WELCOME TO THE PRESENTATIONON

HUMAN RESOURCE PLANNING OF KNITTEX INDUSTRIES LTD

PRESENTERS:

MARIA ISLAM 11104085SYEDA ANIKA ANWAR 10204010DURBA DAS 11104066HUMAYRA HASEEN 11304020NOORZOHA MOUNIR 11104033CHANDA DEB NATH 09304017

COMPANY OVERVIEW

KNITTEX INDUSTRY― A business unit of Fuljhuri― Manufacturer and supplier of knit products― Founded in 1987― Five divisions:

1) Knitting Section

2) Dyeing Section

3) Dyeing Finishing Section

4) Knit Garment Manufacturing Facilities

5) Garment Printing Section— 1500 employees, (75 in the managerial level)

MISSION

1. Provide on time Quality service.2. Concentrate on employee welfare.3. Friendly working environment through open

communication & mutual trust.4. Committed for Greener and cleaner environment

OBJECTIVES5. Manufacturing Quality Products6. Selling Knit Fabrics

STAFFING STRATEGY

• Strategic level 1) Understaffed 2) Internal vs. External 3) Acquire Talent• Staffing Qualities

Person/job match : matching with KSAOs Person/org match: making suggestions

HRP INITIAL DECISIONS TAKEN BY KNITTEX

• project based Human resource planning • Usually follows short term planning• 1500 people working and 75 in managerial position• Following the job levels• Counting labor hours to calculate how many

employees are working• Roles and responsibilities : Line managers , HR

managers

Job Analysis

METHODS OF COLLECTING JOB ANALYSIS INFORMATION

• Interview: – To gather information about a job, a job analyst in Knittex interview

jobholder and supervisors .

• Observation:– Knittex follows only direct observation– Observe the production line of the organization for workers behaviors – skills require for the job holders of the organization.

• Output and production analysis:– Job analyst collect information about completing pieces daily by every

workers and it is used as production analysis in Knittex industry ltd.

USE OF JOB ANALYSIS IN DIFFERENT HR ACTIVITIES

• HR planning:– Knittex uses the Job Description to plan HR activities, to

forecast the number of employees, find out different KSAOs

• Recruitment and Selection:– Knittex uses job analysis to identify job specifications to plan

how and where to obtain employees for anticipated job openings, whether recruit internally or externally.

– Knittex uses Job Description information for the advertisement of job.

• Performance Appraisal:– Knittex gives the employees appraisal based on performance.

USE OF JOB ANALYSIS IN DIFFERENT HR ACTIVITIES• Training and development:– After analyzing job description, job specification and

orientation program the recruited employees are eligible for the job or not.

– Employees might need to develop in order to improve their careers.

• Designing Compensation System:– In Knittex the compensation system for the employees

according to the job grade.

USE OF JOB ANALYSIS IN DIFFERENT HR ACTIVITIES• Succession Planning:– The practice of succession planning is not that much in

Knittex– they value the process of creating leadership within the

organization.

GENERAL RECRUITMENT PROCESS

• Requisition• Advertisement• Written test• Panel interview• Job offer

Organizational and Administrative Issue

Organizational:For mobility path they use Innovative way.• Its flexible to use• Parallel • LateralAdministrative:• Requisition• Recruitment Budget

Recruitment strategy:

• Both closed and open• Don’t have any HRIS system

Sources of internal recruitment:• Bulletin board• Replacement or succession planning• Ratio of choosing employee

Communication message

• Realistic and targeted• Mentioning about the task• Specifying KSAO’s• Printing and dying section

Communication medium

• Job posting• Recruitment broachers• Potential supervision and peers

EXTERNAL RECRUITMENT

• Organizational Issues• Administrative Issues• Strategy Development• Recruitment Sources and Medium

ORGANIZATIONAL ISSUES

1. In House Vs External Recruitment Agency

2. Individual Vs Cooperative Recruitment Alliances

3. Centralized Vs Decentralized

ADMINISTRATIVE ISSUE

1. Requisitions 2. Timing3. Number of contacts4. Types of contacts5. Recruitment budget6. Development of recruitment guide7. Process flow and record keeping8. Selecting recruiters9. Training recruiters10. Rewarding recruiters

STRATEGY DEVELOPMENT

Open Strategy

Targeted Strategy

RECRUITMENT SOURCES AND MEDIUM

Unsolicited employees

•Encourage candidates to drop CV•Create a database

Former employees

•Investigate and Rehire

Employee networks

•Encourage employees to refer•Give information about them

Executive search firms

•Encourage to forward their CV

Employee referrals

•Bdjobs

Internships •Look for talented interns

Advertisement from newspaper

•To attract large number of employees

COMMUNICATION MESSAGES

• Realistic recruitment message: for example, hiring the

workers of printing and dyeing sections.

• Targeted recruitment messages: for expertise positions

such as finance officer.

COMMUNICATION MEDIUM

• Advisement as a medium of the communication.

• Provides advertisement on the national newspapers and

bdjobs.

• Reliable and easier source of advertisement to attract

qualified employees.

SELECTION PROCESS

Selected CVs are justified by the HR managers and line managers

Preliminary interview session is arranged

The applicants for a written test (Managerial level)

Final interview

Background check (Managerial level)

HR department offers appointment letter to the selected applicant

SELECTION PROCESS

For Worker level:

• Uses simple and basic oral interview sessions for the amateur workers.

• Uses work sample tests for experienced and skilled worker.

For Managerial level:

• Written test which contains usually analytical questions to determine

thinking capacity.

• Situation is given which need to handle with efficiency.

MAJOR FACTORS AFFECTING SELECTION

• Organizational Hierarchy: highly depending on the worker level, is more or less easier and faster.

• Speed of decision making: the clear knowledge about the need for filling a position on advance.

• Applicant pool: the more people apply, the easier the selection process, hire selectively.

• Types of organization: private organization, selection process is relatively simple and fast.

HUMAN RESOURCE FORECASTING

Factors impacting on forecasting demand:

Peak and off-peak seasons ( July to October)

Currency exchange rate

- import textile materials from European countries

Import tax

- cash incentives reduced from 5% to 3% in 2014

FACTORS IMPACTING ON FORECASTING DEMAND

Export tax

-reduced on knit from 0.8% to 0.5% in 2014

Competition

Industry growth and economy

-political instability

-not affected directly by stock market crash in 2011

METHODS USED FOR DEMAND FORECASTING

Subjective Techniques

–Managerial Estimates

– Nominal Group Technique

Quantitative Techniques

– Ratio analysis

– Trend analysis

METHODS USED FOR SUPPLY FORECASTING

Judgmental Technique

Skill inventories

―CV

―Trainings attended

―The attendance sheet

Management judgment

– Replacement planning and succession planning

Quantitative Or Statistical Methods

- Not followed

ACTIONS TAKEN FOR RECONCILIATION OF GAPS

Actions Taken For Shortage Of Employees

Short Term Action

• increasing overtime 10 hours

• increasing subcontracts• buy back holiday

Long Term Action

• usually hiring permanent employees or workers

• transfer of employees• workers are not usually

transferred

ACTIONS TAKEN FOR SURPLUS OF EMPLOYEES

Short Term Action • reducing overtime

Long Term Action

• freezing hires• transferring

employees

RECOMMENDATION

1. Emphasizing less for collecting the information of job analysis— 360 interview evaluations

— indirect observation can be encouraged

— didn’t follow any formal contemporary JA techniques and questionnaires

2. Doesn’t have HRIS system, database of skills inventories for the factory

workers, formal recruitment guide

— BGMEA creating registered worker database

3. Demand forecasting technique— Mainly rely on ratio and trend analysis

— Introduce the regression analysis

RECOMMENDATION

4. No quantitative technique used in the supply forecasting― vacancy analysis

5. Markov analysis― reveal the vacant position

― gives action planning in case of short term and long term options