Human Resource Planning of “Dabur Bangladesh”

Term PaperOn

Human Resource Planning of “Dabur Bangladesh”

UNITED INTERNATIONAL UNIVERSITY

UNITED INTERNATIONAL UNIVERSITYSchool Of Business

Summer 2013Course Title: Human Resource Planning

Course Code: HRM- 4153

Term Paper

SUBMITTED TO SUBMITTED BYTaskina AliAssistant ProfessorSchool Of Business AdministrationUnited International University

1. ArunimaGhoshPeyaID: 111 102 084

2. SaymaSadiaID: 111 101 180

3. FarzanaBinte HamidID: 111 093 189

4. NaemaTanzeem ID: 111 101135

5. Sharmin SultanaID: 111 101 187

Section: A

Date of submission- 17/08/2013

LETTER OF AUTHORIZATION

August 17, 2013

Taskina Ali

Assistant Professor

School of Business

United International University

Dhanmondi, Dhaka.

Subject: Submission of Term Paper

Dear Madam,

We have prepared a term paper on “Human Resource Planning of

Dabur Bangladesh” that you wanted as partial requirement for the

course of Human Resource Planning.

In this term paper we have tried to give an idea about HRP of

Dabur Bangladesh. We have tried our best to provide important

information and to keep in mind your instruction. If you need any

clarification or any further information we would be happy to

provide it to you.

We, therefore, pray and hope that you would accept this Term

paper and oblige thereby.

Thank you.

Sincerely yours,

Name ID1.Kazi Oasek Bin Khorshed 111 102 0482.Arunima Ghosh Peya 111 102 0843.Farzana Binte Hamid 111 093 1894.Naema Tanzeem 111 101 1355. Sharmin Sultana 111 101 1876. Sayma Sadia 111 101 180

Table of Content

s1. Executive Summary.................................................5

2. Introductory......................................................62.1 Introduction:..................................................6

2.2 Objective:.....................................................62.3 Scope and Purpose of the report:...............................6

2.4 Methodology:...................................................72.5 Limitation:....................................................8

3. Literature Review.................................................83.1 Human Resource Management:.....................................8

3.2 Human Resource Planning:.......................................9

3.3 Why organization should conduct HRP:...........................93.4 How to conduct HRP of an organization:........................10

3.4.1 A Model for HR planning:........................................103.4.2 Activities required for HRP:.......................................11

3.4.3 Steps of HRP process:...........................................113.4.4 Steps for HRP:................................................13

3.5 Job Analysis:.................................................133.6 Why firms conduct Job Analysis:...............................14

3.6.1.1...........................................Purpose of Job analysis14

3.6.2 Uses of job Analysis:...........................................153.7 The process of Job analysis:..................................16

3.8 Job Analysis Techniques:......................................183.8.1 Critical Incidents Technique:......................................19

3.8.2 Behaviorally Anchored Rating Scales (BARS):..........................193.8.3 Position Analysis Questionnaire:...................................19

3.8.4 Functional Job Analysis:.........................................193.8.5 Hay system:..................................................19

3.9 Problems Associated with Job Analysis:........................193.9.1 Job analysis that is neither updated nor reviewed:......................19

3.9.2 Job description or specification that is too vague:......................193.9.3 Contamination and Deficiency:....................................20

3.9.4 Time and Cost of Job analysis:....................................203.10 HR Forecasting:...............................................20

3.11 Benefits of HR forecasting:...................................203.11.1 Reduce HR costs:..............................................20

3.11.2 Increases Organizational Flexibility:................................213.11.3 Ensure a close linkage to the overall Business Forecasting Process:..........21

3.11.4 Ensure that organizational Requirements take precedence over Issues of Resource Constraint and Scarcity:...............................................21

3.12 Environmental and Organizational Factors Affecting HR Forecasting:.......................................................22

3.13 HR Forecasting Time Horizons:.................................233.13.1 Current Forecast:..............................................23

3.13.2 Short-run Forecast:............................................233.13.3 Medium-run Forecast:..........................................23

3.13.4 Long -run Forecast:............................................233.14 How to determine the Net HR Requirement:......................23

3.14.1 Determine HR Demand:.........................................233.14.2 Ascertain HR Supply:...........................................24

3.14.3 Determining Net HR Requirements:.................................243.14.4 Institute HR Programs: HR Deficit and HR surplus:......................24

3.15 Tools of calculating HR Demand in the Organization:...........253.15.1 Tools that are used to calculate HR demand in an organization are:.........25

3.15.2 Analysis of Workload Factors:.....................................263.15.3 Time Series Analysis:...........................................26

3.16 Qualitative and quantitative Methods of HR forecasting with Advantages and disadvantages:......................................28

3.17 Methods used by Dabber Bangladesh for Demand forecasting:.....324. Organizational Profile:..........................................35

5. Findings and Analysis:...........................................406. Suggestion:......................................................44

7. Conclusion:......................................................458. Appendix.........................................................46

Identify and determine the Manpower Planning

1. Executive SummaryThis term paper contains the HR forecasts of “Dabur Bangladesh”.

Dabur Bangladesh is one of the largest MNC which is running

businesses in Bangladesh and successfully practicing

transnational HR culture in Bangladesh. As it’s a south-Asian

business organization, so they try to maintain a proper, standard

and employee wellbeing hr practices in their activities.

According to Dabur Bangladesh, their HR policy is centrally

controlled by the parent’s organization Dabur India. The HR

office of Dabur Bangladesh generates data and related support to

their head hr office. They maintain an integrative relation

between local HR office and parents HR office to create any HR

decisions. Basically each of the Local HR decisions is finally

taken by local HR manager in consultancy with head HR manager.

Dabur Bangladesh maintains a central DBMS in its parent’s

organization Dabur India. They maintain a competency mapping to

provide necessary training to their employees. Dabur Bangladesh

usually forecasts their manpower for short time horizon. Dabur

Bangladesh forecasts their manpower for the employees required in

administrative work and for the manpower required in

manufacturing plant. They sets some criteria like, employee

attires, attitude, punctuality, sincerity, education, efficiency

in achieving target, late stay, holiday job and mostly 360*

evaluation etc. These criteria are pre-requisite to get the next

hierarchical position. Basically, this report is the partial


requirement of HRP course. The purpose of the report is to apply

the practical knowledge that we learned from HR planning course.

It’s a very knowledgeable, resource able and a great pool of HR

information.

2. IntroductoryDabur Bangladesh is one of the large MNC, running business in

Bangladesh. Who successfully is practicing transnational HR

culture in Bangladesh? As it’s a south-Asian business

organization, so they try to maintain a proper, standard and

employee wellbeing HR practices in their activities. As they

thought that every business have a customer, infect every

functional department have a customer, like- marketers customer

is consumer of that particular product, financial institutions

customer is that particular business people etc. but now what’s

about HR? Who is the customer for HR? Dabur Bangladesh believes

that their employees are the most potential customer for them.

It’s nothing but their strong commitment to their employees.


2.1 Introduction:

The report was originated in our “Human Resource Planning”

course. It is assigned by our honorable faculty “Taskina Ali”,

since the report is partial requirement of HRP course. Our

teacher assigned us this report to introduce us with the

practical data and analysis to determine the human resource

planning process in an organization. She gave us the guidance and

information needed to prepare the report and also told us to

apply our theoretical knowledge of Human Resource Planning (HRP).

She told us to select an organization and help us to determine

which information needs to be collected.

2.2 Objective:

1. Partial course requirement

2. Application of theoretical knowledge

3. To create a pool of HR information for our students

4. To find out the practice of human resource planning process

in an organization of Bangladesh.

2.3 Scope and Purpose of the report:

The report will satisfy some question like,

1. What is human resource planning process?


2. Why human resource forecasts are required for an

organization?

3. What are the facts are required in human resource planning

process?

4. What is the organization growth rate?

In addition with this, the report will give benefits to some

other aspects:

1. This report will help the organization to identify the much

more effective practice of human resource planning.

2. This report will also help the managers to identify the

actual manpower demand for that organization.

3. This report will help many researchers to precede their

further research about human resource planning for an

organization.

4. This report will also help the future students and present

students for carrying a clear idea about forecast demand for

human resources.

2.4 Methodology:Types of Data:


We have used primary data as our data type.

Types of data sources:Primary sources:

Interviewing

Organization visit

Secondary sources:

Internet

Books

2.5 Limitation:1. Difficulties to collect the information from the

organization because of their organization policy.

2. No transportation and no security was provided by our

university

3. Multiple tasks at a time

Except these we don’t face any problems to make this term paper.

3. Literature ReviewGenerally the objective of a literature review is to gather all

information related to the topic from different types of

secondary sources and allocate them for further use. The

objective of this literature review which is included in a Term


Paper based on the topic “Human Resource Planning” is to

accumulate all the available information from different sources

in a meaningful summarize form, that will help to get a clear

idea about the topic.

Human resource planning (HRP) is a part of human resource

management (HRM), so discussion of HRP without any overview of

HRM is incomplete. For defining HRP it is necessary to define

about HRM.

3.1 Human Resource Management: Human resource management can define as a process of handling and

managing people of an organization.

Human resource management (HRM) involves all management decisions

(Human Resource Management- FISHER, SCHOENFELDT, SHAW: 6th Edition,

Chapter-1, Page-7)[1]and practices that directly affect or influence

the people, or human resource who work for the organization.

Most experts agree that (Human Resource Management- Gary Dessler: 12th

Edition, Chapter-1, Page-30)[2] managing involves five functions:

planning, organizing, staffing, leading and controlling HRM is

the process of acquiring, training, appraising and compensating

employees and of attending to their labor relations, health and

safety and fairness concern.

3.2 Human Resource Planning:Armed with information (Human Resource and Personnel Management-

WILLIAM B. WERTHER, JR., KEITH DAVIS: 5th Edition, Chapter-6, Page-155[3]) about

jobs and their design, human resource planning systematically


forecasts an organization’s future demand for and supply of

employees.

Human resource planning (Human Resource Management- FISHER,

SCHOENFELDT, SHAW: 6th Edition, Chapter-3, Page-96[4]) is concerned with

the flow of people into, through and out of an organization. HR

planning involves anticipating the needs for labor and the supply

of labor and then planning the programs necessary to ensure that

the organization will have the right mix of employees and skills

when and where they are needed.

HRP is a planning process (Human Resource Planning- Dipak Kumar

Bhattacharyya: Chapter-3, Page-51[5]) by which an organization can move

from its current manpower position to its desire manpower

position, through planning an organization strives to have the

right number and the right kinds of people at the right places at

the right time.

3.3 Why organization should conduct HRP: Optimum manpower planning (Human Resource Planning- Dipak Kumar

Bhattacharyya: Chapter-3, Page-51[6]) aims at:

Balancing demand, supply, distribution and allocation of

manpower.

Controlling cost of human resource.

Formulating policies on transfer, succession, relocation of

manpower.

HRP is essential wherever production of goods and services are

involved. This may be done either by external agencies

(consultants, suppliers of plant and machineries) or internal


agencies (Personnel Department, Industrial Engineering

Department, Production Department, etc).

HR planning is (Human Resource and Personnel Management- WILLIAM B.

WERTHER, JR., KEITH DAVIS: 5th Edition, Chapter-6, Page-156[7]) more common in

large organizations because of:

Integrate strategic demands with appropriate staffing

levels.

Improve the utilization of human resource.

Match HR activities and future organizational objectives

efficiently.

Achieve economies in hiring new workers.

Expand the HR information base to assist other HR

activities and other organizational units.

Make major demands on local labor markets successfully.

Coordinate different HR programs such as affirmative action

plans and hiring needs.

Small organization can expect similar advantages, but their gains

are often considerably less. In fact, the benefits of HR planning

for small organizations may not justify the time and costs.

3.4 How to conduct HRP of an organization:3.4.1 A Model for HR planning:

The first (Human Resource Management- FISHER, SCHOENFELDT, SHAW: 6th

Edition, Chapter-3, Page-97[8]) step of HR planning is to collects

information; the next step is to forecast demand for human

resources; forecast supply of human resources; plan and conduct


needed programs and the last step is feedback on planning

process. These steps can be explained by a figure:

Collection Information:A. From the external

Environment:

1. Economy

2. Technology

3. Competition

4. Benchmark

B. From inside the

organization:

1. Strategy

2. Business Plan

3. Current Human Resource

4. Rates of turnover and

1


5. Government Regulation

6. Labor Market

7. Demographic and social

trend

mobility

Forecast demand for Human resources:A. Short term and long term B. Aggregate and individual

positions

Forecast supply for Human resources:A. Internal Supply B. External Supply

Plan and conduct needed programA. Increase or reduce

workforce size

B. Change skill mix

C. Develop managerial

succession plan

D. Develop career plan

Feedback on planning processA. Were forecasts accurate? B. Did programs meet needs

3.4.2 Activities required for HRP:

Manpower planning (Human Resource Planning- Dipak Kumar Bhattacharyya:

Chapter-3, Page-51[9]) consists a series of activities which can be

listed as following:

Forecasting future manpower requirement: this is done either

in terms of Mathematical projection or in terms of

2

3

4

5


Judgmental estimates. Mathematical projections are done

extrapolating factors like, economic, environment,

development trends in industry etc. Judgmental estimates, on

the other hand, are done on the specific future plans of a

company by managerial discretion, which is based on past

experience.

Preparing an inventory of present manpower: Such inventory

consist data about each employee’s skills, abilities, work

preferences and other items of information. Inventory of

manpower resources helps in assessing the extent of

deploying such resource optimally.

Anticipating Problems of manpower: This can be done by

projecting present resources into the future and comparing

the same with the forecast of manpower requirements. This

helps in determining the quantitative and qualitative

adequacy of manpower.

Meeting manpower requirements: This can be achieved through

planning, recruitment and selection. Training and

development, induction and placement, promotion and

transfer, motivation and compensation to ensure that future

manpower requirements are correctly met.

3.4.3 Steps of HRP process:HRP process (Human Resource Planning- Dipak Kumar Bhattacharyya: Chapter-4, Page-71[10]) can be delineate into four different stages:

Investigation: it is the primary stage of HRP in any

organization. In this stage, organizations try to develop

their awareness about the detailed manpower scenario with a


holistic view, looking at their current manpower. A SWOT

analysis can reveal a better picture with due consideration

of external environment, performance and productivity

trends, working practices, operational and strategic plans.

Scientific homework, at this stage itself can help to

identify present and future skill gap. Internal manpower

review has to be done with enterprise wide current

operational data, like marketing, financing, performance

data, current employment practices and methods, etc.

Forecasting: After adequate investigation, in the next phase

of HRP process, analysis of demand and supply is done.

Manpower supply is done considering both internal and

external supply. While doing internal supply analysis,

career planning and development, training and development

and succession plan aspects are considered along with

corporate policies and procedures. External supply analysis

is done considering macro level issues to understand their

availability. Demand forecasting help to identifying

requirements of manpower for various positions at different

points of time.

Planning and Controlling of manpower: At this stage

forecasts of manpower are translated into HR policies, which

encompass all HRP related issues like recruitment, training

and development. While going for recruitment, it is

necessary to understand the job descriptions which precede


job analysis and job roles. It is also necessary to document

the status of recruitment. Similar efforts should be made in

planning and documenting the training and development

policies of the organizations to address to the problem of

knowledge and skill obsolescence in the context of changing

technology. Hence the scope of redeployment through

retaining also needs to be explored at this stage. While

doing HRP, flexibility and inter-relationship of all other

policies need to be considered. Mere planning and

documenting the policies will not help. Control must be

there to correct any observed deficiency in such plans.

Utilization: In this final stage of HRP process, success is

measured in terms of achievement trend, both quantitatively

and qualitatively. While quantitative achievement is visible

from productivity trend, manpower costs, etc. Qualitative

achievement is a subjective appraisal on achievement of

organizational objectives. Reflection of qualitative

achievement can also be studied in the context of prevailing

industrial relations, level of motivation and morale,

grievance pattern etc.

3.4.4 Steps for HRP: HRP should precede a number of steps (Human Resource Planning- DipakKumar Bhattacharyya: Chapter-3, Page-52[11]). Such steps are:

Job analysis: Job analysis is done to differentiate one job

to another. Job is defined as collection or aggregation of

tasks, duties and responsibilities, which are assigned to an

individual employee. Job analysis provides requisite


information about a job. It is a process of determining the

nature of a specific job through detailed and systematic

study.

Job Description and Job specification: Job description is

the record of duties, responsibilities and conditions needed

for satisfactory performance of a particular job. Job

specification translates job descriptions into human

qualifications, required for successful performance of a

job.

Developing work rules: Most of the organization after

developing job description and specifications develop work

rule, which are some pre-determined decision about certain

course of action that may be taken when certain

contingencies arise. Organizations develop such work rules

in documented form and use the same as a control device to

ensure predictability of behavior.

Application of Industrial Engineering Techniques: Work

study, method study and work measurement techniques are also

applied as a preceding step for HRP. These techniques

provide opportunity for effective use of plant of equipment,

effective use of human efforts, measurement of human work,

better way of doing things, developing predetermined

standard.

Other factors: other factor include layout design, statutory

requirement, shifts and leave reserve that need to consider

for human resource planning process.


3.5 Job Analysis:Job analysis (Strategic Human Resources Planning- Kenneth J. McBey, Monica

Belcourt: 2nd Edition, Chapter-5, Page-112)[12] can be define as an

examination of the jobs in an organization with a view to

documenting the knowledge, skills, and abilities associate with

successful performance of those jobs. The written outcomes of

this process are referred to either as job description or job

specification. Job analysis can also define as analysis of

subdivided work in the organization, both at the level of the

individual job and for the entire flow of the production process.

Job description and job specification are the written outcomes

produced by the job analysis process. Job description emphasizes

the duties to be carried out on the job. On the other hand job

specification emphasis to identify the competencies the jobholder

must possess to be a successful performer in the specified job.

Job analysis (Human Resource Management- Gary Dessler: 12th Edition,

Chapter-4, Page-142[13]) is the procedure for determining the duties

and skill requirements of a job and the kind of person who should

be hired for it.

3.6 Why firms conduct Job Analysis:

3.6.1.1 Purpose of Job analysis :(http://en.wikipedia.org/wiki/Job_analysis)14]

One of the main purposes of conducting job analysis is to prepare

job descriptions and job specifications which in turn help hire

the right quality of workforce into an organization. The general

http://en.wikipedia.org/wiki/Job_analysis


purpose of job analysis is to document the requirements of a job

and the work performed. Job and task analysis is performed as a

basis for later improvements, including: definition of a job

domain; description of a job; development of performance

appraisals, personnel selection, selection systems, promotion

criteria, training needs assessment, legal defense of selection

processes, and compensation plans. In the fields of human

resources (HR) and industrial psychology, job analysis is often

used to gather information for use in personnel selection,

training, classification, and/or compensation.

Industrial Psychologists use job analysis to determine the

physical requirements of a job to determine whether an individual

who has suffered some diminished capacity is capable of

performing the job with, or without, some accommodation. Edwin

Flieshman, Ph.D. is credited with determining the underlying

factors of human physical fitness. Professionals developing

certification exams use job analysis (often called something

slightly different, such as "task analysis" or "work analysis")

to determine the elements of the domain which must be sampled in

order to create a content valid exam. When a job analysis is

conducted for the purpose of valuing the job this is called "job

evaluation." Job analysis aims to answer questions such as:

Why does the job exist?

What physical and mental activities does the worker

undertake?

When is the job to be performed?

http://en.wikipedia.org/wiki/Industrial_psychology

http://en.wikipedia.org/wiki/Human_resources

http://en.wikipedia.org/wiki/Human_resources

http://en.wikipedia.org/wiki/Personnel_selection

http://en.wikipedia.org/wiki/Performance_appraisal

http://en.wikipedia.org/wiki/Performance_appraisal

http://en.wikipedia.org/wiki/Task_analysis


Where is the job to be performed?

How does the worker do the job?

What qualifications are needed to perform the job?

What are the working conditions (such as levels of

temperature, noise, offensive fumes, light)

What machinery or equipment is used in the job?

What constitutes successful performance?

3.6.2 Uses of job Analysis:Job analysis (Human Resource Management- Gary Dessler: 12th Edition,

Chapter-4, Page-142[15]) is important because managers use it to

support just about all their human resource management

activities.

Recruitment and Selection: Job analysis provides information about

what duties the job entails and what human characteristics


are required to perform these activities. This information

in the form of job description and specification helps

manager to decide what sort of people to recruit and hire.

Compensation: (such as salary and bonus) usually depends on

the job’s required skills and education level, safety

hazards, degree of responsibility and so on. Job analysis

provides the information to determine the relative worth of

each job and thus its appropriate class.

Performance Appraisal: a performance appraisal compares each

employee’s actual performance with his or her performance

standards. Doing so requires knowledge of the job’s duties

and standards, Managers use job analysis to learn what these

duties and standards are.

Training: The job description lists the job specific duties

and requisite skills-and therefore the training- that the

job requires.

Job analysis also helps to discovering unassigned duties and

legal compliance, such as EEO.

3.7 The process of Job analysis: The process (Strategic Human Resources Planning- Kenneth J. McBey, Monica

Belcourt: 2nd Edition, Chapter-5, Page-116[16]) of job analysis involves the

following steps to maximize the potential for success:

1. Determine the job or Process to be analyzed: Although the desire

outcome of a job analysis is to have a comprehensive record

of all organizational jobs and their associated duties,


skill requirements, working conditions, and so on, reality

dictates that organizations normally select certain well-

defined jobs common throughout the industry that can be

benchmarked externally. Some of the factors that determine

whether job analysis will be concurrent or sequential

included: (1) the degree to which the selected job is

central or critical, (2) the availability of job analysts

and other resources, (3) the availability of external

performance benchmarks for organizational jobs.

2. Determining Methods and analyze the job or process: The second step in

the job analysis process involves an appraisal of the most

appropriate method(s) to use to study and record job related

behaviors. Selection criteria for job analysis methods

includes:

Cost: Cost includes license fees for such things as

copyrighted questionnaires, training, and

administration.

Time: Time includes that spent on survey ad interview

training and assessment, data coding and analysis, and

so on.

Flexibility of Methods: This criterion has to do with

whether the method is appropriate for the particular

circumstances.

Validity and Reliability: These criteria related to

whether the job analysis methods have been tested and

found to be accurate measures of the job’s essential


elements and the results of these methods show a

consistent pattern over repeated usage.

Acceptance: Some job analysis method such as direct

observation and videotaping of work performance may be

considered intrusive by the workforce and, therefore,

may be met with resistance. Other methods, such as

questionnaires and interviews, might be deemed more

acceptable by the workers, who would then cooperate in

providing information to the job analysis.

The aforementioned selection criteria are used to evaluate the

following common methods of job analysis:

Interview: To gather information about a job, a job analyst

may interview the job incumbents, as well as co-workers,

supervisors, suppliers, clients, and subordinates. This type

of all-round analysis of a job is referred to as 360-degree

evaluation, as the job analyst has input from individuals

who are in the job under evaluation and in other jobs as

relate to it.

Observation: Observation of a job can be either direct or

indirect. In direct observation analysts observe the

production line for worker behaviors and the skills required

for job success. Recording of the number and duration of the

individual behaviors is normally captured on a standardized

recording sheet. Indirect observation can incorporate


variety of means, such as a videotaped recording of the job

being performed, for subsequent analysis by the analyst.

Questionnaires: Numerous standardized questionnaires are

used for job analysis. Some of the more frequently used

instruments include: (1) the Position Description

Questionnaire, (2) the Functional Job Analysis, (3) the Job

Diagnostic Survey, (4) the Dimensions of Executive

Positions, and (5) the Position Analysis Questionnaire.

These survey instruments are normally completed by job

holders, their supervisors, and the people who work in other

jobs that are related to the specific job being

investigated.

Journals and Diaries: This method of job analysis ask

jobholders to maintain a written record of their job

activities, and associated time expenditures, for a preset

period that typically ranges from a complete work cycle or

typical week to up to a month. Although the information can

be useful in discovering actual time expenditures and

activities; there can be the problem of selective reporting

and bias as the respondent is fully aware that his or her

time and activities are being monitored.

Output and Production Analysis: Machine-generated output

reports, as well as production reporting procedures, can be

obtaining information about the job and its normal and peak

level of production. Although these techniques reveal little

about the qualitative or process aspects of the job, they


are useful in determining appropriate performance standards

for output.

3. Examine the Recorded Data on the Job or Process: Having selected the

most appropriate methods to analysis the job, job analysts

record the knowledge, skills, and abilities, job-related

behaviors, duties, tasks, responsibilities, and working

conditions of the job. The next steps to examine these data

from a variety of perspectives to get a detailed profile of

the current job. After addressing all these issues, the job

analysts start to form a clearer picture of the present job

profile. This information is used to draft the job

description or specification, which should be reviewed not

only by the job incumbents but also by their supervisor.

4. Define and Formalize New methods and Performance Standards for the Job or

Process: At this point the analysts attempt to improve on

current practices by recommending new methods and

performance standards for the job.

5. Maintain new methods and Performance Standards for the Job or Process: It

is one thing to have formal written documents specifying the

duties, tasks, and KSAs required for job success, but it is

quite another to ensure that these new methods and standards

for performance are put into practice. There are four main

methods to help ensure usage of the new techniques and to

prevent relapses the old, comfortable ways of performing on


the job: (1) communication and training, (2) supervisory

reinforcement, (3) employee feedback, and (4) reward system.

3.8 Job Analysis Techniques:

Job analysis techniques (Strategic Human Resources Planning- Kenneth J.

McBey, Monica Belcourt: 2nd Edition, Chapter-5, Page-124[17]) that are

widespread in contemporary organizational usage are:

3.8.1 Critical Incidents Technique:

Critical incident technique is a quantitative process of job analysis that produces behavioral statements along a range from superior to ineffective performance for a specific job.3.8.2 Behaviorally Anchored Rating Scales (BARS):

In this technique a job is divided into a number of key

dimensions, and each dimension contains a range of statements of

job behavior “anchored” to a numerical scale.

3.8.3 Position Analysis Questionnaire:

Position analysis questionnaire (PAQ) is a structured job

analysis checklist that includes 194 items or job elements used

to rate a job.

3.8.4 Functional Job Analysis:

Functional job analysis (FJA) analyses any job using three

essential elements: (1) People (important interpersonal

relationships on the job), (2) Data (obtaining, using, and

transforming data in aid of job performance), (3) Things

(physical machinery, resources, and the environment). Each of

these three dimensions is then rated by level of complexity and

importance.


3.8.5 Hay system:

Hay system uses three key factors to analyze each job: (1) know-

how (the specific knowledge and skills required to perform the

job), (2) problem-solving (the decisions and problems that must

be successfully handled on the job), and (3) accountability (the

jobholder’s responsibilities for critical task completion and for

organizational resources, budgets, supervision of people, etc).

3.9 Problems Associated with Job Analysis:

Job analysis (Strategic Human Resources Planning- Kenneth J. McBey, Monica

Belcourt: 2nd Edition, Chapter-5, Page-124[18]) consist some problems, which

are:

3.9.1 Job analysis that is neither updated nor reviewed:

Recent change in technology, materials, and processes must be

incorporate into the amended job description or specification.

Obsolete job description not only fail to provide job incumbents

with meaningful guidelines but also results in an HR planning

process that is attempting to match individuals to jobs based on

information’s that is no longer valid.

3.9.2 Job description or specification that is too vague:

To be an effective component of HR planning, the job analysis

process must produce detailed, specific behavioral examples of

successful job performance for each job in the work process.

3.9.3 Contamination and Deficiency:

Contamination is an error that occurs when unimportant or invalid

behaviors or attributes are incorporated into a job description

or specification. On the other hand, deficiency is an error of


omission when a job description or specification fails to

incorporate important aspects of the job required for success.

3.9.4 Time and Cost of Job analysis:

Typical costs include in job analysis are: licensing fees,

consulting fees, costs of lost production, codifying, analyzing,

drafting, revising and disseminating cost as well as the large

time require for analysis reduce the effectiveness of job

analysis.

3.10 HR Forecasting:

HR forecasting (Strategic Human Resources Planning- Kenneth J. McBey,

Monica Belcourt: 2nd Edition, Chapter-7, Page-161)[19] constitute the heart of

the HR planning process, can be define as ascertaining the net

requirement for personnel by determining the demand for and

supply of human resource now and in the future. After determining

the demand for and supply of workers, the organization’s HR staff

develop specific program to reconcile the differences between the

requirement for labor in various employment categories and its

availability.

3.11 Benefits of HR forecasting:

A great number(Strategic Human Resources Planning- Kenneth J. McBey, Monica

Belcourt: 2nd Edition, Chapter-7, Page-159[20]) of important benefits accrue

to organizations that take the time to institute effective HR

forecasting process, and the forecasting techniques employed do

not have to be sophisticated to be of value to the firm. A few of


the more important advantages of HR forecasting are discussed

below:

3.11.1 Reduce HR costs:

Effective HR forecasting focuses on a comparison between the

organization’s current stocks of workforce KSAs (e.g.,

experience) and the numbers, skills competencies, and so on

desire in the workforce in the future. This inherent comparison

facilitates a proactive, sequential approach to developing

internal workers and is concurrent with activities focused on

obtaining the best external recruits from competitors,

universities, and training programs. In this manner organization

can reduce their HR costs as they take a long-run planning

approach to HR issues. This means that organizations will be less

likely to have to react in a costly last-minute crisis mode to

unexpected developments in the internal or external labor

markets.

3.11.2 Increases Organizational Flexibility:

An oft-cited advantage of HR forecasting is that its proactive

process increases the number of viable policy options available

to the organization, thereby enhancing flexibility. With regard

to labor supply considerations, forecasting process develop

program options that can determine whether it is more

advantageous and cost effective to retrain current members of the

workforce to fill anticipated job opening or fill this operation

with external recruits who are already in possession of the

required competencies and skills.HR forecasting is predicated on


trends, assumptions, scenarios, and various planning time

horizons, the process itself encourage to development of a wide

range of possible policy options and programs from which the HR

staff can select.

3.11.3 Ensure a close linkage to the overall Business Forecasting Process:

The implementation of an HR forecasting process helps to

eliminate the possibility that personnel policies will veer away

from the overall operating and production policies of the

organization. HR forecasting an ongoing process takes its leads

from specific production, market share, profitability and

operational objectives set by the organization’s top manager. HR

forecasting analysis are set in motion to determine the

feasibility of the proposed operational objectives with respect

to time, cost, resource allocation, and other criteria of program

success. The analysis and subsequent feedback of the HR forecast

summaries to senior management help to ensure that the top

decision-makers in the organization (1) are aware of key HR

issues and constraints that might affect organizational plans for

success and (2) ensure the HR objectives are closely aligned with

the organization’s operational business objectives.

3.11.4 Ensure that organizational Requirements take precedence over Issues of

Resource Constraint and Scarcity:

The first step of HR forecasting process should be the

calculation of organizational requirements, or demand for human

resources. Determining the source of personnel-that is, the


availability or supply of workers- is done only once the process

of evaluating personnel requirements for current and future time

horizons has been finalized. This sequence is not accidental, and

it reinforces the fact that attainment of desire organizational

goals and objectives must take priority over all issues

concerning resource scarcity and other implementation issues.

3.12 Environmental and Organizational Factors Affecting HR

Forecasting:

The HR forecasting (Strategic Human Resources Planning- Kenneth J. McBey,

Monica Belcourt: 2nd Edition, Chapter-7, Page-166[21]) process is extremely

complex, requiring specific numerical and skill competency

targets for personnel to be met despite operating in

circumstances of high uncertainty. This uncertainty arise from

both external environmental factors and from inside the

organization itself. When considering the environmental and

organizational factors, it should be consider that these factors

may be affect the forecasting of demand, supply or both of these

key planning variables.

Selected factors affecting the HR forecasting process are:

Internal /Organizational factors:

Corporate mission, statement, strategic goals

Operational goals, production budget

HR policies

Organizational structure, restructuring, mergers, etc.

Workers KSAs/competencies and expectations


HRM level of development

Organizational culture, workforce climate and

satisfaction, and internal communications

Job analysis: workforce coverage, current data

External / Environmental Factors:

Economic Situation

Labor Market and unions

Governmental laws and regulations

Industry and product life cycle

Technological change

Competitor labor usage

Global market

Demographic changes

3.13 HR Forecasting Time Horizons:

Although there are variations among organizations with respect to

how they define their specific time parameters, the typical HR

forecasting time horizons are as following:

3.13.1 Current Forecast:

The current forecast is the one being used to meet the immediate

operational needs of the organization. The associated time frame

is up to the end of the current operational cycle, or a maximum

of one year into the future.

3.13.2 Short-run Forecast:

The short run forecast extends forward from the current forecast

and states the HR requirements for the next one-to-two year

period beyond the current operational requirements.


3.13.3 Medium-run Forecast:

Most organizations define the medium-run forecast as the one that

identifies requirements for two to five years into the future.

3.13.4 Long -run Forecast:

Due to uncertainty and the significant number and types of

changes that can affect the organization’s operations, the long-

run forecast is by necessity extremely flexible and is a

statement of probable requirements given a set of current

assumptions. The typical long-run forecast extends five or more

years ahead of the current operational period.

The outcome of forecasts derived from these four time horizons

leads to prediction and projection.

3.14 How to determine the Net HR Requirement:

The overall (Strategic Human Resources Planning- Kenneth J. McBey, Monica

Belcourt: 2nd Edition, Chapter-7, Page-168[22]) process of determining net HR

requirement can be defined into four steps:

3.14.1 Determine HR Demand:

In determining demand a verity of factors have to be considered.

These are:

Each organizational sub-unit has to submit its net personnel

requirement to the corporate forecasting unit based on the

future labor needs to meet sub-unit and organizational

goals.

Identify the planned future changes in organizational design

or in restructuring with their associate increases or

decreases in staffing level.


Consider the time horizon for which manpower demand will be

calculated.

Conduct a cost estimate for the net HR demand figure as a

reality check to determine whether the demand forecasting is

realistic.

3.14.2 Ascertain HR Supply:

Step two examines exactly how to fill the anticipated future

requirements for personnel. There are two supply options:

Internal supply and External supply.

Internal supply refers to current members of the organizational

workforce who can be retained, promoted, transferred etc., to

fill anticipated future HR requirements.

External supply refers potential employees who are currently

undergoing training (e.g. university students) or are working for

competitors, or who are members of union or professional

associations, or currently are in a transitional stage, between

jobs or unemployed.

Although some organizations hire recruits externally only when

their internal searches and job posting or bidding process fails

to identify sufficient numbers of high-quality internal

candidates, there are several other reasons like:

Expanding operation without increasing labor efficiency or

implementing labor-saving technology.

Internal employees are socialized and may be comfortable in

their modus operandi.


Internal candidate may be considerably more expensive then

external.

Organizational objectives require a shift in operating

techniques, culture and past practices, hiring external

candidates is often desirable to shaking up the

organization.

The problems of ripple effects. (source: class lecture)

3.14.3 Determining Net HR Requirements:

The third steps in this process involve the determination of net

HR requirements. The equations are:

HR demand = External Supply- Internal Supply

HR demand – Internal Supply = External Supply

In the organization’s future plan consider expansion or

downsizing, the equation is:

External supply = Current workforce size * (replacement % per

year + change % per Year)

3.14.4 Institute HR Programs: HR Deficit and HR surplus:

HR deficit means that forecasted HR demand requirements cannot be

satisfied solely by use of the current internal workforce supply

of employees.

HR deficit = HR Demand > HR Internal Supply

In this case firm’s policy options focus on external supply

consideration of recruitment, selection, and compensation schemes

to attract new employees. It might be possible to hire part-time

employees, full-time employees, or a combination of both in an


attempt to address the deficit. It might be possible to recall

any worker because of past lower level of HR demand.

HR surplus occurs when the internal workforce supply exceeds the

organization’s requirement or demand for personnel.

HR surplus = HR Demand < HR Internal Supply

In this case employees might be leaded off to reduce the excess

labor supply to a level equal to the demand requirements.

Alternative options like: hiring freeze, job sharing and

attrition can also be used to meet the HR requirements.

3.15 Tools of calculating HR Demand in the Organization:

3.15.1 Tools that are used to calculate HR demand in an organization are:

HR forecasting tools or the tools that are used to calculate HR

demand can be classified into two categories, these are: (1)

Quantitative Methods for forecasting Demand and (2) Qualitative

Methods for Forecasting Demand.

Quantitative Methods for forecasting Demand: This category

includes the methods:

Moving Average Method

Exponential Smoothing

Index/ Trends Analysis

Regression

Linear Programming

Actuarial models

Simulation

Probability matrixes


First- Order Markov Model

Semi- Markov Model

Qualitative Methods for Forecasting Demand: This category

includes methods:

Delphi Technique

Expert Forecasts

Nominal Group Technique

The use of quantitative tools reinforces the idea of forecasting HR or manpower requirements. These tools are: (Human Resource Planning- Dipak Kumar Bhattacharyya: Chapter-4, Page-74[23)]

3.15.2 Analysis of Workload Factors:

To forecasts the manpower requirements at different points oftime, workload analysis is extremely important. Analysis ofpresent and future workload depends on the possibility toquantifying the work content in every area of organizationalactivities. Following steps help in workload analysis:

Classification of work: Identifying the work or job contentand time requirement for such job or work unit.

Forecasting the number of jobs: Job forecasting inquantitative terms for a number of jobs is done for a timeperiod.

Concerting the projected jobs in man- hours: Multiplying thetime requirement of each job with the number of projectedjobs.

Converting the man-hour into manpower requirement: aggregateman-hour is converted into manpower requirements.

3.15.3 Time Series Analysis:

Employment data over a time period are used under this method as

the basis for manpower forecasting. Recording employment levels


over a time period need to observe the following five distinct

elements:

i. Trend: Fluctuation in level of employment over a time

period.

ii. Cyclical Effect: Change in employment in relation to some

particular event.

iii. Seasonality: Seasonality fluctuation occur more than once in

a given time period.

iv. Step: Sudden change in employment level due to economic

environment or increase market share, or procurement of some

new machines, etc.

v. Random Education: These are fluctuation in employment level

which is random in nature, i.e. such fluctuation does not

follow any obvious pattern.

The time series analysis consist the techniques:

Moving Average Method: Under this method average of the

combined employment level data for the recent past is

consider as the forecasted employment level for the next

period. This technique is useful to guard against random

fluctuations. For achieving better results, weights may be

assigned for different time periods at the discretion of the

analyst.

Exponential Smoothing Method: Exponential method eliminates

the need for past records by adopting smoothens random error

by giving exponentially decreasing weights to historical

data. Such weight factor is indicated by alpha (α), which is


a smoothing constant, a non-linear decimal value which lies

between 0 and 1. The formula is:

Fm=Ft+α−(At−1−Ft−1)

Where,

Fm = Forecasted manpower

Ft−1= Forecasted demand for the previous period

α = Smoothing constantAt−1 = Actual manpower required for the previous period

Index/ Trend Analysis: Trend analysis is also known as

Simple Mathematical Method which consider the historical

(Strategic Human Resources Planning- Kenneth J. McBey, Monica Belcourt:

2nd Edition, Chapter-8, Page-182[24]) relationship between an

operational index and the number of employees required by

the organization. Although sales level is probably the most

common index used by organizations, other operational

indices include (1) the number of units produced, (2) the

number of clients serviced, and (3) the production hours.

Complex Mathematical Methods: Some forecasting (Human

Resource Management- FISHER, SCHOENFELDT, SHAW: 6th Edition, Chapter-3,

Page-103[25]) methods use more complicated statistical

techniques. Large organizations with a long history of HR

planning are likely to employ these methods. One of such

method, Multiple Regression, uses several factors that

correlate with labor demand to forecast future demand.

Historical data are used to derive an equation describing

the relationships of these factors include sales, profits,


capital investments, and GNP. Another forecasting method

employs linear programming to determine optimal staffing

levels given a set of constraints. Constraints might be

include compensation budgets, minimum and maximum ratios

between various kinds of jobs, or minimum and maximum output

figures.

The use of qualitative methods or judgmental methods is common

in small organizations or by those new to HR forecasting that

do not yet have the database or expertise to use some of the

more complex mathematical models.

Delphi Technique: Delphi technique (Strategic Human

Resources Planning- Kenneth J. McBey, Monica Belcourt: 2nd Edition,

Chapter-8, Page-182[26]) is a careful designed program of

sequential individual interrogations (usually conduct

through questionnaires) interspersed with information

feedback on the opinion expressed by the other

participants in previous round.

Expert Forecasting: Using expert to arrive a numerical

estimate of future labor demand is considered to be a

qualitative process of determining future labor

requirement because it is a detailed process of stating

assumptions, considering potential organizational and

environmental changes, and deriving a rationale to

support the numerical estimate.


Nominal Group Technique: Nominal group technique is a

long run forecasting technique utilizing expert

assessment. It differs from the Delphi technique in

several important respects, such as: the group members

can meet face-to-face and interact, but only after

individual written, preparatory work has been done and

all the demand estimates have been publicly tabled, or

written on a flip chart, without discussion.

3.16 Qualitative and quantitative Methods of HR forecasting with

Advantages and disadvantages:

The following figure outlines some important techniques and their

main advantages and disadvantages:

Quantitative Methods of forecasting HR DemandMethod Description Advantages Disadvantages

Moving Average

Average data

about HR demand

for recent

periods and

projects them

into the

future.

Simplicity.

Data easily

available.

Seasonal or

cyclical

patterns may

be ignored.

Relies on

past data.

Exponential

Smoothing

Forecasters can

vary weights

for HR demand

assigned to

different past

May be used

to take into

account

factors

ignored by

Mathematical

Complexity.

Choice of

weights may


time periods

used to project

future Hr

demand.

the moving

average

method (for

example,

cyclical

patterns)

be arbitrary.

Relies on

past data.

Trends

Projections

Numbers of

people hired or

requested

placed on one

axis; time is

placed on the

other axis. A

straight line

is plotted from

past to future

to predict HR

demand.

Easily

explained to

managers.

Easily

prepared by

HR planners.

Rough

estimates.

Relies on

past data.

Quantitative Methods of forecasting HR DemandMethod Description Advantages Disadvantages

Regression Mathematical

formula used to

relate staffing

to several

variables.

Can include

many

variables.

Efficient use

of all

available

Mathematical

Complexity.

Requires

large sample

sizes.

Relies on


data. past data.

Linear

Programming

Assesses

required

staffing level

that matches

desired output

levels, subject

to certain

constrains.

Assesses what

should be in

the future,

not probably

will be.

Managers are

skeptical of

highly

sophisticated

methodology.

Numerous

assumptions

must be made.

Actuarial

models

Relate turnover

to such factors

as age and

seniority.

Reflect past. May not be

accurate in

individual

cases.

Simulations

Use scenarios

to test the

effect of

various

personnel

policies.

Useful for

considering

alternatives

HR programs.

Accuracy

varies.

Probability

Matrixes

Defines

“states” in the

organization-

such as

strategy

levels,

Help identify

career

patterns.

Help perform

turnover

analysis.

Require some

mathematical

sophisticatio

n.

Accuracy

varies.


performance

rating and also

identify time

period.

First-order

Markov model

Multiply number

of people in

each job

category by the

probability of

movement

between

job/position

categories.

Model assumes

that current

job/position

category is the

chief

determinant of

movement.

Adequate for

considering

alternative

effects of

various HR

strategies.

Not adequate

for long-term

forecasts.

Requires

mathematical

sophisticatio

n.

Semi-Markov

Model

Same as First-

order Markov

model except

that

probability of

movement is

More

inclusive

than a first-

order Markov

model.

Not very

useful for

considering

alternative

affects of

various HR


determined by

(1)

job/position

category and

(2) the

individual’s

length of stay

in the job

class.

strategies.

Requires

mathematical

sophisticatio

n.

Qualitative Methods of forecasting HR DemandMethod Description Advantages Disadvantages

Delphi

Technique

A group of

experts

exchanges

several rounds

of estimates of

HR demand or

supply,

normally

without meeting

face-to-face.

Feedback from

other experts

is used by each

individual to

Can involve

key decision

makers in

process.

Can focus on

what is

expected or

desired in

future.

Not bound to

the past.

Highly

subjective.

Judgments may

not

efficiently

use objective

data.


“fine-tune” his

or her

independent

estimates

Nominal Group

technique

A small group

of experts

meets face to

face. After a

procedure that

involves open

discussion and

private

assessments,

the group

reaches

judgment

concerning

future HR

demand or

supply.

Same as

Delphi

Technique.

Group

discussions

can

facilitate

exchange of

ideas and

greater

acceptance of

results by

participants

Same as

Delphi

Technique.

Group

pressure may

lead to less

accurate

assessments

that could be

obtained

through other

means.

3.17 Methods used by Dabber Bangladesh for Demand forecasting:

Dabur Bangladesh does their job analysis in two categories.

First, for their official employees, and Second, for their

outsource suppliers. Outsourced suppliers are used for


manufacturing purpose. Official employees are known as trainee

employee in Dabur Bangladesh.

Dabur follows Delphi techniques and Trend Analysis to forecasts

their human resource demand. They forecasts their employees based

on their future sales volume. At the beginning of the year Dabur

Bangladesh sets future target sales. Then they determine how many

employees are required for achieving that target.

Trend analysis consider the historical (Strategic Human

Resources Planning- Kenneth J. McBey, Monica Belcourt: 2nd Edition,

Chapter-8, Page-182[27]) relationship between an operational

index and the number of employees required by the

organization. There are five steps to conduct an effective

Index/Trend analysis. These steps are:

1. Select the appropriate business/operational Index.

2. Track the business index over time.

3. Track the workforce size over time.

4. Calculate the average ratio of the business index to

the workforce size.

5. Calculate the forecasted demand for labor.

Delphi technique is a careful designed program of sequential

individual interrogations (usually conduct through

questionnaires) interspersed with information feedback on

the opinion expressed by the other participants in previous

round. There are six steps associated with using the Delphi

technique for HR demand forecasting:

1. Define and refine the issue or question.


2. Identify the experts, terms, and time horizon

3. Orient the experts

4. Issue the first round questionnaire

5. Issue the first round questionnaire summary and the

second round of questionnaires.

6. Continue issuing questionnaires until either all the

predetermined questionnaires stages have been completed

and summarize or the group reaches a clear majority

decision.


4. Organizational Profile:

Dabur (Dabur India Ltd.) (Devanagari: डडडड) derived from

DaktarBurman) is India's largest Ayurvedic medicine manufacturer.

Dabur was founded by Dr SK Burman, a physician in Bengal. He

founded Dabur in 1884 to produce and dispense Ayurvedic

medicines. In 1896, as a result of growing popularity of Dabur

products, Dr. Burman set up a manufacturing plant for mass

production of formulations. His initial goal was to successfully

produce and market effective medicine for ordinary villagers.

DrBurman designed Ayurvedic medication for diseases such as

cholera and malaria. Soon the news of his medicines travelled,

and he came to be known as the trusted 'Daktar' or Doctor who

came up with effective cures. That is how Dabur got its name -

derived from the Devanagri rendition of DaktarBurman.

Information at a Glance:

Type Public (NSE, BSE)

Industry Health Care, Food

Founded 1885

Founder(s) Dr. S K Burman

http://en.wikipedia.org/wiki/West_Bengal

http://en.wikipedia.org/wiki/Ayurveda

http://en.wikipedia.org/wiki/India

http://en.wikipedia.org/wiki/Devanagari

http://en.wikipedia.org/wiki/File:Dabur_Logo.svg


Headquarters

Dabur Tower, Kaushambi, Sahibabad, Ghaziabad - 201010 (UP), India

Area served Worldwide

Key people

DrAnandBurmanChairmanMr. AmitBurmanVice-ChairmanMr. Sunil DuggalCEO

ProductsDaburAmla, DaburChyawanprash, Vatika, Hajmola& Real

Employees 3,000 (Approx.)

Divisions

Dabur Nepal Pvt Ltd (Nepal),Dabur Egypt Ltd (Egypt),Asian Consumer Care (Bangladesh),Asian Consumer Care (Pakistan),

African Consumer Care (Nigeria),Naturelle LLC (Ras Al Khaimah-UAE),


Weikfield International (UAE), andJaquline Inc. (USA).

Subsidiaries

Dabur International,

Fem Care Pharma,newu

Website Dabur.com

Dabur uses 2 major strategic business units (SBU) - Consumer CareBusiness and International Business Division (IBD).

Consumer Care Business addresses consumer needs across the entireFMCG spectrum through four distinct business portfolios of Personal Care, Health Care, And Home Care Foods.

Master brands:

Dabur - Ayurvedic healthcare products

Vatika - Premium hair care

Hajmola - Tasty digestives

Real - Fruit juices & beverages

Fem - Fairness bleaches & skin care products

The brand value of daburs products is 12 Billion-Rupee brands:

DaburAmla, DaburChyawanprash, Vatika, Réal, Dabur Red Toothpaste,

DaburLalDantManjan, Babool, Hajmola, Dabur Honey, Glucose, Fem

and Odonil


The Strategic positioning of Honey as food product, leading to

market leadership (over 75%) in branded honey

market .DaburChyawanprash the largest selling Ayurvedic medicine

with over 65% market share.Vatika has been the fastest growing

hair care brand in the Middle East.Hajmola tablets in command

with 60% market share of digestive tablets category. About 2.5

croreHajmola tablets are consumed in India every day. Dabur is

the leader in herbal digestives with 90% market share in all over

the world.

Consumer Health Division (CHD) offers a range of classical

Ayurvedic medicines and Ayurvedic OTC products that deliver the

age-old benefits of Ayurveda in modern ready-to-use formats.

Major categories in traditional formulations include:

AsavArishtas

RasRasayanas

Churnas

Medicated Oils

Proprietary Ayurvedic medicines developed by Dabur include:

Nature Care Isabgol

Madhuvaani


Trifgol

Division also works for promotion of Ayurveda through organized

community of traditional practitioners and developing fresh

batches of students.

International Business Division (IBD) caters to the health and

personal care needs of customers across different international

markets, spanning Nepal, Bangladesh, the Middle East, North &

West Africa, EU and the US with its brands Dabur&Vatika. IBD

contributes to about 30% of total sales of daburs. IBD leverages

the 'Natural' preference among local consumers to increase share

in personal care categories.

Focus markets:

- GCC

- Egypt

- Nigeria

- Bangladesh

- Nepal

- US


Dabur more focuses on high level of localization of manufacturing

and sales & marketing in product offering.

Dabur Bangladesh is a joint venture of ACI and Dabur India which

is running through International Business Division.

ACI Ltd has Joint Venture with one of the leading companies of

India, Dabur India as Asian Consumer Care Ltd. Dabur has a long

range of food items which is distributed through the channels of

ACI Consumer Brands. These products are very popular in

Bangladesh Market. The food items are:

Dabur Honey.

DaburChawanprush.

Asian Consumer Care (Pvt.) Ltd. also markets the personal care

products of Dabur. The personal care products of Dabur are:

DaburAmla Hair Oil.

DaburVatika Hair Oil.


Vatika Shampoo.

DaburVatika Face pack.All these products of Dabur are already

known to the customers through various satellite channels and

bringing good name for both Dabur and ACI.

5. Findings and Analysis:Dabur Bangladesh is one of the large MNC, running business in

Bangladesh. Who successfully is practicing transnational HR

culture in Bangladesh? As it’s a south-asian business

organization, so they try to maintain a proper, standard and

employee wellbeing HR practices in their activities. As they

thought that every business have a customer, infect every

functional department have a customer, like- marketers customer

is consumer of that particular product, financial institutions

customer is that particular business people etc. but now what’s

about HR? Who is the customer for HR? Dabur Bangladesh believes

that their employees are the most potential customer for them.

It’s nothing but their strong commitment to their employees.

According to dabur Bangladesh, their HR policy is centrally

controlled by the parent’s organization Dabur India. They

maintain a central employee database management system in their

parents head office which contains detail information of an

employee. The HR office of Dabur Bangladesh generates data and

related support to their head hr office. They maintain an

integrative relation between local HR office and parents Hr


office to create any HR decisions. Basically each of the Local HR

decisions isfinally taken by local HR manager in consultancy with

head HR manager.

Dabur Bangladesh does their job analysis in two categories.

Firstly, for their official employees in administrative work.

Secondly, for their outsourced employees. Outsourced employees

are used for manufacturing purpose. Official employees are known

as trainee employee in dabur Bangladesh.

Dabur Bangladesh forecasts their employees for the short time

horizon that means they forecasts only for one to two years

period. As Dabur Bangladesh forecasts their employees for short

time horizon, so they do their job analysis for once in a year.

Dabber follows Delphi techniques to forecasts their human

resource demand. They forecasts their employees based on their

future sales volume. That means at the begging of the year Dabber

Bangladesh sets a future target sales. Then they determine how

many employees are required for achieving that target. They

maintain the previous record of sales volume. Usually next year’s

sales forecasts are incremented by 25% of the current year’s

sales volume.

As we know there are two sources of manpower supply. One is

internal sources of manpower and another one is external supply

of manpower. But as a source of manpower, internal supply is the

first choice of employee supply of Dabur Bangladesh. As they

believe that it reduces their cost of recruitment. At the same


time they have another believe that, human nature wants to be

recognized. As they are motivating their employees through

promotion then they will try to give their best effort for the

organization. Due to these internal employee nurturing policies

they face the lowest employee turnover rate which is 1%. For

manufacturing plant, Daburs first priority is outsourcing

employees. Daburs find it as the most cost effective sources of

employee supply. Now, here a question may arrive that “Doesn’t it

a sacrifice of having standard employee?” Dabur Bangladesh sets

some criteria like, employee attires, attitude, punctuality,

sincerity, education, efficiency in achieving target, late stay,

holiday job and mostly 360* evaluation etc. these criteria needs

to fulfill to get the next hierarchical position. As outsourced

employee are considered as another potential source for official

purpose, so outsourced employees are worked hard to get better

job in Dabur Bangladesh. If organization found that none of the

employee is reliable or capable for next job position then they

go for recruitment and selection process.

As Dabur Bangladesh follow a conservative recruitment policy, so

they hardly face surplus supply employees. If surplus employee is

found then they treat it an s a long term burden. And then they

prefer Golden Handshakes or any law permitted approaches to

reduce unused employees. For administrative work job sharing is

not applicable but it can be applicable for manufacturing plant.

If Dabur found deficit employee then they prefer outsourcing

first then further recruitment. Overtime job policy is applicable


for both administrative and manufacturing work. But it’s little

bit expensive.

Dabur Bangladesh has a competency mapping for each of the job.

Competency mapping means a detail list of KSAs (knowledge, skills

and abilities) to perform a job. Due to this competency mapping,

Dabur easily know what types of training are required for which

types of job and for which employees. So, they can easily train

to employees for preparing them for next hierarchical position.

According to Dabur Bangladesh, their highly employee favorable

human resource policy results the lowest employee turnover rate.

They offer different welfare policies like, insurance, financial

benefits, psychological motivation to their employees. According

to Dabur Bangladesh, if any employees fail to achieve his target

or if he/she constantly makes problem in organizational work then

HR manager talk to those employees and try to see and solve the

problem. They always try to create an interrogative process

between the employee and HR department.

Dabur Bangladesh is running their business in Bangladesh from

2003. At the beginning of its journey they are not a profitable

organization but from 2007 it becomes a highly profitable

organization. In 2010/11 fiscal year the growth rate of Dabur is

42% and 2011/12 fiscal year it becomes 57%. And they give credits

to their highly skilled employees, who turned to be an asset of

Dabur Bangladesh. As the mission statement of Dabur is


“Celebrating Life”, they try to spreads it to their current

employees.

Findings

Current Work Force of Dabur Bangladesh:

Administrative WF 75 persons


Outsourced WF 300 persons

Organizational Growth Rate is 25%

Turnover Rate is 1%

Employee efficiency rate is 83%-89%

We know,

HR forecast=External Supply + Internal Supply

External Supply=CWF*(Turnover rate + Growth rate)

External supply of employees (administrative purpose) =

75*(.01+.25) persons

=20 persons

Human resource forecasts (Administrative purpose) = (20 + 75)

persons

=95 persons

External supply of employee (Manufacturing purpose/Outsourced) =

300*(.01+.25) persons

= 78 persons


Human resource forecasts (Manufacturing purpose/Outsourced) = (78

+ 300) persons

= 378 persons

Total manpower need to be recruited = (20 + 78) manpower

= 98 Man power.

So, Dabur have the 20 manpower demand for administrative work and

78 outsourced employees are required for manufacturing plant.

Total manpower demand for next fiscal year is 98 numbers of

employees.

6. Suggestion:

As internal supply is the main manpower source of Dabur

Bangladesh. It may have some negative effect to the

organization like, ripple effect. So, they need to more

focus on recruiting from external sources.

As internal employee may obsolete after a certain period of

time. So, to have better, knowledgeable, well skilled,

efficient employee they need to recruit from external

sources.


As Dabur running its business in 60 countries of all over

the world. So, it’s the time to decentralize the HR

decisions of a particular country from the central

decisions.

Dabur have the 20 manpower demand for administrative work

and 78 outsourced employees are required for manufacturing

plant. Total manpower demand for next fiscal year is 98

numbers of employees.

7. Conclusion:Though it’s a partial requirement Human Resource Planning course,

but it helps to forecast the manpower demand of an organization.

Whatever we learned from HRP course, we are able to successfully

implement it with practical data. This report becomes a pool of

information for the students which contains large amount

theoretical and practical information. Due to the visit in a

well-known MNC, students are able to create a good relation with

an organization and moreover students are able to know the HR


culture maintained by the MNCs in Bangladesh. Its helps to know,

how an organization manage its best manpower with its resources,

what a firm consider to recruit its employees, what are the

factors influence the demand forecasts, how forecasting occurs

and the HR view of Dabur Bangladesh to their employees.

Basically, this report clears the knowledge of HRP with its

proper implications. From this term paper, we are able to know

the customer of HRM, which is organizational own employees. Another

important learning is getting the knowledge of competency

mapping, which was a great learning for us.


8. Appendix1.Human Resource Management- FISHER, SCHOENFELDT, SHAW: 6th Edition,

Chapter-1, Page-7

2.Human Resource Management- Gary Dessler: 12th Edition, Chapter-1, Page-

30

3.Human Resource and Personnel Management- WILLIAM B. WERTHER, JR.,

KEITH DAVIS: 5th Edition, Chapter-6, Page-155

4.Human Resource Management- FISHER, SCHOENFELDT, SHAW: 6th Edition,

Chapter-3, Page-96

5.Human Resource Planning- Dipak Kumar Bhattacharyya: Chapter-3, Page-51


7.Human Resource and Personnel Management- WILLIAM B. WERTHER, JR.,

KEITH DAVIS: 5th Edition, Chapter-6, Page-156

8.FISHER, SCHOENFELDT, SHAW: 6th Edition, Chapter-3, Page-97


10. Human Resource Planning- Dipak Kumar Bhattacharyya: Chapter-

4, Page-71

11. Human Resource Planning- Dipak Kumar Bhattacharyya: Chapter-

3, Page-52

12. Strategic Human Resources Planning- Kenneth J. McBey, Monica

Belcourt: 2nd Edition, Chapter-5, Page-112

13. Human Resource Management- Gary Dessler: 12th Edition, Chapter-

4, Page-142

14.http://en.wikipedia.org/wiki/Job_analysis

http://en.wikipedia.org/wiki/Job_analysis


15.Human Resource Management- Gary Dessler: 12th Edition, Chapter-4, Page-

142

16.Strategic Human Resources Planning- Kenneth J. McBey, Monica Belcourt:

2nd Edition, Chapter-5, Page-116
















25.Human Resource Management- FISHER, SCHOENFELDT, SHAW: 6th Edition,

Chapter-3, Page-103






28.http://www.google.com.bd/imgres?imgurl=http://

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%3Dhtml&usg=__Imb2gfxJar1fl4y9BFcmHDFn1Oc=&h=1337&w=1092&sz=14&

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29. [http://www.aci-bd.com/sub_asian_con_care.php]

30. [http://www.iloveindia.com/economy-of-india/top-50-companies/

dabur.html]

31.Dabur Bangladesh, H#10, R#28, Block #K,2ND Floor, Banani, Dhaka.

32.http://www.google.com.bd/imgres?imgurl=http://trendsoutheast.org/

2011/wp-content/uploads/

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