products with quality and excellency & to contribute to improve the
population’s health & well-being.
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4.5: Chain of Command

Managing
Director

Finance Commer Director Communic Medical Site

Director & cial Human ation affairs Director
Company Director Resources Managers Managers
Secretary

Finance National HR
Sales Developme Risk
Manager re
Manager nt Manager Compliance
Manager

Deputy Manager
Marketing
Company HR service
Manager
Secretary

Management
Product Training
Reporting
Manager
Manager manager

IT Manager Product Manager

Executives Admin

Internal
Audit
Manager
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4.6: Locations, Branches and Units of Eskayef

Eskayef is a Pharmaceuticals company, the main headquarter of Eskayef Pharmaceuticals Limited
locates at A/31 Rd 53, Gulshan, Dhaka 1212. It has three branches in Dhaka other two branches
locate at Mirpur and Tongi. Moreover, Eskayef is a pharmaceuticals company it only produces
medicines and vaccines.

4.7: Departments

Departments

Pharmacy Department IT Department

Engineering Department Veterinary Department

Chemistry and Biochemistry

Department Microbiology Department

Financial Department
Doctors Aqua Specialist

The driving force behind the success of Eskayef Bangladesh limited is the PEOPLE.
211 Pharmacists 58 Engineers 27 Chemists & Biochemists 14 Financial Experts 14 IT Specialists
11 Veterinary Doctors 9 Medical Doctors 6 Microbiologists 3 Aqua Specialists form one company
called Eskayef Pharmaceutical Limited.
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Chapter 5: Recruitment & Selection Process

5.1: Employee Recruitment & Selection Process

Recruitment
Recruitment refers to the overall process of attracting, selecting and appointing suitable candidates
to a one or more jobs within an organization, either permanent or temporary. The term may
sometimes be defined as incorporating activities which take place ahead of attracting people, such
as defining the job requirements and person specification, as well as after the individual has joined
the organization, such as induction and on boarding. Depending on the size and practices of the
organization, recruitment may be undertaken inhouse by managers, human resource generalists
and recruitment specialists. Alternatively, parts of the process may be undertaken by public-sector
employment agencies, commercial recruitment agencies, or specialist search consultancies. The
use of internet-based services and computer technologies to support all aspects of recruitment
activity and processes has become widespread and has revolutionized recruitment activities
ranging from recruitment agencies sourcing candidates through online job boards and social media,
or human resource professionals using assessment or job simulation programs as part of the
selection process.

Selection
The process of interviewing and evaluating candidates for a specific job and selecting an individual
for employment based on certain criteria. Employee selection can range from a very simple process
to a very complicated process depending on the firm hiring and the position. Certain employment
laws such as anti-discrimination laws must be obeyed during employee selection.

Job Analysis
A job analysis is a systematic exploration of the activities within a job. This is used to define the
duties responsibilities and accountabilities of a job. Eskayef has a systematic job analysis, which
consists of job specification, job description and job evaluation. Recruitment process ideally
begins with the analysis of job description and person specification for that job. A job description
and analysis of person specification provide the foundation for stipulating the job title and salary
scale of the position.

Job Specification
Job specification defines the education, training, experience, skills and competencies required by
the jobholder. The job specification is vital, because the key part of the job specification,
established at the beginning, is used in structured selection interview. HR department with the help
of the concerned department mainly prepares the job specification.
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Job Description
Job description is the basis of Eskayef’s recruitment, selection, placement, performance appraisal,
salary administration, promotion, training and other personnel actions for its employees. Eskayef
has structured job description, which includes the job title, the duties to be performed, the authority
and responsibilities of the jobholder. For example the duties of the personnel manager (Human
Resource) are looking after recruiting, joining of the new employees, management of leave,
management of local and overseas training of the employees, promotion, transfer, assist in
processing in executive hospitalization and house furnishing benefit and also in processing foreign
travel and performs related tasks and works under the Director of HR.
Job description is prepared by respective Head of the HR with the help of concerned department
and it is kept with HR. In case there is any change in the duties and responsibilities, then job
description must be revised. A copy of the latest job description is kept in employee’s personal
file. The line manager and the HR department ensure that each employee has an appropriate and
updated job description stating dearly the context, purpose, duties & responsibilities of the
employees and person specification. A copy of the job description is provided to the employee
when he/she is appointed, promoted, newly assigned or when deemed necessary.
After assessing the need of an additional employee in a particular department if the functions in
that vacant position can be successfully performed by co-worker in the same department or other
department then he/she is upgraded in the job scale, no recruitment of new personnel is done .In
other cases concerned department send a letter in the form of memo with job specification and
analysis. The position is defined, justified and authorized. He/she has to present a job specification
for that certain position along with the range of period with which the recruitment is done. In other
cases, a letter in the form of memorandum is to be sent to the HR by the concerned department
specifying the job description and job specification. The position is defined, justified and
authorized.

Job Evaluation
The compensation package of Eskayef is based on the job evaluation. At the time of establishment
analyzing all the characteristics of every post the compensation package has been developed. In
this process the job with common demands in terms of skill, education other personal
characteristics are placed in the common compensation Group according to the service rule of
Eskayef.

Recruitment Sources
An effective recruitment always starts with the correct selection of sources of human resources. A
recruited employee who has not the right skill cannot perform effectively. As a result, an overall
performance level Is sure to deteriorate which has significant effect on the company performance.
Therefore, Eskayef has been on continuous search of effective recruitment sources.
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SOME OF THE RECRUITING SOURCES USED BY ESKAYEF ARE DISCUSSED BELOW:

INTERNAL SOURCES
It is the Eskayef’s policy to give preference to appoint internal candidates provided that the
employee is suitably qualified for the vacant or new position and also meet the existing and future
requirements. Appointments may be made by the way of promotion, up gradation or transfer with
the approval of the authority. Promoting internal employees on the basis of succession planning
may also be looked into “Any change of job will not compromise on Eskayef’s commitment to the
need for professional competence and standards for excellence”. As a usual procedure, job
vacancies in Eskayef have to be advertised through internal notices to the concerned offices.
Sometimes they are called for interview that applied for any position previously and failed to pass
the final selection, but he was a competitive applicant and if the quality of a person matches with
the requirement mentioned in the position description. These applications are stored in the data
bank and consulted.
EXTERNAL SOURCES
Website
Modern information technology such as web site http://www.bdjob.com has also been utilized for
advertising job vacancy for different positions. Since Eskayef is one of the most attractive
employer of the country which uses an elaborate search of talent through website. Before
introduction of talent search program Eskayef used advertisement in newspaper heavily but now
Eskayef can reach to the potential employees through website.
Newspaper advertisement
Vacancy announced is circulated by publishing advertisement in the national newspapers, if there
is no existing manpower to place the selected person in the new post. The newspapers that are
widely circulated are chosen for publishing advertisement, one in English and one in Bangla.
Advertisements to be published in the national dailies are attractive. It includes the position, nature
of appointment, location, major areas of responsibility, terms & conditions age limit, minimum
education level, work experience, job requirements, special requirements and the deadline of the
application to be sent. The concerned department sends a job description to HR with manpower
requisition letter in a form of memorandum. HR drafts the advertisement based on job
specifications of the position and send the same to manager for their inputs, if any and confirmation
of the advertisement. HR is responsible for designing and layouts of any recruitment advertisement
before sending to advertising and sales promotion section then they send it to ad agency for
publishing in the newspaper. It always keeps the Identity concealed in the ads, mentioning GPO
BOX number only. The purpose of concealed identity is to avoid the unwanted pressure of the
employment.
Employee referrals
Employees of the company may refer prospective job seekers to HR Department. There are
professional and technical jobs, which are frequently harder to fill. Employees of Eskayef may
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refer prospective job seekers. It especially occurs at staff level or for the shop manager post who
deals with hard cash. So that in future if anything wrong happens, the company could charge the
employee who referred the shop manager.
Walk-ins and Write-ins
Often job seekers arrive at Eskayef in search of a job and drop their curriculum resume for suitable
position. Write-ins are those who send their curriculum resume by post. Their relevant information
may be kept in a file for any suitable position in future. Based on their suitability; they may be
called for interview against any vacant position.
Senior executive search
This one is a unique case when people with special expertise are searched. In this case, candidate
already employed in other organization is attracted to switch the organization. This has a relatively
low rate of success, because the targeted candidate may not consider the change in job.

Selection Process
Selection process involves screening and appraising the applicants in a systematic manner. Those
who are found not suitable for the jobs are excluded from selection tests. During selection, Eskayef
focuses on performance-related issues whether the applicant can fulfill the job requirement and
can do the job. The company uses the multiple cutoff techniques including series of screening
devices.
Usually the recruiting and selection process in Eskayef is done in two ways depending on the
nature of the job of the vacant position. Therefore, the recruiting process of Eskayef can be
classified into 2 types:
• One type require written test.
• Other type don’t require written test, only 2/3 interview after short listing based on
advertisement.
Usually entry level management (product officer, public relation officer), credit inspector, shop
trainee manager, secretary etc. requires written test. Mid-level or senior level and graded staff
don’t require written test.

5.2: Types of Recruitment

SK+F recruits and selects its different category employees in different ways. It has divided its total
employees from two angles for recruitment and selection purpose -
(1) Management
(2) Non- Management.
From the viewpoint of management, the employees are divided (1.1) entry-level (1.2) mid-level
(1.3) top-level. From the viewpoint of non-management, the employees are divided into (2.1)
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skilled (2.2) semiskilled and (2.3) unskilled category. These three categories are divided into a.
temporary and b. casual worker.

Management employees
For entry-level employee: Recruitment and selection process SK+F follows the following steps.
A) Manpower Planning: Manpower planning is the system of matching the supply of people
internally and externally with the openings. Manpower planning must be a part of the company's
overall plan. All functional heads will make their manpower planning based on 3 years forecast
taking into consideration of the present strength; replacement in case of retirement and additional
requirements should be reflected in the 3 years forecast, manpower planning duly approved by the
managing director.
B) Raising Recruitment Requisition: Recruitment requisition should be raised by the concerned
departmental head in the prescribed recruitment requisition form with required information and
forward it to HR department. HR department will complete its part and return it to the concern
department so that they can submit it to the managing director for approval. Recruitment
requisition for "Replacement" should also be raised with sufficient justifications for replacement
in the prescribed form.
C) Role Template: The foundation for a successful new appointment begins with a role template
and analysis of person specification for that job. A role template and analysis of person
specification provides the foundation for stipulating the job title and salary scale of the position.
Person specification defines the education, training, experience, and competencies required by the
job holder.
Role template is the basis of SK+F recruitment, selection and placement, training, performance
appraisal, salary administration, promotion and other personnel actions for its employee. The
appointing authority and the line manager shall ensure that each employee has an appropriate and
up dated role template stating clearly the key accountabilities/ responsibilities, job specification,
skills and competencies and key dimensions of the job. Role template will be prepared and
provided to the employee when he/she is appointed, promoted, newly assigned or when deemed
necessary.
D) Recruitment Sources: SK+F gives preference both on internal and external source to appoint
candidates provided that the person is suitably qualified for the vacant or new position and also
meet the existing and future requirements. In case of internal source appointments may be made
by the way of promotion, upgrading or transfer with the approval of the managing director and in
this case job vacancies in SK+F will be advertised through internal notices. Promoting internal
employees on the basis of succession planning may also be looked into. Whenever job vacancies
are required to be circulated outside, it will be circulated by publishing advertisement in national
newspapers. The newspapers that are widely circulated will be chosen for publishing
advertisement. Depending on circumstances, professional/employment agencies may be chosen to
hire employees on behalf of the company.
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E) Application Receiving: HR department collects job applications against each vacancy

announcement. There should have a minimum time period for application receiving. The period
should normally be around ten (10) days.
F) Screening of SK+F Employees: The standard screening process for employees must be based
on the following minimum requirements, An identity check, verification of education
qualifications or other skills claimed (particularly where the qualification or skill is an entry
requirement for the job), indication of a prospective employee's suitability for employment with
SK+F from a minimum of two references from previous employers, one of which will be the
current/most recent employer, verification of dates of employment claimed, verification of
pertinent licenses, certifications and operating documents that may be required by law. This is to
include a check of motor vehicle licenses where driving is a contractual requirement of the job
(e.g. sales field force).
G) Short Listing: Selection process involves screening and appraising the applicants and rejecting
those who are unsuitable for the jobs to be filled. Short listing is done in the light of job
specifications of a job. Before short listing of candidates for tests, job criteria are set by HR and
line manager. Short listing will be done by evaluating educational qualification whether the
candidate has the required educational qualification, relevant job experience and skills-how
required skills-how far candidate's most recent job experiences and skills match the job
requirements of the position in question. For one position the number of candidates for written test
should not be more than ten and the number of candidate in the oral test should not be more than
five or as decided by the management.
H) Tests and Interview: After short listing, appropriate tests such as written tests, oral tests and
then presentation (not applicable for sales field force employees) will be arranged to assess
candidate's suitability for the position, HR and concerned department will jointly organize the
tests. Sometimes all these tests i.e. written tests, oral tests and then presentation are taken in a
daylong session.
I) Medical Examination: The medical examination is conducted once preliminary decision for
recruitment is made but the employment offer has not yet given. The purpose for a medical
examination is to obtain information on the health status of the applicant being considered for
employment and to determine whether the applicant is physically and mentally capable of
performing the job. The cost of medical examination is borne by the company.
J) Reference Check: Once a preliminary selection decision is made, SK+F verify certain
information as provided in the job application such as work experience, last employment status
etc. The purpose of reference check is to obtain factual information confidentially about a
prospective employee.
K) Appointment Letter: On satisfactory result of medical check-up, the HR department will seek
approval from the managing director for the appointment of management staff. The appointment
authority of SK+F Bangladesh will issue an appointment letter to the selected candidate. The
appointment letter must include job title, grade and salary, nature of appointment (applicable for
contract employee), place of posting, name of section or department, effective date of appointment,
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probationary period, conditions of confirmation and notice period, ending date of employment
(applicable for contract employee), benefits entitled for the position. For mid-level employees: it
is almost similar to entry-level employee but the difference is that sometimes SK+F doesn’t take
any written test or presentation for mid level employees. In this level experience and market
reputation of candidate is prioritized.
For top-level employees: SK+F also use 2 sources, internal source and external source.
Internal source: For internal recruitment SK+F focuses on talent review or succession planning.
Succession planning is a process through which the top-level vacancies are filled up. I.e. executive
employees are placed rightly in the right time. The process also ensures that organizational changes
are anticipated and successors identified.
External source: In case of external recruitment, process starts with analyzing market reputation.
Market reputation indicates the employees’ performance recognition for a particular position in
the market. After analyzing market reputation the interview of that employee is conducted and
experience is checked. Interview is taken by the managing director or the zonal head. Then
reference is checked. SK+F verify certain information as provided in the job application such as
work experience, last employment status etc. If everything is satisfactory then appointment letter
is issued.

Non-management employees
Recruitment process for non-management employee in SK+F is categorized in skilled, semiskilled,
and non skilled category. All these three are divided into temporary and casual workers that has
already mentioned.
Recruitment Process of Temporary Worker
Any department requiring engagement of temporary workers may raise the requisition for such
engagement with proper justifications to the HR department. After verification, HR department
return the requisition form to the concerned department with its comments for onward submission
to the managing director for his approval. On receipt of the approval, HR department will process
the selection process.
Engagement Process of Casual Workers
On receipt of the approved, HR department will arrange engagement of casual worker as per
requirement.
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Chapter 6: Compensation in ESKAYEF

Eskayef Bangladesh Limited, one of the leading Bangladeshi pharmaceutical companies that
commit to improve the quality of human life with an immense status and brand image all through
Bangladesh over last 25 years. In this study we have discussed the detail chain and sequence of
activities pertaining to recruitment and selection of different level has identified through
interviewing the HR employees of Eskayef Bangladesh Limited. Findings show that the case study
organization is doing a very good practice in recruitment and selection process that could help
many other employers in Bangladesh and around the world to get suitable candidate and also
helpful for researcher to do more research on recruitment and selection process.

Eskayef Pharmaceutical Ltd. strives for top quality health care products at the least cost reaching
the lowest rungs of the economic class of people in the country to value the social obligations
while ensuring best compensation for all the employees who constitute the back-bone of the
management and operational strength of the company through a pay-package composing
salary/wages, allowances, bonuses, profit participation, leave salary and superannuation &
retirement benefits. It strives for the protection of shareholder’s capital as well as ensures higher
return and growth of those assets by working for the best co-operation of the creditors & debtors
the banks & financial Institutions who provide financial support when we need them, the suppliers
of raw materials & suppliers who offer them at the best prices at the opportune moments, the
providers of utilities power, gas & water etc. and the customers who buy our products & services
by redeeming their claim in time by making prompt payment and by distributing proper product
on due dates to our customers. Eskayef strives for practicing good-governance through payment
of due taxes, duties and claims by various public agencies such as municipalities, holding AGM
in time, distribution of dividends and other benefits to shareholders, reporting/dissemination of
price sensitive information, acquisition of shares by insiders, recruitment & promotion of staff,
procurement & supplies, sale of assets etc. all that directly and indirectly affect the interest of
concerned groups - the shareholders, the creditors, suppliers, employees, government and the
public in general. For the achievement of millennium development goals “Eskayef Pharmaceutical
Ltd.” strives for equality between sexes, races and religions without any discriminatory treatment
to ensure a works environment free from pollution and poisoning. Eskayef Pharmaceuticals Ltd
has an attractive compensation packages for top and middle level employees. Only the top-level
management staffs get a better facilities and compensation but for the lower level employees they
do not meet standards. So lower level employees cannot experience a peace of mind which leads
to decreased productivity, dissatisfaction and also increase the turnover rate. They will not feel a
sense of pride in their employment as they are dissatisfied with the payment they receive.
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Compensations and Rewards Provided by Eskayef Pharmaceutical Ltd.

• Pay strategy: Here the company analysis the competitors salary structure and compare it
with their company, then decides its own salary. So, we can say that they follow
comparable pay strategy.
• Consider Length of Service: To give promotion they consider length of service. So, there
are no discrimination occurring.
• Performance Evaluation: There have maintained performance evaluation sheet. Also
follow quantitative and qualitative base system there are no biasness comes out.
• Follow CPI Rate: They follow the country CPI rate and adjust it when it is change So there
is no gap in salary structure.
• Performance appraisal: The Company has performance appraisal system and it occurs
once in a year. The company used this as an employee motivational tool.
• Merit pay: Merit pay is a long-term incentive program designed for employee. Company
provides it based on aggregate performance evaluation. Eskayef Pharmaceuticals Company
provides merit pay to their employee.
• Job security: It is a security of employee life. Eskayef pharmaceuticals provide job
confirmation, provident fund, gratuity, job status as a job security which is very important.
• Training opportunity: Eskayef pharmaceutical provides training for sales team in
marketing department, for new employees, head office training for professional department
and in-house training for sharing information.
• Short term incentives: Company provides this incentive in monthly basis and for this they
consider the company capabilities and return on capital. It is a variable payment. They
provide it only for sales employee if they can minimize the company cost.
• Decision Making: Eskayef Pharmaceutical involves their employee on an important
decision making. They give priority to the employees in decision making. So, they have
maintained a good relationship among them.
• Sick Leave Facility: Eskayef Pharmaceutical provide sick leave for casual 10 days and for
earn leave 8 days.
• Motivate the Employee: To motivate the employee they involve their employee in decision
making so they feel highly satisfy, giving laptop. Provide free ticket to enjoy live BPL
matches etc.

Others benefits:

• Job sharing facility: It means share the job as a team and divide the task among every
member. Eskayef pharmaceutical has job sharing facility.
• Maternity leave: as every company should have this type of leave, Eskayef has also
provides this facility and it is for six months.
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• Emergency medical facility: As it is a pharmaceutical company, so risk is there and for

this they arrange emergency medical program for every employee.
• Providing medicine: The Company provides medicine for the employees according to
company rate and it is very beneficial for them.
• Professional counseling: Eskayef Company has professional counseling system, but it is
only for marketing department and they do it in every month.
• Disability income protection: If any employee of that organization becomes disabling
because of work then the company gives compensation to that employee as income
protection.

Benefits for blue collar employee

• Training: Eskayef Group provides training to their workers. Like how to operate machine,
how to package the product etc.
• Safety Benefits: Workers get safety benefits from the company. Like-Eye protecting Glass,
hand gloves, apron etc.
• Performance Appraisal: Workers get appraisal once in a year, which improve their
performance.
• Short-term incentives: If workers give better performance, short-term incentives are given
to them.
• Gender Discrimination: Here, workers do not face any gender discrimination. Also,
workers do not face any discrimination pay policy.
• Maternity Leave: They provide maternity leave facility.
• Emergency Medical facility: If any workers become injured on working time the company
has an Emergency Medical Facility.
• Disability Income Protection: if any workers become disable than company give them
particular portion of money.
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Chapter 7: Training and Development practices in

ESKAYEF

Training is a learning experience that seeks a relatively permanent change in an individual to

improve the ability to perform the job. Training is mainly present-day oriented, and it focuses on
individuals’ current jobs, enhancing those specific skills and abilities to immediately perform their
jobs. It is a hallmark of good management. Having high potential employees does not guarantee
they will succeed. Instead, they must know what the organization want them to do and how. If they
do not, they will do the jobs their way and do nothing productive at all. Good training is vital. To
achieve any company’ objectives, qualified personnel are needed to be ensured at all level in an
organization.

PURPOSES
1. Increase the effectiveness of the employee
2. Make individual employee more efficient in his/her work
3. Bring consistency in job execution
4. Help the employees in their career development. In other words, it paves the path of
individual growth
5. Increase overall organizational effectiveness

SCOPE
This Specification provides guideline for training program at ESKAYEF focusing on the following
areas:
1. Process for Training Requisition
2. Training Resources
3. Types of Training
4. Training Method
5. Training Evaluation and Certification
6. Training Document Management

TRAINING PROCESS
➢ Training Need Identification and Training Plan
Each department identifies their minimum and maximum number of trained personnel needed for
various levels of certificate. This number may vary time to time depending on the production
volume and the required headcount of the area. Department identifies the training gaps based on
their current certification status and the required number of certified personnel needed to
effectively run the area.
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Objective of the Training Plan has two folds –

1. To ensure training program is implemented in all the units under BTD as and when
required.
2. To optimize the utilization of training resources which in turn reduces costs and increases
operational efficiency.

➢ Training Requisition
Once a new Worker is recruited a training need is identified by the department and a Training
Requisition Form, is signed by the Department Head is to be filled out and forwarded to the
Training Department within 15 days of his joining date. Requester specifies the tentative training
start date and the trainer to be appointed for the training though it all depends on the trainer
availability. A Trainee cannot be the requester of the training.

TRAINING RESOURCE
➢ Trainers
ESKAYEF utilizes mainly peer trainers as the training resource. However, in some technical areas
like Quality Assurance or Maintenance, executive trainers are utilized. The Trainers are the
identified training experts within the area who are knowledgeable, skilled and are trained as a
trainer through a ‘Train the Trainers’ workshop. Basic understanding of human psychology and
relevant communication methods are taught in this workshop. They follow specific methods of
training required to train the trainee considering their learning styles. After successful completion
of the trainer’s workshop, peer trainers are awarded with certificate which in turn authorizes them
to train the trainees. Training is to be conducted one on one meaning one trainer trains only one
trainee at a time. Though if needed, dual training (2 trainees with 1 trainer) might be conducted or
any other exception should be done upon approval of the department In-Charge and the head of
the training department.
➢ Training Materials
The company primarily depends on “On the Job Training” to develop skills for their manpower.
To facilitate this training process each area of training follows a training task checklist (TTCL).
Specifications are also used as supporting document to train a trainee since it is considered to be
the Standard Operating Procedure (SOP) that must be followed to do the job. Training materials
may vary from area to area depending on their training process. Each department or area of training
may identify their training process and specify on the TTCL. Additional materials used for training
might be as following:
1. Training Videos
2. Written or Verbal test materials
3. Process Technology Handbook
4. Equipment Manual
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➢ Training Class
Beside on job training, relevant theoretical knowledge is provided through classroom sessions.
These sessions actually stimulate the technical knowledge learned during the on-job training.
Training department arranges rooms for these class sessions required for on job training according
to the shifts and nature of the training needed.

TYPES OF TRAINING AND CERTIFICATION

The company has standardized their Training & Certification types or levels in order to maintain
consistency yet being flexible to the specific needs of the departments or the areas of training. One
of the types of Training & Certification process has been identified by the organization is full
certification provided by the operation, maintenance and quality control department. Another one
is conditional certification. In order to bring flexibility to accelerate manpower utilization and to
provide time to develop proficiency, a Conditional Certificate may be given for a particular level
of certification if it is determined by the individual department and mentioned on the Training
Task Checklist (TTCL). This means that an individual can be certified to do a particular job, which
is part of a complete Certification (Level 1/2/3) and specified on the TTCL as a cluster of skills.

TRAINING METHOD
➢ Job Skills Training
The following steps are followed to train an individual at different units under the company
1. Safety Tour and Guidelines
The trainee is given a tour of his/her primary work area. Trainer shows all the hazards associated
with the area such as fire, thermal, mechanical, and electrical hazards. He/ she is given tips on
what to do in case of an emergency. Trainer must review the Health & Safety manual for BTD
(Document No. 10-202) with the trainee. Apart from this, each trainee must be informed about the
dress code and code of conduct of BTD in general.
2. Factory Overview and Tour
The trainee is given a brief overview of the factory specifying when it was built, current production
capability and its management structure. Trainer then introduces the trainee with the key
individuals that s/he will be interfacing to conduct the job. A factory tour is given showing different
departments, offices, and production areas.
3. Job Knowledge Transfer
At this stage, the trainer and the trainee prepare themselves to focus on the specific job skills that
should be acquired by the trainee. To ensure that this happens, trainer does the following:
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➢ Reviews all related area specifications with the trainee.

➢ Explains the job thoroughly.
➢ Transfers all theories that are required to do the job.
➢ Provides any job aides, drawings or any other materials available.
➢ Checks understanding to ensure knowledge is transferred.
Trainer has the option to do the following:
➢ Let the trainee go through any available classes associated with the job.
➢ Review of related manuals and technical resources.

4. Job Observations
Next the trainer selects tasks from the Training Task Checklist (primarily one task at a time for
effectiveness) and performs the job while the trainee observes. Trainer demonstrates each steps of
the task and explains thoroughly to the trainee. Trainer may demonstrate the same task more than
once depending on the trainee’s learning ability.

5. Skills Practice
Once trainer feels that the trainee has grasped the knowledge and is able to perform the job, then
trainer allows the trainee to perform the same task under his/her (trainer’s) guidance. Trainer must
take full responsibility for the task that the trainee is performing. The number of times trainee
practices a skill under observation depends on the trainer’s discretion.

6. Proficiency
Developing proficiency to perform a task or a job depends on the nature of the job/task and on the
ability of the person’s adeptness. Once the trainee feels comfortable performing a task and also
when the trainer has the confidence on the trainee’s ability to perform the task without any mistake,
trainee signs on the Training Progress Report (TPR). This does not mean that the trainee is certified
to perform the task independently without the guidance of the trainer. Each area or department
may wish to define proficiency period on their TTCL for each task, but the ultimate decision lies
on the trainer’s judgment based on the trainee’s confidence and comfort level for performing the
tasks.

TRAINING MONITORING AND FOLLOW-UP

• Peer Trainer
Assigned peer trainer is the primary person responsible for monitoring the progress of the training.
The trainer is to submit a progress report to the Training Coordinator and to the section head every
week or as it is agreed by the Training Department and the Section head prior to the training. Any
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issues regarding the trainee or the training must be communicated to the Training Coordinator
promptly for quick resolution. Besides this to ensure task by task monitoring, trainee uses a
Training Progress Report (TPR) Form, which includes all the levels and tasks. Peer Trainer’s
responsibility is to collect signature of trainees for each of the task after successful transfer of
knowledge related to a particular task. Peer Trainer bears the ultimate responsibility for the training
performance.

• Training Program Coordinator

Training program coordinator maintains good communication with the Peer Trainer and follows
up with the training progress. Training coordinator ensures all barriers are removed in order to
create an environment for effective training. TPC is responsible for upward communication
ensuring stakeholders are well informed of the factory Training and Certification status.

• Training Evaluation & Development Coordinator

Training Evaluation & Development Coordinators (TEDC) are responsible for monitoring the
training progress, evaluation, accepting feedback for any training or training related
improvements, development of training resources etc.

TRAINING EVALUATION AND CERTIFICATION

• Evaluation Process
When training is complete, Peer Trainer informs Training Evaluation & Development Coordinator
(TEDC). For wrapping up the training, the TEDC sets up a meeting with the Trainee and the
Trainer with prior approval of the Section Head. During this meeting the trainee is evaluated based
on the criteria stated on the training evaluation form. After evaluation, the team recommends either
to continue training or authorizes to certify the trainee.

• Certification
Once the evaluation team recommends issuing a certificate or a conditional certificate, TEDC
documents training information on Training Department’s file. Training history including peer
trainer’s name, training period, and tasks on the TPR that had been signed are entered into the
training database. After completion of all documentation, training program coordinator issues a
certificate or documents to support conditional certificate.
The following is done by the TPC for full certification:
➢ Updates Training Department’s documents.
➢ A certificate is issued to the Section Head for department filing.
➢ Trainee is notified of the effective certification date.
Training program coordinator does the following for conditional certification:
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➢ Updates Training Department’s document.

➢ Issues a document to the Area In-Charge to support Conditional Certification.
➢ Informs the Trainee on the Conditional Certification and the specific task/ tasks that the
trainee is certified to perform.
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Chapter 8: Summary of Findings

From our study, we have few findings. Eskayef follows two types of recruitment sources, internal
and external sources. As internal sources, they recruit anyone from their already existing employee
suitable for the post. As their external sources, they use websites, newspaper advertisement,
employee referrals, walk-ins and write-ins, and senior executive search. Selection process is also
two types in Eskayef, those are written test and 2 or 3 interviews after short listing based on the
advertisements. There are two types of recruitment. That is management and mom-management
recruitment. In management recruitment, for entry-level employees few steps of recruitment and
selection are followed, those are, manpower planning, raising recruitment requisition, role
template, recruitment sources, application receiving, screening of SK+F employees, short listing,
tests and interviews, medical examination, reference check, and appointment letter. In
management recruitment, for top level employees, Eskayef also uses two sources; internal and
external sources. Recruitment process for non-management employee in SK+F is categorized in
skilled, semiskilled, and non-skilled category. All these three are divided into temporary and casual
workers. As compensation and reward Eskayef Pharmaceuticals Limited have pay strategy,
considers length of service, does performance evaluation, follow CPI rate, gives performance
appraisals, have merit pays, have job security, training opportunity, short term incentives,
involvement in decision making, have sick leave facility and motivate the employees. There are
other benefits for all the employees; job sharing facility, maternity leave, emergency medical
facility, providing medicine, professional counseling and disability income protection. There are
few benefits for blue collar employees; training, safety benefits, performance appraisals, short term
incentives, no gender discrimination, maternity leave, emergency medical faculty, and disability
income protection. There are several purposes and scopes of training and development programs
of Eskayef. These scopes are training process, training response, types of training, training
methods, training evaluation and certification, and lastly training document management. Training
needs identification and training plan. After recruiting a Training Requisition Form is signed by
the Department Head. Trainers, training materials and training classes are the training resource.
Two types of certification; full certification provided by the operation, maintenance, and quality
control department, conditional certification, are given to the trainees. Job skills training is used
as Eskayef’s training method. In this method there are several steps: Safety tour and guidelines,
factory overview and tour, job knowledge transfer, job observations, skills practice and
proficiency. Peer trainer, training program coordinator and training evaluation & development
coordinator are responsible for training monitoring and follow up. After the training is completed,
evaluation is done and based on that certificate is given to the employees of Eskayef.
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Chapter 9: Conclusion and Recommendation

9.1: Conclusion
Eskayef is a very big organization in Bangladesh. This organization is also very important and
influential in the industry. Human resource department is a basic part of business now a days. So,
to run a business this department has a lot of activities to do. Eskayef’s HR department is the
department from where the organization is actually monitored and controlled over time. In
Bangladesh Eskayef is operating since 1990 and have grown significantly. So, after all the details
it is clear that to run an organization effectively and efficiently it must have to do some HR jobs.
Because the resource of an organization helps it to grow. And the effective use of the resource
makes the organization to reach up to its expectations and objectives. Human resource is
considered as the most important resource of business and to use this asset HRM has no
alternatives. As for saying, Eskayef uses its most important resource by developing and satisfying
every need of the employees which helps a lot to increase the OCB’s (organizational citizenship
behavior) positivity.

Bangladesh is very young in HRM practices. So, most of the organizations are not concerned about
the HRM practices. By using HRM organizations of Bangladesh can be more efficient than before
and overall monitoring process will be more effective as well as beneficial. HRM actually
maintains and creates organizational culture. A strong organizational culture is the key of its
success. Considerably, we all hope that every organization of Bangladesh will soon start to practice
all the HR activities for their long-term growth.

9.2: Recommendation
The goal of SK+F is to be indisputable leader in the field of world pharmaceutical companies. To
achieve this goal, SK+F must develop a global set up for each operating country office with local
competencies. Keeping this target in mind SK+F realizes the obligatory need of identification of
prospective employees and placing the right people to the right position. The other
recommendations for Eskayef are given below:

• More Employee Engagement: There are need more employee engagement for the betterment
of the organization. It’s difficult to ensure the employee satisfaction without employee
engagement. HR leader can develop and implement engagement initiative and management
strategies that take into account not only employees’ present perception but also their past and
future expectation.
• Proper Performance Appraisal: Eskayef use peer evaluation to evaluate their employees.
But in this system, there can be come some personal issues with one employee to another. As
they are working as team so what they think about each other it gets back to the other. Then
it’s very easy to identify who thinks what about them. So, it can create the corporate politics
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in the organization. So, I think they should follow the 360-degree performance appraisal
system.
• Match Market Compensation Policy: The company has an unorganized salary system. They
don’t pay enough to the fresher. And the salary structure is not so clear to the employees. The
salary cap system is also here. In a certain amount the salary will be cap. It is not fare to some
employee. So, the salary system should be as the market and it need to be clear to employees.
• Training and Education: The company follow the on the job training system. But some
employee wants some off the job training also. As they are giving customize task to the client,
so it’s needed to give some off the job training who is needed. The company should focus on
training and assessment. And the company should give the pressure to employee for their
postgraduate. They can make a new criterion for promotion to require the post-graduation.
That’s how employee will feel the necessity of the further studies.
• Introducing new HR policy: As in Bangladesh the HR activities are not use properly so being
a company of out of the country Eskayef should use the HR policy properly for being an
example. The new and updated HR tools need to be used here. The reward system needs to be
more organized. There need to be more steps should take for the deals with employee turnover.
The workforce should be structured.
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References

• Anon., n.d. Eskayef Pharmaceuticals Ltd.. [Online]

Available at: https://www.skfbd.com/
• Bratton, J. &. G. J., 2007. Human resource management: Theory and practice. 2nd ed.
London: s.n.
• Dessler, G., 2017. Human Resource Management. 15th ed. s.l.:Pearson Education.
• Haslinda, 2009. Evolving terms of human resource management and development. The
Journal of International Social Research, pp. 180-186.