Term Paper
On
Human Resource Planning of “Dabur Bangladesh”
1
AIUB
Spring 2014-2015
Course Title: Human Resource Planning & Development
Section: B
Term Paper
Submitted To
Submitted By
Neaz Ahmed
1. Kazi Persa Zerin
ID: 14-98080-3
Faculty, AIUB
2. Md Mazharul Islam
ID: 14-97679-1
3.
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Table of Contents
Term Paper.................................................................................................................................................... 1
1.
Introduction of the company ................................................................................................................ 4
2.
Organization Chart of Dabur ................................................................................................................. 6
3.
Total Number of employees in the company ....................................................................................... 6
4.
HR Planning Activities ........................................................................................................................... 7
5.
4.1
Methods used by Dabber Bangladesh for Demand forecasting: .................................................. 7
4.2
Supply of Manpower ..................................................................................................................... 8
4.3
Succession Planning ...................................................................................................................... 9
4.4
Policy taken at time of surplus & deficit of employees ................................................................ 9
4.5
Competency Mapping ................................................................................................................. 10
4.6
Lowest Turnover rate .................................................................................................................. 10
4.7
Dabur forms JV in Bangladesh………………………………………………………………………………………………..11
Observation about HR Department in Dabur ..................................................................................... 11
5.1
6.
Suggestions ................................................................................................................................. 12
Success factors of HRM Department .................................................................................................. 12
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1.
Introduction of the company
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 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.
Information at a Glance:
Industry
Health Care, Food
Founded
1885
Founder(s)
Dr. S K Burman
Headquarters
Dabur Tower, Kaushambi, Sahibabad, Ghaziabad - 201010 (UP), India
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Area Served
Worldwide
Key people
DrAnandBurman
Chairman
Mr. AmitBurman
Vice-Chairman
Mr. Sunil Duggal
CEO
Products
DaburAmla, DaburChyawanprash, Vatika, Hajmola& Real
Website
WWW.Dabur.com
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2.
Organization Chart of Dabur
CPPD – Corporate Procurement & Planning Department
CSCC – Central Supply Cell Chain
3.
Total Number of employees in the company
Total number of employees in the company is approximately 3000.
6
4.
4.1
HR Planning Activities
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. 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.
 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
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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.
4.2
Supply of Manpower
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
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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, Dabur’s first
priority is outsourcing employees. Dabur finds it as the most cost effective sources of employee
supply.
4.3
Succession Planning
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.
This 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.
Dabur has also set-up Assessment and Development Centers to provide employees equitable
growth opportunities and a platform to realize their potential. These 20 Dabur India Limited
Management Discussion & Analysis centers employ scientific processes to assess the growth
potential of each individual. Based on this assessment, employees are placed where their
potential is best utilized. For senior management, this program is conducted by a reputed
professional organization
4.4
Policy taken at time of surplus & deficit of employees
Dabur Bangladesh follows 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
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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 is little bit expensive.
4.5
Competency Mapping
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.
4.6
Lowest Turnover rate
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.
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4.7 Dabur forms JV in Bangladesh
In its endeavor to turn global, Dabur India has entered into a joint venture with Bangladeshi
company Advanced Chemical Industries for producing hair care and oral care items. Having set
for itself an aggressive growth target, the company has also identified other overseas markets
where similar joint venture operations will come up in the near future.
Among the other markets where the prospects of starting similar JV operations have been
found include the United States, Britain, Pakistan, Nigeria and the Middle East.
Benefits of A joint venture: It can help business grow faster, increase productivity and generate
greater profits. A successful joint venture can offer:

access to new markets and distribution networks

increased capacity

sharing of risks and costs with a partner

access to greater resources, including specialized staff, technology and finance
Joint ventures often enable growth without having to borrow funds or look for outside
investors. One may be able to use ones joint venture partner's customer database to market
ones product, or offer ones partner's services and products to ones existing customers. Joint
venture partners also benefit from being able to join forces in purchasing, research and
development.
5.
Observation about HR Department in Dabur
At Dabur, the Human Resources department supports the business operations and helps
enhance performance parameters for each employee. Special care is taken in nurturing talent,
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promoting entrepreneurship among employees and motivating employees to innovate and
improve their performance through an innovative reward and recognition program called
‘Applause’. The objectives of this scheme are:
-
To reward contribution of employees beyond normal monetary rewards O
To recognize and applaud for immediate recognition
To promote positive behaviors in the organization
Dabur recognizes that its people are the key to its continued expansion and growth. Therefore,
the Company puts a great deal of emphasis on talent acquisition, development, retention and
motivation.
5.1
Suggestions
 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.
6.
Success factors of HRM Department
 In Dabur the HR department respects the right to freedom of association, participation,
collective bargaining, and provide access to appropriate grievance redressed
mechanisms.
 Dabur has also institutionalized Health, Safety & Environment policy (HSE), which
describe an occupational health and safety management system based on seventeen
elements.
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 Dabur’s Talent Management strategy is focused on building future leaders and creating
a talent pool within the organization to ensure a pipeline of high quality business
leaders to steer the company forward on its growth trajectory. Career Development
Centre (CDC) is an innovative HR initiative undertaken by Dabur in a bid to provide
career development and advancement opportunities for employees who have been part
of the Dabur family for some time.
 Dabur’s HR department, along with line managers, ensures that workplace environment
is safe, hygienic, humane, and upholds the dignity of the employees
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Appendix
1.
Code of Ethics of Dabur –
http://www.dabur.com/en/investors1/Policies/codeofconductslidesnew.pdf
2.
Strategic Human Resources Planning- Kenneth J. McBey, Monica Belcourt: 2nd Edition
3.
http://archive.thedailystar.net/2003/12/24/d31224050553.htm
4.
http://www.dabur.com/en/Investors1/Annual_reports/2011-12/Dabur-BR-Report-
2012.pdf
5.
http://accountlearning.blogspot.com/2013/01/human-resource-planning-process-
or.html
6.
http://www.dabur.com/en/investors1/annual_reports/2011-12/brr-report/employee-
well-being.pdf
7.
Strategic Human Resources Planning- Kenneth J. McBey, Monica Belcourt: 2nd Edition,
Chapter-8, Page-182[27
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