c c You will find the question in the 4th number image. Answer the question within 30 minutes.

CHAPTER 4 Training and Development of Employees READING CASE 2.1: Training and Development in the RMG Industry Situation 1: As an entry-level manager of a garment company, Mr. Lutfar Rahman earned a very quick recognition and excelled his way towards mid-level manager within six months. The HRM Department happened to be full-fledged functional. Employees and workers shared their thoughts, opinions, and problems with the HR department. Mr. Rahman worked in his previous company for two and a half years. Some of the important tasks for the HR Department were the employees' job analysis, creating jobs, measuring performance, performance appraisal and giving training. But like other people, Mr. Lutfar Rahman also decided to change his job once he got a better offer. That was how he joined The Garments Tiara in 2012. In the initial stage, he discovered that many operations were rather different than those were initially anticipated. He was selected to work as an administrative executive. However, upon joining, he found that there was not any dedicated HR Department in The Garments Tiara, and it was his responsibility to create and run one. The company culture was different as well. The upper-level employees were loyal to the enterprise, and the turnover rate was negligible. Mr. Ali Ahmed worked there for 20 years. The 76 Readings and Cases in Human Resource Management Practices Chapter 4: Training and Development of Employees 77 blue colour staff turnover rate was almost 15 percent (Interview with General Manager, 2012). Mr. Rahman knew that the brand of the garments Tiara Company was very high. He felt very proud to work in that company which was a pioneer in foam and mattress business. The employees worked very hard to reduce pollution and to make it a green company. The employees followed zero wastage policy to reduce the wastage level The astonishing point Mr. Rahman discovered was that the corporation had no particular mission and vision. Mr. Lutfar Rahman's expertise had been primarily in the Finance sector, but over Tiara, he dealt with the HR and administrative tasks. Few weeks after he joined, he was given the load to address legal issues and to communicate with the legal advisor regarding disputed matters. The Garments Tiara did not have the top notch filing system for its employees. 212 employees are working at different levels. Evidently, without proper documentation, dealing with the promotions, periodic increments, etc. did not go as smoothly as was expected. Other details were not logged in either, e.g.: Show-causes, warning letters, recommendations of supervisors, individual achievement records and training records, etc. Networking and communications played a vital role in promoting or terminating a staff. Under his supervision, the entire workforce was categorically going through an organizing filing process. Although he did not admit directly, it was understood that he (and the newly organized HR department) experienced a shortage of staff to maintain 212 employees. But he was quite an optimist because he believed that the HR department would to evolve rapidly and get specialized human resources having expertise and skills in that field. Ultimately, these steps would create a full-fledged HR department shortly. The Garments Tiara claimed to train its employees like executives and managers. Besides the weekly fire drills, there was not any other job training. After joining the company, employees went through an orientation program. These on-job training programs were restructured to bring better result. He had received only the orientation program, and that was that; No other training was given to him till that date. It should be noted since he was an expert on finance; he should have received several specialized training on HRM. Who is provides the training is also an important criterion, e.g.: Finance and Accounting experts can increase the efficiency of the Accounts department. In the case of handling people, there was no HR expert. Before Mr. Rahman, Marketing managers felt the HR issues (Interview with General Manager 2012). Our closing questions to him were whether he missed his previous company and whether he was satisfied in the current one. He replied there were both positive and negative aspects in his last company. He learned many new and innovative things over there which he was trying to implement in The Garments Tiara. As for satisfaction, it was technically too early to make any comment. But he dedicated himself to iron out the problems as soon as he saw them. He had meetings with different managers regularly and shared his thoughts and asked for their options as well. Mr. Rahman would take initiatives to write up a concept note to the development of HR in The Garments Tiara and would submit to the management for discussion and approval at the year end. He mentioned each and every organization had loopholes, and The Garments Tiara was not an exception. His primary concern at the moment was to build up an excellent and realistic training and development program for the employees of The Garments Tiara (Manager HR, 2013). PROBLEMS IDENTIFIED 1) The absence of dedicated HR department in The Garments Tiara Company: Although the company itself was more than a quarter of a decade old, its internal structure was not developed as much as it should have been. Different departments had seen improvements, some more rapid than others. Since it was a Bangladeshi company, too much emphasis was never made to the HR department. Throughout its lifespan, the company took assistance from different departments managers and other top- level employees to perform the tasks directly related to HR (e.g.: 78 Readings and Cases in Human Resource Management Practices Chapter 4: Training and Development of Employees 79 interviewing, job analysis, training, and development, appraisals, follow-ups, etc.). These people were masters of their domain, but not adequately equipped to tackle the HR issues. Many problems arose from time to time which was not dealt with then and there. Gradually these problems were spiralling out of control and could no longer be ignored. Hence, The Garments Tiara had no choice but to set quickly up a new department dedicated entirely to Human Resource Management in few months ago 2) The Garments Tiara does not recruit the right person for the right job that is why employees find it difficult to cope up: Had there been a properly functional HR department, the problem of selecting the wrong or totally unskilled person for a particular job would not have occurred. Accepting an unqualified person is not an issue either, but that only happens if there is an excellent facility available for training and developing employees for their respective jobs. At such moment what happens is, an employee is given a set of tasks to perform. If he is in a disadvantaged situation of not knowing well, he is being forced to ask for assistance from his colleagues. If an employee gives his time to train this person, he will have to leave his on-going work for some time. It creates a backlog because most of the works are chained one after the other. Employees fear to lose their jobs, so they almost never deny of their shortcomings of the tasks that they are assigned. A dedicated training and development team could eliminate these gaps. That team could shape up almost anyone with partial knowledge. The result would be the invention of very skilled persons for The Garments Tiara. 3) Employees have to perform activities not mentioned in their job description: This issue has become a norm in Bangladesh. This practice is evident in almost all the sectors, be it private, and be it public or government. A person employed as a database analyst might be requested to develop the company's web portal or even handle graphics. The problem is that the database analyst will not be arguing with his higher-ups about this matter. With whatever little knowledge he has, he will directly dive into the task given that was not in his expertise. Unfortunately, The Garments Tiara is no exception to this practice either. 4) The proper filing system is absent in The Garments Tiara, meaning there is no record about how an employee performs: The Garments Tiara started its production in the year 1985. Back then it took in as many workers needed by following proper procedures (e.g. Educational background certificates, CV's, Recommendations, etc.). However, a good filing system was not maintained due to which almost all the records of every employee had been misplaced or lost. Recently, the filing system has been started by the HR department. However, they mostly contain recruits who joined in the last few months. Meticulous record keeping will be done very soon for the entire workforce of The Garments Tiara that Mr. Lutfur Rahman assured us. 5) The Garments Tiara is understaffed right now, which is why employees have continuous work pressure. Minimizing resources, the maximizing output is what The Garments Tiara targets. Sadly, one of those resources is the Human Resource Department itself. Mr. Lutfur Rahman says that he is trying his best to tackle not only problems related to HR but also other departments as well. He has to look after legal issues, other managerial problems and sometimes even financial matters related to goods, raw materials, etc. If the company is severe enough, then a few more HR staffs may be increased eventually for a smoother functionality. 6) No other training is provided to the employees except on-the- job training and orientation program: Although on-the-job training is helpful, an additional training would create a very healthy work environment. The only exercise that is repeated on a regular basis is the fire drill procedure. The Garments Tiara does not have an orientation program devoted to making new recruits at home. All the tasks are done are a walk-through of different sections of the plant that briefly show the functions of the heavy machines and equipment. Socializing is not evident. 7) On the job training is not provided timely: Training should be delivered before an employee is designated a task. However, in The Garments Tiara, most of the new duties are handed over first, and then the employees get to know the practical steps from their colleagues or higher-ups. Although not entirely, somewhat it is a trial and error' process. NO Readings and Cases in Human Resource Management Practices Chapter 4: Training and Development of Employees 81 References: Annual Report for (2012). Dhaka: The Garments X Industries Ltd. In the garments X Company's official website that presents the full text of many essential works in the report of witchcraft and demonology (http://www.the garments X-family.com/). Dessler, G., & Varkkey, B. (2011).Human Resource Management (12 h Ed.). India, Manipal. Financial Report for (2011). Dhaka: The Garments X Industries Ltd. 8) Trainers are not useful enough for training the employees as they do not belong to respective backgrounds: As mentioned earlier, many heads of the departments or employees get the task of teaching others from time to time. These head of the departments are not entirely equipped with the right and adequate knowledge by themselves. The main reason behind this is that they are from other departments (e.g.: finance, marketing, etc.). 9) Job satisfaction is low: Mostly, based on observation and networking, promotions and incentives are provided. Although everyone is reluctant in admitting straight away, it raises an eyebrow or two during promotions. Networking is a key factor in securing better position and hopping into higher ones rather than actual performance. It is due to the lack of an appropriate and a dedicated HR department, whose one of the main objectives would have been to follow-up regularly of each and every employee. An employee was asked in the absence of his higher- ups about the satisfaction level. His response was that of a cautious person, but with a hint of pessimism. According to him, lucrative benefits, promotions, and other conveniences were not always offered to the deserving person. READING CASE 2.2: Training and Development of a Driver in Cardiopulmonary Resuscitation (CRP) Saved a Life CASE DISCUSSION QUESTIONS a) Does The Garments Tiara need to follow basic training and development process? b) How do training and development program motivate employees of The Garments Tiara? c) Which training methods should The Garments Tiara follow? d) How do The Garments Tiara practice management development program? e) What are the benefits that The Garments Tiara can enjoy if they provide training and motivate employees? 1) What should be the objectives of employee training programs for The Garments Tiara? Situation 1: An eminent hospital is one of the most respected medical institutions in the country and despite of it being a non-profit organization; it focuses highly on training & development of its people which is very rare to see in non-profit organizations in Bangladesh The hospital claims not just to train and develop the nurses and doctors but also trains the management staff as per necessary, Hospital authority has prepared their ambulance drivers and ambulance nurse to take care of emergency situations if they face any. On an underlying note, they are trained on measuring diabetics, fever, and blood pressure and so on. However, the hospital also provided their senior ambulance drivers and nurses how to give Cardiopulmonary Resuscitation (CPR) in an ambulance. It is an emergency form of device that is used to pump the heart to have regular blood flow if the patient is having any problem in the heart while in road/traffic to the hospital (Khan, personal communication, December 5, 2015). Statement of the problems It is hard to convince the top management to finance cardio machine training for drivers