Welcome

 Human Resource Management is a formal system devised for the effective

management of employees within an organization so as to prepare them as valuable
asset for the organization.

 It deals with issues related to employees such as Recruitment and Selection,

Compensation and benefits, Performance Management, Employee Motivation,,
Training and Development, Safety, Policy, etc. and supports the organization by
providing the best personnel for the suitable position in shortest possible time, starting
with recognizing the vacancies and planning for them.

 Pacific Jeans is a world class casual wear manufacturing company. The key element of
success of the company is its target driven highly motivated human resources.

 "Respect and trust for individuals" is the core corporate value of the company.
Broad Objective: To explore the overall Human Resource Management Practices of Pacific Jeans Group.
Specific Objectives:

1. To focus the overview of Pacific Jeans Group.

2. To discuss and understand of the theoretical aspects of Human Resource

Management.
3. To find out the HRM Practices performed by Pacific Jeans Group and be familiar
with company’s current projects.
4. To conduct a SWOT Analysis of the Company

5. To identify the problems relevant to HRM Practices of Pacific Jeans Group and
suggest some recommendations for improvement.
Primary Sources of Data

 Working with different officials of HRD as well as informal

discussion with them

 No structured questionnaire is used.

 Personal observation.
Secondary Sources of Data
 Standard Operating Procedure of Pacific Jeans Group.
 Policies and documents relating to Human Resource Management Practices of the
company.
 Hand Book named “Employee’s Service Rule & Code of Conduct”.
 Company’s Website.
 Online Newspaper Articles & Blog about Pacific Jeans Group.
 Different text books of Human Resource Management.
 BEPZA Instruction – 1, 1989
 Established in 1984

 Vision: “Be a Global Life Wear Solution Company.”

 Mission: “Hit the Billion by 2028.”
 Values: Innovation, Speed, Quality, Integrity, Sustainability
 Products: Branded fashion jeans and casual wear.
 Number of Production Facility: 05
 Number of Employees: 27000
 Daily Production Capacity: 1, 30,000 pieces (Approximately)
 Major Buyers: UNIQLO, H&M, Zara, Gap, Tom Tailor, M&S, C&A, Target, Old Navy.
Findings
1. Job Analysis Process

2. Recruitment and Selection Process of Managerial Employees and Workers

3. Learning and Development

4. Performance Appraisal System

5. Compensation and Benefits Management

6. Career Development Programs.

7. Grievance Handling Procedure

8. Current Project of the Company

1. Selecting Representative Jobs for
Analysis

2. Time Allocation

3. Collecting Information

4. Documentation, Verification and

Review

5. Developing Job Description and Job

Specification
 Pacific Jeans Group practices separate
procedure for recruiting and selecting
employees and workers.
 Senior Management and Junior
Management level employees are
recruited and selected by Corporate HR.
 Staffs and workers are recruited and
selected by Unit HR.
 Sources of Recruitment
Recruitment and Selection Procedure of Employees: Internal Sources:
 Promotion
 Transfer
 Employee Referrals

External Sources:
Step 1: Step 2: Step 6:
Step 3: Job Step 4: Step 5:
Manpower Evaluating
Analysis Planning Sourcing
Resume  Advertisement in
Requisition the Need Screening
- Newspaper, Job Portal,
Social Media.
 Outside Referrals
 Step 10:
Step 7: Step 8: Step 9: Step 11: Step 12:
Issuing
Written Test Interview Selection Orientation Onboarding
Offer Letter
Recruitment and Selection Procedure of Workers/ Staffs

Step 1: Manpower Requisition

Step 2: Evaluating the Need:

Step 3: Sourcing

Step 4: Assessment

Step 5: Joining

Step 6: Orientation (Counseling and Introduction

and Distribution of hand book).
 Workers and Staffs are given

- Orientation on company’s rules and regulation, their

benefits, responsibilities as well as compliance requirements
of company’s valued buyers on the joining day.

- Awareness training on First Aid Medicare, PPE, Fire

Fighting, Chemical use and so on.

- Technical trainings on new technologies in different

production process on a regular basis, and

- Motivational training.
 Managerial Employees are provided motivational/ awareness training.

 Upcoming Training Project for Management Employees

Project Concept: Training Need Identification (TNI) & Training calendar.

Proposed Training Calendar for Management Employees:

Proposed Training Calendar for Jr. Management Proposed Training Calendar for Top / Sr. Management
Result People Business Focus Technical Result Focus People Business Technical Focus
Focus Focus Focus Focus Focus
Drive for Communicat Customer MS Excel Problem Leadership Business New Process
Result ion Focus Solving Awareness Methodology
Planning & Team Commitment to Creativity Integrity Sustainability Advance Level
organizing working Excellence & Innovation to MS Excel
 Developed in-house performance evaluation system termed as
“STEP (Success through Effective Performance)”.
 The form is mainly divided into two parts.

1. Performance Objectives Review of Current Year

 Achievement against Agreed Objectives
• The appraise defines his/her Key Result Areas (KRAs) and
Key Performance Indicators (KPAs) achieved in the current
year against agreed objectives in the previous year.
• The appraiser evaluate his/her performance on the basis of
his/her achievement against agreed KRAs and KPAs.
  Rating on Overall Performance Achieved
Outstanding Above Target On Target Nearly There Under Performing
(5) (4) (3) (2) (1)
Exceeded Performance Consistently Achieved all Achieved most of the Could not achieve a
in all agreed upon accomplished objectives/KRAs or has objectives/KRAs but number of agreed
objectives/KRAs and objectives/KRAs and exceeded target in some not all. objectives/KRAs.
have gone beyond what also have delivered critical KRAs with one
is expected. results that exceeded less critical area under
some targets. achieved.

2. Objectives for Next Year

• Consists of KRAs and KPAs for the next year defined by the appraisee.
• Next year’s performance evaluation will be carried out by considering it as a baseline.
EMS (Employee Management System) Software
 Records information such as joining date, designation, grade

 Maintains attendance sheet with in and out time as well as records the
number of days absent, the number of days worked.

 Maintains Salary details such as Basic salary, House Rent Allowance,

Medical Allowance, Overtime hours, Incentive such as food subsidies,
transport allowance, lunch/dinner allowance, Deduction etc.

 Records the number of days a worker/staff/management employee enjoys

Casual leaves, Sick leaves, and Earned leaves.

 Maintains statutory details for Provident Fund and the contribution

amount, blood group information, nominee’s details, and other personal
information.
Managerial Employees Workers/Staffs
• Salary • Salary/ Wage
• Overtime • Overtime
• Festival Bonus • Attendance Bonus & Festival Bonus
• Production Incentive Benefit (PIB) for • Production Incentive Benefit (PIB) for
Sewing Section Sewing Section
• Tiffin allowance in case of Over Time • Tiffin allowance for Over Time
• Dinner allowance in case of Shift Duty • Dinner Allowance for Shift Duty
• Dinner Allowance in case of Urgent Work • Dinner Allowance in case of Urgent Work
Requirement at Night Requirement at Night
• Travel Allowance • Food allowance
• Mobile Set/ Mobile Bill Facility • Provident Fund
 Managerial Employees Workers/Staffs
Medical Facilities
Medical Facilities
Transportation Facilities
Transport facilities, Conveyance Allowance (In case of failure to
provide transport in any day)
Conveyance Allowance (In case of failure to
Personal Loan and/ or Salary Advance
provide transport in any day)

Personal Loan and/ or Salary Advance Canteen

Facilities
Child Care Center
Canteen Facilities
Female Dormitory
 Group Insurance Leaves & Holidays
Leaves Days
Death due to Sickness/Natural
Death Casual leave 10 Days

• Sum Assured Payable: TK. 200000 Sick leave 14 Days

Earned leave 14 Days

Accidental Death Benefit
Festival Holiday 12 days
• Sum Assured Payable: TK. 400000
Maternity leave 16 Weeks
Promotion: After every three years, management employees are promoted (grade promotion).

Succession Planning: Succession planning is applicable for

• Key Management Personnel and Senior Managerial Positions.

• Key positions within the Departments as decided by the Head of Department.

Procedure of Succession Planning:

 Understand current and future needs of the company

 Understand current capability of successor

 Determine capability gaps and Roadmap for Improvement of Successor

 Placing grievances before the senior authority

 Using Complaint box by workers/employees in case of hesitation.

Procedure:

 Grievance in writing before his/ her departmental head.

 In case of the departmental head fails to provide satisfactory

solution, the problem is placed before Human Resource
Department (HRD) through Worker’s Representative& Welfare
Committee (WRWC) for better outcome.
 Human Resource Department (HRD) inquiries into the matter and provides a
satisfactory solution in writing to the concerned worker.

 In case of any objection on the solution of Human Resource Department, the

problem is presented to the BEPZA Industrial Relations Department through
Worker’s Representative& Welfare Committee (WRWC)) with a view to
having maximum possible satisfactory result.

 Hereby the judgment or decision taken by BEPZA Industrial Relation

Department is considered as the final solution.
 Project VMV: Recently launched its mission, vision, & value (VMV) in the month of July, 2018
and has taken initiatives to communicate its VMV to its workers and employees at all levels and
raise their awareness of the company’s purpose.

 Project ERP
 Working with PricewaterhouseCoopers (PwC), a multinational professional services network for
ERP system implementation.
 Going through a digital transformation phase.
 Implementing Oracle ERP solution.
ERP Team Nucleolus

Team Members Personnel’s from departments:

Human Resource Department, Merchandising Department, Supply Chain Department,
Inventory Management, Commercial Department, Production Department, Quality
Assurance Department, Washing Department, Accounts Department.

Software Oracle
Cloud Service Software as a Service (SaaS), Platform as a Service (PaaS), Infrastructure as a Service
(IaaS)

Modules: Order Management, Discrete Management, Inventory Management, Supply Chain

Management
Landed Cost Management, Human Capital Management, Accounts Management (A/R
management, A/P management, Treasury & Asset management)

Live Human Capital Management module will be live from December, 2018.
Problems
Recruitment and Selection • Lack of Straightforward Policy

• Lack of Training Program for developing

personal and professional skills in
Managerial employees.
Training and Development
• Lack of Human Resource Training Program.
• No Leadership Training is provided to
Managerial Employees.

Performance Appraisal
System • Ambiguous PMS.
 • No Provident Fund for Management
Compensation/Benefits/ Employees.
Facilities • No Lunch Facility for Workers.
• Need to Work on Reward Program.

Career Development • Lack of Policy relevant to Retention of

Program Talented Employees.

Overall HRM Practices • HR Software is not developed yet.

Recommendations
 • Developing Strong Team of Experienced
Recruitment and Selection Professionals for Hiring.
• Setting Up Straightforward Recruitment Policy.

• Arranging Effective Training and Development

Program for Management Employees for developing
personal and professional skills in Managerial
Training and Development employees.
• Arranging Effective Human Resource Training and
Development Program.
• Arranging Effective Leadership Training.

Performance Appraisal
• PMS should be made more explicit.
System
 • Provident fund should be introduced for managerial
Compensation/Benefits/ employees.
Facilities • Lunch facilities should be provided to workers.
• Working on Reward Program.

Career Development
• Implement Effective Retention Policy.
Program

Overall HRM Practices • Developing HR Software

The development of the employees can ensure the development of the organization. Therefore, it is of
utmost importance for the organization to keep its employees abreast with the latest developments in
the industry so as to survive the cut-throat competition. Pacific Jeans group’s management takes good
care of their workforce However, there are several areas of improvement regarding human resource
practices of the company. Improving human resource practices is a process not an event which requires
teamwork and active collaboration and also the commitment of all the stakeholders. If the company
puts more effort for the improvement of its human resource practices, it can attract and retain country’s
best talent, intelligent and creative young people.
Recruitment Process of Management Employees (Resume Screening, Preparing Written Test Question, Communicating with candidates etc.)

Recruitment Process of Workers and Staffs (Assessment procedure, joining of workers and posting workers’ information on EMS).

Performance Appraisal Process (Understanding KRAs and KPAs of employees through updating performance appraisal database)

Compensation and Benefits Management and the use of EMS software.

Grievance handling procedures

Auditing bills, File Management, Updating Database

Functions of Supply Chain Department, Merchandising Department, and Industrial Engineering Department.

GSD software, Motion Study, Standard Minute Value Calculation

Different Production Process such as cutting, sewing, dry process, wet process, finishing.

Norms of Corporate Culture, Discipline, Dedication toward job and the organization.

Time management, Communication, Teamwork

Thank You