1.

The Mission and vision statement of HR

Human Resources Mission Statement
The mission of the human resource department is to support
the goals and challenges of Strive Enterprise by providing
services that promote a work environment that is
characterized by fair treatment of staf, open communications,
personal accountability, trust and mutual respect. We will seek
and provide solutions to workplace issues that support and
optimize the operating principles of the organization.
Human Resources Vision Statement
An Inclusive Community of Integrated Partnerships
e a strong, client!focused, "roduct!oriented organization.
"ursue #uality in the development and implementation of
human resources practices to the e$tent that we become a
world!class leader in the %eld of human resources.
&onsult with department managers and supervisors in the
management of human resources under their leadership and
facilitate their ability to make decisions.
Serve as a resource to employees in supporting them to make
informed decisions regarding work and life issues.
e an open organization in terms of sharing information with
each other and clients while respecting the need for
con%dentiality.
2. The Organizational Structure
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'eneral (anager
)istrict Sales (anager
Thana Sales (anager
*inance +nformation
Technology
Thana Sales
,-cer
Sales
.epresentative
)istrict Sales
.epresentative
Sales Support ,-cer
/uman .esource
0dmin
3. The Role profiles/! of the "M# !istrict Managers# The
Thana Sales Manager and the Sales $eople.
'eneral (anger1
2. E$ecuting and monitoring sales activities.
3. Take strategic decision for sales
4. +nitiate sales incentive program for better sales
5. 0ccumulate yearly sales target individually as well as region
wise
6. &heck all the sales order and the distribution as signing
authority
)istrict (anager1
2. (aintain the region wise sales target
3. (onitor daily sales region wise
4. &heck the daily sales target
5. +nsuring the product availability
6. )aily sales report
7. Submit monthly sales report to '(
Thana Sales (anager1
2. )aily sales monitoring according to target
3. 8ew client search to increase the business
4. )erive the sales force to achieve the sales target individually
5. *orce the sales team to increase the business
6. (onitor all the sales activities
7. +nsure after sales service
9. )aily sales report
:. Submit monthly sales report to )(
Sales "eople1
2. *ollow the sales target according to mention target set by
management
3. )aily sales report
4. *ield visit report
5. ;edger maintain
6. Sales *orecasting <"arty wise, (onth wise=
7. Submit monthly sales report to TS(
9. +ncrease the volume of sales
:. (onitoring the party credit limit
>. &ollection
2?. )elivery monitoring
22. Ensure after sales service
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%. The Salar& and the 'enefit structure
For Management Level
Gross
(In
Taka)
Segments GM M TSM
asic<7?@= 5:,???AA! 47,???AA! 35,???AA!
/ouse
.ent<35@=
2>,3??AA! 25,5??AA! >,7??AA!
&onveyance<:
@=
7,5??AA! 5,:??AA! 4,3??AA!
(edical<:@= 7,5??AA! 5,:??AA! 4,3??AA!
Total Gross ! :?,???AA! 7?,???AA! 5?,???AA!
Allo"ance (In
Taka)
;eave fare
allowance
9??? 6??? 46??
(eal 0llowance 5??? 46?? 4???
&hild Education
0llowance
66?? 6??? 56??
(obile 6??? 5??? 4???
Total Allo"ance
!
326?? 296?? 25???
#or $on%management level
S& SP
A)'asic Pay :??? 76??
')Cash
Allo"ance
2. /ouse .ent 4??? 33??
3. &onveyance 26?? 2???
4. (edical 26?? 2???
5. Ti-n 2??? 9??
6. )earness 0llowance 23?? :??
Total Cash ! 273?? 233??
(. The selection criteria for the a'ove positions
2. "ress advertisement for employee recruitment
"osition
Bob description
Education
Bob area
Salary and bene%t
)ate of submission

). * detailed Recruitment plan and ho+ &ou +ill e,ecute it
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)etermine the need for a new hire, develop a Cob speci%cation
from a Cob analysis and a Cob description. Schedule the
recruiting planning meeting with the appropriate attendees,
minimally, the /uman .esources recruiter and the hiring
manager. ,ther attendees can include successful coworkersD
an indirect, but interested, managerD and internal customers
of the position.
Esing the Cob speci%cation, which may also be revised during
this meeting, and your e$perience of other employees who
have worked successfully in a similar position, rank the most
important #ualities, e$periences, education, and
characteristics that your successful candidate will possess.
This ranking allows your /. recruiter to use these
characteristics to write the classi%ed ad, post the Cob online,
and screen the arriving resumes. The /. recruiter will use the
complete Cob speci%cation, but the prioritization is helpful.
8ow that we have the important re#uirements prioritized,
determine where to advertise the position to develop the most
e$haustive candidate pool, including asking for internal
referrals.
)etermine who will interview the potential employees and the
#ualities of the candidates they will need to evaluate. *or
e$ample, one interviewer needs to consider technical skills,
another, cultural %t, a third, customer orientation.
0ssignments depend on the #ualities and characteristics we
seek in the new employee. "lan the interview and follow!up
process.
)ecide upon the candidate screening #uestions for the /.
recruiter andAor the hiring manager whoever will perform the
telephone screens.
0ssign interview topics and #uestions to the employees who
will conduct the interviews. These #uestions should be
behaviorally!based. We can also write scenarios, or brief role
plays, and ask the candidates to tell us how they would solve
a particular problem, resolve a common work situation, or
improve a work process. +deally, each interviewer will assess a
diferent area of the potential employeeFs #uali%cations1
cultural %t, technical capabilities, e$perience, ability to
communicate, interpersonal efectiveness, and so forth.
)ecide if testing will assist you to select the best candidate for
the Cob. 0s an e$ample, we may want to give a writing test to
a customer service candidate who will communicate with
customers chieGy through email. We can ask a technical writer
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to produce a writing sample for you. Hou might ask a
developer to program a simple task. We need to make sure
that every candidate for the position receives the same test at
the same point in the selection processD generally test only
your %nalists.
+dentify the appropriate #uestions for the candidate post!
interview assessment by each interviewer. +n addition to
several generic #uestions, these should comprise a checklist
that closely mirrors the characteristics we have determined
are most important in the person we hire.
This planning meeting and the recruiting activities that result from it
will improve our employee selection process. 0n improved recruiting
and selection process ensures that our organization is selecting
candidates who will succeed and star as members of our superior
work force.
2. "ublish a circular
3. &ollecting all the &urriculum Iita
4. Scooting
5. &all shortlisted applicant for interview
6. Written test
7. interview
9. (edical Test
:. *inal Selection
-. * plan for the emplo&ee orientation
.ecognize the bene%ts and goals of new employee
orientation. 0ssume a leadership role in the process.
)etermine the topics to be covered, plan and e$ecute
successful orientations. ,rientation provides information new
employees need to get of to a good start. ,rientation has a
direct impact on future productivity, performance, and Cob
satisfaction.
o Welcome the new employee
o +ntroduce employee to co!workers and workplace
o &omplete paperwork
o /ave employee attend /. orientation session.
o "rovides essential information
o /elps the employee to know and assess training needs
o &reate a "ositive 2
st
+mpression
o )ept. information
o ene%ts information
o Bob information
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.. The Training plan for the ne+ recruits
8ew employee training programs give employees the
information they need to protect themselves and others at
work. To developing a training program is to identify all of the
topics re#uired by the company. Topics generally fall into the
following broad categories1
Employee /andbook
"osition .e#uirements
Safety Training
Juality 0ssurance
.egulatory &ompliance
Employee )evelopment and &erti%cations
"reventive (aintenance and
/ousekeeping
Standard ,peration "rocedures
/. Ma0e a draft of a 1mplo&ee Hand 'oo0
Safety Training
Safety (anual
Smoking "olicy
Emergency "rocedures
Emergency &ontact 8umbers
(eeting ;ocation
Safety E#uipment
*irst 0id
/azardous Waste and Spills ! *ire, Weather, Etc.
0ccident .eporting "rocedures
(an lifts
'rain /andling *acilities !
0ccess to Employee E$posure and (edical .ecords
.eview Key "olicies
&ompany (ission Statement
Iacation and Sick ;eave
;eaves of 0bsence
/olidays
Time and ;eave .eporting
,vertime
"erformance .eview
Eniform
Environmental "olicy
.ight to Know
"ersonal &onduct Standards
"rogressive )isciplinary 0ctions
Security
&on%dentiality
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Safety
Emergency "rocedures
Iisitors
E!mail and +nternet Ese
0nti!/arassment
0dministrative "rocedures
'eneral 0dministrative "rocedures
,-ceA)eskAWork station
Keys
(ail <+ncoming and ,utgoing=
Telephones
,-ce Supplies
+) &ards
"urchase .e#uests
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