BANGLADESH INSTITUTE OF MANAGEMENT (BIM)

(Ministry of Industries)
4, Sobhanbag, Mirpur Road, Dhaka

Post Graduate Diploma in Human Resource Management

(PGDHRM)
Batch Evening 04
HRD Group -9
(Academic Year: 2018)

Report on

“The impact of development of the competency movement in public and private sector
organizations”

Assigned By
Lamiya Farha
Management Counselor, BIM, Dhaka.

Date of submission: 01.10.2018

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Declaration of Participants:

Following assignment was done throughout a team. All the participants of the team are
here by declared in following list:

Name Roll

Shah Mohammad Ainan Jalal 18DH329

Ashfaqur Rahman 18DH280

Sharmin Sultana 18DH288

Moniruzzaman 18DH279
Sujon Chandra Dey 18DH253

Mowdud Ahamed 18DH312

Kamrunnahar 18DH283

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Table of content

Title No of page

Introduction 4

Company Profile 5-7

Topic 7
The impact of development of the competency movement at
Ananta Group

Problem Analysis 8-9

Recommendation 10

Reference 11

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1. Introduction:

Competency movement is visible in both public and private organization. Competencies are
abilities described in terms of behavior, key to effective and highly effective performance within
a particular job. They are applicable across a range of jobs, unlike specialist or technical skills
which may be job specific.

In the last decade we have witnessed the advance of the competence movement across all
spheres and levels of post-16 education and training, but its penetration is deepest in the
technical, vocational and, to a lesser extent, scientific fields. It has gone furthest, in other
words, in areas where education tapers into vocational preparation, whether at craft,
technical or professional levels. Hence competence-based approaches are now being
developed for occupations ranging from motor mechanic to medicine. (Bates 1995).

1.2. Development of competency movement has impacted on public and private sectors:
Competency can be described as the ability to accomplish any given job (Mathis and Jackson,
2003). This ability requires some other qualifications which are a prerequisite to finish a job
effectively. Competency of a person revolves through this process and there is an impact of
competency in the real world workplace.
Both public and private sector are influence by the competency movement. In the past this
knowledge of competency was not widely circulated. With the passage of time it becomes a
matter of big discussion and standard of competencies become a common debate among the
experts. Especially in the public sector the competency of the public servant become a matter of
concern. Some said that high competency standard must be maintained in order to sever the
public well. They advocated for rigorous competition for the public sector jobs and intense
training programs to make them more competent for the job (Megginson, 1993).

For maintaining competitive advantages the private sector accepted a high competency standard
and for this reason they offered gigantic salary figures for the competent persons. But during the
recession time this competency standard was used in favor of the corporation against many
competent employees who lost their jobs in low competency-standard ground.

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2. Company Profile

Ananta Group is one of the leading and prominent apparel exporters from Bangladesh.
The Meaning of Ananta indicates Infinity or Limitless that is reflected into the groups booming
expansion in business. The long Journey started in 1992 lead by Mr. Humayun Zahir with the
first factory establishment at elephant road.

Completely export oriented organization mainly offers the Denim Jeans for the world’s
leading brands. With the operation over two decades the Currently Ananta Group employed
Approximated 20000 personnel across.

Through a wide range of products & services, Ananta has earned the goodwill of
reputed brands from across the globe. The organizations have successfully supplied Denim Jeans
appeals Notable Customers/Clients. These clients are the Global brands in the denim area. Some
of the Notable Buyers are GAP, H&M, Old Navy, Zara Levis, Mango M&S and many more.
Also, new brands are being added to the network. Ananta is GAP RFP Vendor (among 10 top
denim vendors globally for The GAP Inc.). On the contrary Anata Received “H&M” Platinum
Status (Woven Bottoms): 2012 and 2013 (3 vendors in BD attained this status.

The Ananta have explored new markets and marketing strategy is continuously
improving. Annual Sales is excelling 30% in last few years. Its Achievements is also notable as
Ananta received Prestigious National “Best Exporter Award” 2002.Also received award of
Outstanding Contribution to RMG Sector” 2010. For Outstanding contribution in national
economy, the MD of Ananta was Awarded CIP at last February.

2.2 Management & Board of Directors

Mrs. Qamrun Nahar Zahir, Chairman

Mr. Sharif Zahir, CIP Managing Director

Mr. Asif Zahir Deputy Managing Director

Mr. Syed Ishtiaq Alam Director

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2.3 Core Business Units & Factories

Under the observation of head office, Ananta Group is currently running 8 Factories as business
units:

 Ananta Appraisals Ltd. (Elephant Road)

 Ananta Appraisals Ltd-2 (Adamzee EPZ, Narayangonj)
 Ananta Denim Technology. Ltd (ADTL Sewing)
 Ananta Denim Technology. Ltd (ADTL Wash)
 Ananta Casual Wear Ltd. (ACWL Sewing)
 Ananta Casual Wear Ltd. (ACWL Wash)
 DNV Clothing.

2.4 Joint venture Factories & Business Units:

 Universal Menswear Ltd. (Suit Factory)

 Ananta Huaxiang Ltd. (Sweater factory)

2.5) Business Units in other industries:

 Zero Gravity Ltd.

 Ananta Properties Ltd.
 Ananta Energy Resources.

1.6.) S.W.O.T Analysis of Ananta Group:

Strength

 Over two decades of Business Experience in RMG Industry.

 Experience of dealing development partners and auditors like Accord, Alliances, Better
work, SGS, Omega Global Initiative and many more.
 Strong Networking & positive brand image with international financing & developing
firms (for example like, IFC, FMO, DEG) and local commercial banks.
 Strong liaison with Global Brands and Buyers like GAP, H&M, Levis, and many more.

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Weakness

 Ananta group has Less Backward integration. To access required raw materials, group
had to relay a lot on import and local suppliers. That may lead delay in shipments.
 Specialized in only, woven oriented, denim items production. On the contrary have
almost less knowledge in knit production.
 Less business units apart from RMG industry.

Opportunities

 Access Global Retailers & New Buyers, through cross selling (suits, sweaters, metal
buttons).
 Holds high potentialities high in Knitwear, up to investment
 Designed & Introduced innovative products with state of the are technologies.
 Can apply for blue ocean strategy. For example, utilizing their experiences at RMG
Ananta Group may go for producing Tent’s.

Threats

 Meeting up to buyers Demand up to cost.

 Unnecessary Projects proposed by buyers, like H&M proposed rain water harvest project
for production. But in the context of Bangladesh’s current weather, it’s pointless to
deploy.
 Sustain and obtain certification from the buyers and development porters critical auditing,
that is taking place more than usual in recent years.

3. Declared Topic

The impact of development of the competency movement at

Ananta Group

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4. Problem Analysis:

The qualitative study was conducted within the Ananta Group head office as the business unit.
The study was done base on the observation of Head office functions. Here the knowledge
workers & white color employees of head office of Ananta Group are the subject for this
observation study. It is found that among the HR practice of Ananta Group there are some
particular flaws which can be highly notable as following:

a. Improper Competency Measurement in Section procedure:

The recruitment process of the organization occurred with the reference of current employee
as well mass portal or recruitment media are often avoided due to cost. Often this selection
procedure takes a formal test. But the question pattern of the test are not changed quite often
even does not consider as ultimate measurement tool for selection. This is why the selection
process remained with flaw interns of selecting the candidate with particular competency for
the vacancy.
b. Absence of Training Needs Assessment:
Ananta Group doesn’t have the regular practice of TNA or Training needs Assessment
although it’s been included at the policy but HR is involve with operational activities. On the
contrary formal training program are limited within the provisionary period with. For this if a
personnel requires to develop his/her knowledge skills & attitude it is very difficult to
measure from the HR Prospective. Very less inbound training programs are occurred at
Ananta Group.
c. Performance Appraisal not mechanized with HRIS:
Ananta Group uses Kormee Human Resource Information System. For its head office default
version of the ERP is used for payroll management & HRIS database management. However
some functions are not operational at their HRIS. This specially includes the performance
Appraisal process. Performance appraisal is conducted once in every year at Ananta for each
employees but it is done manually on hand with the aid of HR departmental personnel’s.

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d. Poor Performance Management System:

Besides using the manual performance Appraisal system the overall performance
management system is not much rich at Ananta Group. The appraisal method is used with
traditional format with the high authorization of line manager and management. Also no
matter how good the performance goes the increment is given up to the seniority at the
organization. The pay structure is very poor for increment and no particular reward system is
visible for motivation. To maintain performance standard throughout department KPI
occurred thrice in a year. It is set by the department & top management but doesn’t focus on
individual performance. This is why the development of the competency movement is not
visible at this firm.

e. Lack of investment for personnel’s welfare :

The management especially the MD & CFO have the final authority to issue any sort of bill
or cost done at the firm. But with the perception of cost saving attitude very less investment
are authorized for the welfare of head office knowledge workers. Which is why long term
developmental plan for any individual employee as an act of development of competency is
very much difficult for the HR.

f. High Turnover:

Because of having low salary structure and improper working culture the potential and
prospective personnel’s always seeks for better opportunities to switching jobs. There are
always recruitment occurring at Ananta Group due to presence of high turnover.

Due to organizations strategy Ananta focuses with more operational procedure then strategic
perception in the business. All though having much lacking in training & performance
management system, the business is still growing in the RMG industry due to high experience
and capitalism economy.

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5. Recommendation.

 Selection procedure can be improved and made stricter. With proper evaluation of selection
processes highly competitive personnel’s will be in placement with appreciate skills.
 Every organization needs to have the practice of training needs assignment. It needs to be
improved and practiced regularly at Ananta Group.
 The performance Appraisal process needs to be aligned with the central HRIS software. It
has to be done mechanized order. Kormee need to be operational full manner.
 Investing more for Kormee to make it customized and effective system. The user interface
needs to be improved and develop the user interface. Buy which working progress shall be
efficient. It needs to be user friendly for line managers.
 Performance Management of Ananta Group needs to be improved and developed. The
process need to be compared with the compotators of the firm and develop accordingly. 360
degree appraisal form can be included with in the system. Also rich performance
management practice need to be followed with the competencies based performance
management.
 Management need to consider more investment at the organization for its progress instead
reducing the cost.
 To reduce the high amount of turn over career development plan can be incudeed into the HR
policy of Ananta Group.
 Also, certain policies can be broad upon for few departments that require continuous mobility
like corporate affairs. With the collaborative solution by was the departmental representative
of HR and those departments can come with collaborative solutions to resave conflict.

Conclusion

In order to obtain competitive advantage at the denim export industry, it is required to a rich
build organization culture. To have a good organizational culture, competitive based appraisal
system need to be taken in Ananta Group. Instead the strategy of holding highly skilled foreign
high officials management must focused to develop the mid level personnel’s and to focus on
competency based overall HR Practice. To obtain sustainable business Ananta Group need to
develop competency based better performance management system.

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Reference:

BGMEA. (January, 2016). Trade Information of Bangladesh.

Link: http://www.bgmea.com.bd/home/pages/TradeInformation

Bates, I. 1995.
The Competence Movement: conceptualizing recent research. Studies in Science
Education, May: 39–68. 1995

Gonczi, A. 1994. Competency Based Assessment in the Professions in Australia. Assessment in

Education, 1(1): 27–44.

Jahan, S., & Flora, M. S. (2018).

Core Competency of Mid-level Public Health Managers in Bangladesh. Bangladesh

Medical Research Council Bulletin, 43(1), 16. doi:10.3329/bmrcb.v43i1.35138

Kenneth A. Kovach, Allen A. Hughes, Paul Fagan and Patrick G. Maggitti (2002),
Administrative and

Strategic Advantages of HRIS: Employment Relations Today, Vol. 29 Issue: 2, pages

43–48.

Mathis, R. and Jackson, J. (2003). Human resource management. Mason, Ohio: Thomson/South-
western.

Megginson, D. (1993). Human resource development. London: K. Page.

Mirdha, R. U. (2017, March 19). Bangladesh overtakes China as top denim supplier to EU.
Retrieved April 18, 2017, from URL:
http://www.thedailystar.net/business/bangladesh-overtakes-china-top-denim-supplier-eu-
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Tannenbaum, I. S. (1990). Human Resource Information Systems: User Group Implications.
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