[Year]

[Type the company name] israt ether

[TYPE THE DOCUMENT TITLE] [Type the abstract of the document here. The abstract is typically a short summary of the contents of the document. Type the abstract of the document here. The abstract is typically a short summary of the contents of the document.]

Letter of Transmission

Date:

Taskina Ali

Assistant Professor

School of business

United International University

Subject: Request to accept the Internship Report on “Training practices in SGS Bangladesh

Ltd.”

Dear Madam,

It is indeed a great pleasure for me to be able to hand over the result of my hardship of the

Internship report on Training practices in SGS Bangladesh Ltd.

I tried my level best for preparing this report. As you know I am doing my internship in the HR

department of SGS Bangladesh Ltd, the information of this report is prepared based on the

information gathered directly from the organization, mainly from the HR department, and from

the internet. I tried to give my hundred percent for making this report.

I, therefore, hope that you will find this plan worth reading. Please feel free for any query or

clarification that you would like me to explain. Hope you will appreciate my hard work and

excuse the minor errors.

Thanking you for your cooperation.

Sincerely yours,

Israt Ether

ID-111092110

Acknowledgements

At first I am thankful to our Almighty Allah, who gives me strength to complete this report.

Then I would like to thank my honorable teacher Taskina Ali for giving me the opportunity to do

my internship under her guidance. During this internship period she had been guiding me to

preparing this report. I am very much gratified to our teacher Taskina Ali for making me work

and also guiding me in my internship which is a very important aspect of my study life that will

help me a great deal in my professional life

There is no doubt of the fact that preparing this report has been a great experience for me while

doing my internship in SGS. I have learned many things about Human Resource Management

basically Training & Development from that organization. I would like to thank my mentor

during internship in SGS Md Masudul Karim, who gave me every support needed by me. I also

want to thank our HR manager, MD. Nurul Islam and Coordinator, Mr. Kader to make me

learn many things. The Sr. Asst. Manager of HR department, Samira Islam gave me all the

information regarding training practices in SGS as she is dealing with this sector. Also, the other

two executives Ms. Hamida and Ms. Rubana gave me all the supports as a colleague. I want to

thank them all. They were very much cooperative to help me doing the survey

Finally, I owe many thanks to my respective teacher & my family for their constant support and

encouragement.

Copyright Notice

No portion of this write up should be copied or published elsewhere without the expressed

written consent of author.

Declaration

This is informing that the internship report on “Training Practices of SGS Bangladesh Ltd.” has

been prepared in partial fulfillment of the my BBA degree from United International University.

It has been prepared for academic purposes only. This is not copied from any book, journal,

newspaper and websites. I also confirm that this report is uniquely prepared by me after the

completion of my practical experience in SGS Bangladesh Ltd as an intern.

Executive Summary

SGS is the world’s leading inspection, verification, testing and certification company. This

organization is recognized as the global benchmark for quality and integrity. They provide

different types of On the Job and Off the Job trainings. Now a days, they are focusing on

computer based trainings most. The organization’s huge dependency on laboratory leads various

trainings for the employees of lab. According to the Training Needs Analysis (TNA), they

arrange trainings and also evaluate the results of those trainings. Day by day they are developing

their training activities. The organization’s HR practices are very much up to date. They always

try to increase the standard of their HR activities to motivate their employees. However, some

recommendations on their style of training, evaluation of training and uses of HRIS in training

activities.

Contents

PART-A

Introduction

The continued need for individual and organizational development can be traced to numerous

demands, including maintaining superiority in the marketplace, enhancing employee skills and

knowledge, and increasing productivity. Training is one of the most pervasive methods for

enhancing the productivity of individuals and communicating organizational goals to new

personnel.

Training is part of Human Resource Development (HRD). Do not confuse HRD with the term

“human resource department.” A human resource department is concerned with all aspects of the

employees, such as pay, benefits, equal opportunity, and of course training. HRD is concerned

with training, development, and education.

This internship report is based on the training practices of SGS Bangladesh Ltd. SGS is the

world’s leading inspection, verification, testing and certification company. They provide lots of

trainings to their employees to develop them. The organization spends billions of dollars each

year on formal training and development programs with the expectation that their training

investments will lead to improvements in organizational performance or results criteria. Results

criteria have been referred to as the “ultimate” criteria for training evaluation fundamental for

judging training success, and the primary goal of training.

Origin of the report

I was authorized to prepare my internship report on the Training Practices of SGS Bangladesh

Ltd. for the fulfillment of my internship requirement. I worked in SGS Bangladesh Ltd as an

intern for three months. This report has been prepared based on my practical experience on the

day-to-day their HR activities, training arrangements and under close supervision.

During this Internship I had to prepare a report under the supervision of Taskina Ali, Assistant

Professor of the Department of Business Administration, The University of United International

University. On the other hand, my internship supervisor in SGS, Md. Masud Karim and Sr. Asst

Manager, Samira Islam guided me inside the organization to prepare my internship report.

Objective of study

Broad Objective:

To analyze the training practices of SGS Bangladesh Ltd.

Specific Objectives:

1 To fulfill the partial requirement as Internship of BBA program.

2 To have an exposure on the working environment of Multinational Corporation

(MNC) in Bangladesh.

3 To gain knowledge of different HR functions of MNCs in Bangladesh.

4 To have some practical experience about employee skill improvement program.

5 Also to have some practical experience in employees recruitment.

6 To find out the internal and external lacking in the training activities of SGS

Bangladesh Ltd. that can be solve by redesigning the developing program effectively

to increase employment skill.

7 Trainings help in developing leadership skills, motivation, loyalty, better attitudes, and

other aspects that successful workers and managers.

The report covers the different activities of HR departments of SGS Bangladesh Ltd. as well. I

has identified the major activities of HR activities in depth but sub sections are not covered here.

Methodology

I have completed my internship report on the basis of primary and secondary data. My report’s

objective is providing an analysis of training practices in SGS Bangladesh Ltd. The analytical

framework of the study is qualitative which is conducted through both on the primary and

secondary data.

The data are being collected in two ways:

1) Primary Source. 2) Secondary Source.

1) Primary Source:

For the primary data, Interview method is used to collect the information. A face to face

interview with the HR department’s employee is chosen where questions are carefully designed

to provide adequate coverage for the purpose of the research. The primary data collection

instrument is the questionnaire, which was done through the respondent person.

The data which are given here, most of them are collected directly from the company. The

employees of the company help me to collect required information as much as possible. I am

really grateful to them for their kind support, without their support it would be really impossible.

Primary data collected from HR employees each by questioning. I asked on which trainings are

provided, how these are conducted, how TNA is done, how evaluation is done etc. After

collecting all data I analyze them by theoretical process.

Secondary Source:

Different kinds of information about the company are collected from documents while I was

dealing with those documents. Also I used internet (mainly the website- www.sgsbd.com),

brochures, books, journals, reports, and data from various official and unofficial sources etc.

Limitation of the Report

I faced some problem, when I was preparing this report, such as,

Time management problems of the Officers and also mine as because of the huge work

pressures of their HR software updating was given to me.

Some official did not want to cooperate with me and were reluctant to give answers of the

questions.

However, I strongly believe that I tried to overcome the problems and completed this paper to

my best.

The topic “.The Training Practices of SGS Bangladesh Ltd.”, I was working on, is an

extensive issue of that organization. So, the respondents were not too helpful to give us

the information.

Although, they have given their responses in a narrow sense but the issues of proper data

is still remained a big question..

One of the limitations was, as the respondents were too busy so they couldn’t give me

enough time to make them clear about the issue.

At last it can be said that by overcoming those constraints I worked hard to get this internship

report done.

Scope

Though I could not get the full access to the information which is in the decisional level relevant

to this report, I have prepared a report which can help to get ideas about the training activities as

well as HR activities of SGS Bangladesh Ltd.

PART-B

Literature Review

What it Training?

Training is the acquisition of knowledge, skills, and competencies as a result of the teaching of

vocational or practical skills and knowledge that relate to specific useful competencies. Training

has specific goals of improving one's capability, capacity, and performance. It forms the core of

apprenticeships and provides the backbone of content at institutes of technology (also known as

technical colleges or polytechnics). In addition to the basic training required for a trade,

occupation or profession, observers of the labor-market [who?] recognize as of 2008 the need to

continue training beyond initial qualifications: to maintain, upgrade and update skills throughout

working life. People within many professions and occupations may refer to this sort of training

as professional development. http://en.wikipedia.org/wiki/Main_Page

Training and Development is a combined role often called Human Resources Development

(HRD), meaning the development of “human” resources to remain competitive in the

marketplace. Training focuses on doing activities today to develop employees for their current

jobs and development is preparing employees for future roles and responsibilities.

http://www.strategichrinc.com/index.html

Training is the act of increasing the knowledge and skills of an employee for performing the job

assigned to him. It is a short-term process. After an employee is selected, placed and introduced

in an organization he must be provided with training facilities so that he can perform his job

efficiently and effectively. http://www.answers.com/

Development is a long-term educational process utilizing an organized and systematic procedure

by which managerial personnel learn conceptual and theoretical knowledge for general purpose.

It covers not only those activities which improve job performance but also those activities which

improve the personality of an employee.

According to Elippo, Training is the act of increasing the knowledge and skill of an employee

for doing a particular job.

According to Dale Yoder, "Training is the process by which manpower is filled for the

particular jobs it is to perform."

According to Beach, "Training is the organized procedure by which people learn knowledge

and skills for definite purpose."

http://wiki.answers.com

Training is the process of planned programs and procedures undertaken for the improvement of

employee's performance in terms of his attitude, skills, knowledge and behavior. These training

and development programs can significantly improve the overall performance of organization.

Training is normally viewed as a short process. It is applied to technical staff, lower, middle,

senior level management. When applied to lower and middle management staff it is called as

training and for senior level it is called managerial development program/executive development

program/development program.

Objectives/Purpose/Goals of Training and Development

The purpose of training and development can be explained as follows:

1. Improving quality of workforce

Training and development programs can help in improving the quality of work produced by the

workforce of organization. Mostly, training is given in a specific area like finance, marketing or

HR, which helps in improving the quality of work in that particular area.

2. Enhance employee growth

By attending these training and development programs, employees are able master the work of

their jobs and that's how they develop and grow themselves in a professional way.

3. Prevents obsolescence

These programs help employees to keep themselves up to date with the new trends in latest

technology, which reduces the chances of termination of the job.

4. Assisting new comer

These programs help new employees to adjust themselves in a new working environment, culture

and technology. They feel themselves as regular employees of that organization.

5. Bridging the gap between planning and implementation

It helps organizations to easily achieve their targets and goals what they actually planned for.

Employees know their job better and they deliver the quality performance according to needs of

top management. That's why organizations can easily implement their plans.

6. Health and safety measures

Training and development program clearly identifies and teaches employees about the different

risk involved in their job, the different problems that can arise and how to prevent such

problems. This helps to improve the health and safety measures in the company.

Methods of Training Operating Personnel/Factory Workers – HRM

Training can be define as a process of planned programs and procedures undertaken for the

improvement of employee's overall performance like his attitude, behavior, skills and knowledge

etc. This can be useful for organizations to achieve their targets efficiently.

There are different methods of training for operating personnel (factory workers). Training these

workers becomes important because they handle equipment worth crores of taka. The different

methods can be explained in the below,

On the Job Training (OJT)

On the job training refers to employee training at the place of work while he or she is doing the

actual job. Usually a professional trainer (or sometimes an experienced employee) serves as the

course instructor using hands-on training often supported by formal classroom training. See also

off the job training. http://www.businessdictionary.com/

The most widely used training methods take place on the job. The popularity of these methods

can be attributed to their simplicity and the impression that they are less costly to operate.

On the Job training places the employees in actual work situations and makes them appear to

be immediately productive. It is learning by doing own duties and responsibilities. For jobs that

either are difficult to simulate or can be learned quickly by watching and doing, on the Job

training makes sense. One of the drawbacks of on the job training can be low productivity while

the employees develop their skills. Another drawback can be the errors made by the trainees

while they learn. However, when the potential problems trainees can create are minimal, where

training facilities and staffs are limited or costly, or where it is desirable for the workers to learn

the job under normal working conditions, the benefits of on-the-job training frequently offset the

drawbacks. Intern ships are the more popular on the job training program. Organizations seek

intern to get some benefits from them and the individual also benefited doing intern-ship with an

organization for getting first hand corporate working experience.

On the job method refers to training given to personnel inside the company. There are different

methods of on the job training:

1. Job rotation

This method enables the company to train managerial personnel in departmental work. They are

taught everything about the department. Starting from the lowest level job in the department to

the highest level job, this helps when the person takes over as a manager and is required to check

whether his juniors are doing the job properly or not. Every minute detail is studied.

2. Planned progression

In this method juniors are assigned a certain job of their senior in addition to their own job. The

method allows the employee to slowly learn the job of his senior so that when he is promoted to

his senior job it becomes very easy for him to adjust to the new situation. It also provides a

chance to learn higher level jobs.\

3. Coaching and counseling

A more intensive method of training that involves a close working relationship between an

experienced employee and the trainee. Coaching refers to actually teaching a job to a junior. The

senior person who is the coach actually teaches his junior regarding how the work must be

handled and how decisions must be taken, the different techniques that can be used on the job,

how to handle pressure.

There is active participation from the senior. Counseling refers to advising the junior employee

as and when he faces problems. The counselor superior plays an advisory role and does not

actively teach employees.

4. under study

In this method of training a junior is deputed to work under a senior. He takes orders from the

senior, observes the senior, attends meetings with him, learns about decision making and

handling of day to day problems. The method is used when the senior is on the verge of

retirement and the job will be taken over by the junior.

5. Junior board

In this method a group of junior level managers are identified and they work together in a group

called junior board. They function just like the board of directors.

6. Projects

In this method employees join a project team - which gives them exposure to other parts of the

business and allow them to take part in new activities. Most successful project teams are "multi-

disciplinary"

7. Experience:

It refers to learning by doing. This is one of the oldest on the job training methods. Although it is

very effective method, it is very time consuming and wasteful. Thus it should be followed by

other training methods.

Advantages of On the Job Training

When it comes to training an employee on the job, there is a lot to consider. A trainee has a

responsibility towards the success of the training program. They must be qualified enough to

learn the job. Can he communicate well? Is the trainee committed and responsive? Trainees

must have a certain level of understanding and skills, on top of being able to openly

communicate and listen. If all the necessary prerequisites of a coach and trainee are present, then

the accomplishment of the training will be met at the time set.

Although a lot of employers and employees benefit from this business tool, on the job training

does pose some advantages and disadvantages, too. The trainee will be more at ease and

comfortable in the training environment especially if already an employee. It is less disruptive to

the business as the trainee is still at work; production is active while trainee is learning. Training

at the work environment gives the trainee familiarization to the equipments, making them know

that the work they are learning are going to be done with the company’s standards since they get

the training from coaches that have expertise and knowledge of the job.

Morale and Growth

Training on the job can improve employee satisfaction and loyalty, increase the quality and

quantity of work, and empower employees to need less supervision. With job training, you may

be less likely to leave your job, opting instead to challenge yourself by pursuing advancement

opportunities within your current company.

Marketability

Your job training goes with you if you leave your job, making you a more appealing prospect in

a job market that values experience in the latest technology and business practices. Workplace

training can also help you secure a new job faster, as employers see that you’ve stayed current

through training. Potential employers want to see that you've closed the gap between advances in

your industry and what you learned back in high school or college. According to a 2011 report

from Harvard Graduate School of Education, as of 2007, countries with strong apprenticeship

programs reported that about 80 percent of students found jobs within six months of graduation,

compared to 48 percent in the United States.

Higher Earning Potential

Job training that results in a certificate or license can sometimes be more lucrative for your

overall career than a college degree. According to Harvard’s report, as of 2007, 27 percent of

workers certified or licensed through industry-specific training earned more money than workers

with a bachelor’s degree. Having a college education is increasingly necessary for finding

employment in most industries, but post-secondary training on the job can give you an extra edge

in salary negotiations.

Productivity

From an employer's prospective, OJT can be an advantage in that it can increase the productivity

of workers. Well-trained employees will be better at performing their jobs no matter what type of

job they hold. Even though it is costly to train employees, the investment can pay off in the

future as workers employ their new skills. Work that is low quality or performed improperly can

also be costly; training can help eliminate these issues.

Team Building

Another potential benefit of OJT is that it can help workers form closer relationships and build a

sense of teamwork and trust. During OJT, newer workers often learn from more experienced

workers who pass on their knowledge. This can help the experienced workers gauge and utilize

the greatest skills trainees have to offer. Trainees who go through training programs with one

another will are also likely to form close relationships. http://www.ehow.com

Disadvantages of On the Job Training

Inconsistent

Traditional OJT relies heavily on an experienced employee to provide the instruction based on

what they feel, are the most important topics. What is important to one employee may not be

important to another. The result is what is learned may vary greatly, depending on who is

assigned as the trainer.

Incomplete

Without a structured lesson guide, OJT trainers often forget to cover important information.

What is learned is likely to be based on what happened that day rather than on what a new

employee needs to know to be safe and productive.

Lack of founding principles

While the hands-on aspect of OJT may appeal to the practical learner, often the underlying

theories of operation are not covered in sufficient detail or accuracy. Without this foundation of

knowledge, trainees often learn what to do, not why they are doing it, resulting in poor decision

making when things don't go exactly right.

Bad habits

The trainee observes and may adopt the trainer's habits and attitudes about all aspects of the job

including safety, quality, customer service, and relationship with management. Poorly selected

trainers can have many unintended consequences. http://www.answers.com

Off The Job Training Methods

As the name implies, off-the-job training is the training done on behalf of employers, usually

away from their premises. It can involve both theory (background knowledge) and practical

training and may include assessment and examinations. Although usually delivered on the

premises of the provider it may involve online learning in the workplace and visits from provider

staff to the employer in order to deliver aspects of training. http://www.wisegeek.com/

Off the job training refers to method of training given outside the company. The different

methods adopted in off the job training are the following:

1. Business games:

This method involves providing a market situation to the trainee manager and asking him to

provide solutions. If there are many people to be trained they can be divided into groups and

each group becomes a separate team and play against each other. The game is devised on a

model of a business situation. The trainees are divided into groups who represent the

management of competing companies. They make decisions just like these are made in real-life

situations. Decisions made by the groups are evaluated & the likely implications of the decisions

are fed back to the groups. The game goes on in several rounds to take the time dimension into

account.

2. Committee:

A committee refers to a group of people who are officially appointed to look into a problem and

provide solution. Trainee managers are put in the committee to identify how they study a

problem and what they learn from it.

3. Classroom method:

The classroom method is used when a group of managers have to be trained in theoretical

aspects. The training involves using lectures, audio visuals, case study, role play method, group

discussions etc. The method is interactive and provides very good results.

4. Simulation:

Simulation involves creating atmosphere which is very similar to the original work environment.

The method helps to train manager handling stress, taking immediate decisions, handling

pressure on the jobs etc. An actual feel of the real job environment is given here.

5. Readings:

This method involves encouraging the trainee manager to increase his reading related to his

subject and then ask him to make a presentation on what he has learned. Information can be

collected by trainee manager from books, magazines and internet etc.

http://managementhelp.org/

6. Committee:

A committee refers to a group of people who are officially appointed to look into a problem and

provide solution. Trainee managers are put in the committee to identify how they study a

problem and what they learn from it.

7. Lectures/Conferences:

This approach is well adapted to convey specific information, rules, procedures or methods.

This method is useful, where the information is to be shared among a large number of trainees.

The cost per trainee is low in this method.

8. Films:

It can provide information & explicitly demonstrate skills that are not easily presented by other

techniques. Motion pictures are often used in conjunction with Conference, discussions to clarify

& amplify those points that the film emphasized.

9. Cases:

It refers to present an in depth description of a particular problem an employee might encounter

on the job. The employee attempts to find and analyze the problem, evaluate alternative courses

of action & decide what course of action would be most satisfactory.

Case studies are most often used to simulate strategic decision-making situations, rather than the

day-to-day decisions that occur in the in-basket. The trainee is first presented with a history of

the situation in which a real or imaginary organization finds itself. The key elements and

problems, as perceived by the organization's key decision makers, may also be provided. Case

studies range from a few pages in length to more than a hundred. Trainees are asked to respond

to a set of questions or objectives. Responses are typically, though not always, in written form.

Longer cases require extensive analysis and assessment of the information for its relevance to the

decisions being made. Some require the trainee to gather information beyond what was in the

case. Once individuals have arrived at their solutions, they discuss the diagnoses and solutions

that have been generated in small groups, large groups, or both. In large groups a trainer should

facilitate and direct the discussion. The trainer must guide the trainees in examining the possible

alternatives and consequences without actually stating what they are.

Written and oral responses to the case are evaluated by the trainer. The trainer should convey

that there is no single right or wrong solution to the case, but many possible solutions depending

on the assumptions and interpretations made by the trainees. The value of the case approach is

the trainees' application of known concepts and principles and the discovery of new ones.

10. Role Play:

It’s just like acting out a given role as in a stage play. In this method of training, the trainees are

required to enact defined roles on the basis of oral or written description of a particular situation.

11. In-Basket Exercise:

It is also known as In-tray method of training. The trainee is presented with a pack of papers &

files in a tray containing administrative problems and is asked to take decisions on these

problems and also they are asked to take decisions on these within a stipulated time. The

decisions taken by the trainees are compared with one another. The trainees are provided

feedback on their performance.

12. Apprenticeship training:

In this method both theory and practical session are conducted. The employee is paid a stipend

until he completes training. The theory sessions give theoretical information about the plant

layout, the different machines, their parts and safety measures etc. The practical sessions give

practical training in handling the equipment. The apprentice may or may not be continued on the

job after training.

13. Vestibule training:

In this method of training an atmosphere which is very similar to the real job atmosphere is

created. The surroundings, equipment, noise level will be similar to the real situation. When an

employee is trained under such conditions he gets an idea about what the real job situation will

be like. Similarly when he actually starts doing the job he will not feel out of place. This method

is used to train pilots and astronauts. In some places graphics are also used to create the artificial

surroundings. This method involves heavy investment.

http://www.answers.com/

Advantages of Off the Job Training

1. This type of training gets employees away from their work environment to a place where their

frustrations and bustle of work are eliminated. This more relaxed environment can help

employees to absorb more information as they feel less under pressure to perform.

2. Can be a source to supply the latest information, current trends, skills and techniques for

example current employment legislation or other company law and regulations, current computer

software or computerized technologies or improved/innovative administrative procedures. These

new skills can be brought back and utilized within the company.

3. Experts in their field would cover these courses, and this would mean that training for staff

members would be taught to a reasonable standard.

4. As the courses are held externally, our company would not have added costs incurred as a

result of extra equipment or additional space.

5. Sending an employee on a course could help to make an employee feel more valued as they

would feel as if they are receiving quality training.

6. As many courses or seminars invite employees form other companies to attend, this would

allow employees to network and perhaps drum-up business.

Disadvantages of Off the Job Training

1. Depending on the course, the overall cost could prove quite expensive for example; many

courses may require an overnight stay at a hotel if the course is outside the area or the course

itself may prove to be expensive due to the level of expertise or equipment need to deliver the

course.

2. As there is no real way to know the abilities both as a trainer and their subject knowledge of

the people delivering the external training courses, there is no guarantee that sufficient skills of

knowledge will be transfers or valuable.

3. The different learning speeds of individuals who are usually forced to progress at a

compromise rate.

4. Not all the learners will be starting at the same knowledge or skill level and there is a risk that

those starting at the lowest levels, if account is not taken of this, will be lost from the start.

Typical Topics of Employee Training

Communications: The increasing diversity of today's workforce brings a wide variety of

languages and customs.

Computer skills: Computer skills are becoming a necessity for conducting

administrative and office tasks.

Customer service: Increased competition in today's global marketplace makes it critical

that employees understand and meet the needs of customers.

Diversity: Diversity training usually includes explanation about how people have

different perspectives and views, and includes techniques to value diversity

Ethics: Today's society has increasing expectations about corporate social responsibility.

Also, today's diverse workforce brings a wide variety of values and morals to the

workplace.

Human relations: The increased stresses of today's workplace can include

misunderstandings and conflict. Training can people to get along in the workplace.

Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,

benchmarking, etc., require basic training about quality concepts, guidelines and

standards for quality, etc.

Safety: Safety training is critical where working with heavy equipment , hazardous

chemicals, repetitive activities, etc., but can also be useful with practical advice for

avoiding assaults, etc.

Sexual harassment: Sexual harassment training usually includes careful description of

the organization's policies about sexual harassment, especially about what are

inappropriate behaviors.

Training Procedure/Process of Training for Employees in HRM

Every company has a specific training procedure, depending upon its requirements. A general

training procedure is explained below along with diagram:

1. Determining training needs of employee

In the very 1st step of training procedure, the HR department, identifies the number of people

required training, specific area in which they need training, the age group of employee, the level

in organization etc. in some cases the employee may be totally new to the organization. Here the

general introduction training is required. Some employees may have problems in specific areas;

here the training must be specific. This entire information is collected by HR department.\

What is Training Needs Analysis?

A Training Needs Analysis is an analysis of the training, learning and development needs of the

staff, volunteers and trustees in an organization. It considers the skills, knowledge and behaviors

of the people in the organization and how to develop them, both to deliver the organization’s

strategic objectives and support the individual’s career progression.

The Training Needs Analysis (TNA) – also known as a gap needs analysis – identifies

performance gaps by isolating the difference between current and future performance. This is

achieved by collecting both qualitative and quantitative data for analysis.

Figure-Training Need Analysis

Trigger actual organizational

performance (AOP)<expected

organizational performance(EOP)

Organizational

analysis-Objects,

Resources,

Environment

Operational analysis

Expected performance

(EP)

Person analysis Actual

performance(AP)

Training

needs

Nontraining

needs

Input Process Output

Identify

Performance

Discrepancy

PD=EP-AP

An analysis of training need is an essential requirement to the design of effective training. The

purpose of training need analysis is to determine whether there is a gap between what is required

for effective performance and present level of performance.

2. Selecting target group

Based on information collected in step 1 the HR department divides employee into groups based

on the following:

I. The area of training

ii. Level in the organization

iii. The intensity of training

3. Preparing trainers

Once the employees have been divided into groups, the HR department arranges for trainers.

Trainers can be in house trainers or specialized trainers from outside. The trainers are given

details by HR department, like number of people in group, their age, their level in organization,

the result desired at the end of training, the area of training, the number of days of training, the

training budget, facilities available etc.

4. Preparing training packages

Based on the information provided by trainers, he prepares entire training schedule i.e. number

of days, number of sessions each day, topics to be handled each day, depth of which the subject

should be covered, the methodology for each session, the test to be given for each session,

handout/printed material to be given in each session.

5. Presentation

On the first day of training program the trainer introduces himself and specifies the need and

objective of the program and then actually stars the program. The performance of each employee

is tracked by the trained and necessary feedback is provided.

6. Performance

At the end of training program the participants reports back to their office or branches. They

prepare report on the entire training program and what they have learned. They then start using

whatever they have learned during their training. Their progress and performance is constantly

tracked and suitable incentives are given if the participant is able to use whatever he has learned

in training.

7. Follow up

At the end of training program the participants reports back to their office or branches. They

prepare report on the entire training program and what they have learned. They then start using

whatever they have learned during their training. Their progress and performance is constantly

tracked and suitable incentives are given if the participant is able to use whatever he has learned

in training.

Evaluation of Training Program

Effectiveness of training programs are constantly evaluated by the company to find if the money,

they have invested has been spending properly or not. Training programs can be evaluated by

asking following questions.

i. Has change occurred after training?

ii. Is the change due to training?

iii. Is the change positive or negative?

iv. Will the change continue with every training program? http://www.answers.com/

How to Evaluate Training?

One approach to evaluating training is to go back to the 4 levels set out by Kirkpatrick and

outlined in his book in 1994, ” Evaluating Training Programs: The 4 Levels “, San Francisco:

Berrett - Koehler.

Level 1: Reaction

You can measure Reaction by using what are often called “happy sheets”. These gauge people’s

immediate reaction to a course, how they feel about what they have just done, the content, the

trainer, the level of the information, etc.

Most trainers are very familiar with these. They can be designed using numbers, scales, open or

closed questions or just asking learners to give their comments.

Which method you use partly depends on whether you want to make statistical comparisons,

e.g.” This course averages 4.3 for learner satisfaction “.

Generally numbers give you less useful information than comments but, as we all know, getting

learners to write meaningful comments at the end of a course can be difficult. I’ve written

previously on ways to make this process more useful.

These forms can be helpful but they can also be misleading. They can reflect how much the

learners enjoyed the course rather than how much they actually learned.

Level 2: Learning

This level measures whether people actually learned what they were meant to learn. Do they

know or understand something which they didn’t before? Have they acquired a new skill? If so,

can they put it into practice?

You can try to measure this by using:

tests before and after the training – these may be written or practical

observation of people at work following the training

case studies, role plays or simulations

interviews with learners and their colleagues and feedback from people they work with

questionnaires

One issue is how you design accurate, standardized tests and when you ask people to complete

them. If they complete them immediately after the training, will they still remember what they

have learned a few weeks later?

Level 3: Behavior

This has some overlap with Level 2 in that, if people have really learned something, their

behavior is likely to change.

In fact, you could argue that if someone’s behavior has not changed, then almost by definition

they haven’t learned anything.

Level 3 is really about application – have the learners put what they have learned into practice?

This is really getting close to what organizations need to know because, if people don’t put what

they have learned into practice, what was the point?

You can try to measure this using:

interviews

feedback from colleagues or customers

observation

questionnaires

focus groups

As with Level 2, there are some difficulties with these methods:

How long after the training do you carry out the evaluation?

What factors may inhibit people from applying what they have learned – e.g. lack of

opportunity, resources, management support?

How do you establish that changes in behavior are due to the training and not to other

factors, e.g. gaining work experience?

How much time and cost may be involved in setting up interviews, observations, etc.

Level 4: Results

This is what businesses really want to know – what impact has the training had? What difference

has it made? To put it bluntly – was it worth it?

How do you measure this? That’s the issue here – you need to establish what measure you think

is appropriate, such as:

increased sales

speed of response

reduced time to complete tasks

client satisfaction ( as measured by feedback )

productivity ( however you want to measure that )

reduced absenteeism or staff turnover

improved quality ( again, you have to determine some means of measuring this )

One problem here is that not all things are easily measurable. Some businesses, of course, only

value what they can measure, but it’s not always easy to measure the impact of, for example, soft

skills training.

However, focusing on results may have the benefit of forcing trainers to really think about the

purpose of their training. Why do people need the training? What is it meant to achieve? What

are the outcomes?

In this report I have used many other topics. These are now described below,

About ISO

What is ISO?

ISO (International Organization for Standardization) is the world’s largest developer of

voluntary International Standards. International Standards give state of the art specifications for

products, services and good practice, helping to make industry more efficient and effective.

Developed through global consensus, they help to break down barriers to international trade.

What they do

ISO develops International Standards. We were founded in 1947, and since then have published

more than 19 500 International Standards covering almost all aspects of technology and business.

From food safety to computers, and agriculture to healthcare, ISO International Standards impact

all our lives. www.iso9001.com/

What is ISO 90001?

ISO 9001 is one of the standards within the range of ISO 9000 standards. ISO 9001: 2008

standards replaced the previous ISO 9001: 2000 and its objective is to provide quality

management systems that will be of real benefit to your organization to help manage your

business effectively and put in place best practice methodology.

Who is ISO 9001:2008 applicable to?

Any organization can benefit from implementing ISO 9001:2008 as its requirements are

underpinned by eight management principles:

a customer focused organization

leadership

the involvement of people

ensuring a process approach

a systematic approach to management

a factual approach to decision making

mutually beneficial supplier relations

continuous improvement

How to gain registration?

The process of registration follows three simple steps:

Application for registration is made by completing the QMS questionnaire

Assessment to ISO 9001:2008 is undertaken by NQA - the organization must be able to

demonstrate that its quality management system has been fully operative for a minimum

of three months and has been subject of a full cycle of internal audits

Registration is granted by NQA and maintained by the organization. Maintenance is

confirmed through a programmed of annual surveillance visits and a three yearly re-

certification audit. www.nqa.com/en/atozservices/what-is-iso-9001.asp

SA8000 Standard: 2008

SA8000 is an auditable certification standard that encourages organizations to develop, maintain,

and apply socially acceptable practices in the workplace. It was developed in 1997 by Social

Accountability International (SAI), formerly the Council on Economic Priorities, by an advisory

board consisting of trade unions, NGOs, civil society organizations and companies.

SA8000 certification is a management systems standard, modeled on ISO standards. The

management systems criteria require that facilities seeking to gain and maintain certification

must go beyond simple compliance to the standard, but also integrate it into their management

systems and practices and demonstrate ongoing conformance with the standard. SA8000 is based

on the principles of international human rights norms as described in International Labor

Organization conventions, the United Nations Convention on the Rights of the Child and the

Universal Declaration of Human Rights. It measures the performance of companies in eight areas

important to social accountability in the workplace: child labor, forced labor, health and safety,

free association and collective bargaining, discrimination, disciplinary practices, working hours

and compensation. It also requires compliance with eight performance criteria, as outlined on the

Social Accountability International website. http://en.wikipedia.org/wiki/Main_Page

ISO 22301:2012

It specifies requirements to plan, establish, implement, operate, monitor, review, maintain and

continually improve a documented management system to protect against, reduce the likelihood

of occurrence, prepare for, respond to, and recover from disruptive incidents when they arise.

What is sustainability?

Sustainability is based on a simple principle: Everything that we need for our survival and well-

being depends, either directly or indirectly, on our natural environment. Sustainability creates

and maintains the conditions under which humans and nature can exist in productive harmony,

that permit fulfilling the social, economic and other requirements of present and future

generations.

Sustainability is important to making sure that we have and will continue to have, the water,

materials, and resources to protect human health and our environment.

What is integrity?

Integrity is a concept of consistency of actions, values, methods, measures, principles,

expectations, and outcomes. In ethics, integrity is regarded as the honesty and truthfulness or

accuracy of one's actions. Integrity can be regarded as the opposite of hypocrisy,[1] in that

integrity regards internal consistency as a virtue, and suggests that parties holding apparently

conflicting values should account for the discrepancy or alter their beliefs.

E-learning

E-learning refers to the use of electronic media and information and communication technologies

(ICT) in education. E-learning is broadly inclusive of all forms of educational technology in

learning and teaching. E-learning is inclusive of, and is broadly synonymous with multimedia

learning, technology-enhanced learning (TEL), computer-based training (CBT), computer-

assisted instruction (CAI), internet-based training (IBT), web-based training (WBT), online

education, virtual education, virtual learning environments (VLE) (which are also called learning

platforms), m-learning, and digital educational collaboration. These alternative names emphasize

a particular aspect, component or delivery method.

Classroom learning

A classroom is a room in which teaching or learning activities can take place. Classrooms are

found in educational institutions of all kinds, including public and private schools, home schools,

corporations, and religious and humanitarian organizations. The classroom attempts to provide a

safe space where learning can take place uninterrupted by other distractions.

PART-C

Profile of SGS Bangladesh Ltd.

SGS is the world’s leading inspection, verification, testing and certification company. This

organization is recognized as the global benchmark for quality and integrity. With more than

70,000 employees, operates a network of more than 1,350 offices and laboratories around the

world.

SGS’s core services can be divided into four categories:

Inspection: SGS’s comprehensive range of world-leading inspection and verification

services, such as checking the condition and weight of traded goods at transshipment,

help people to control quantity and quality, and meet all relevant regulatory requirements

across different regions and markets.

Testing: SGS’s global network of testing facilities, staffed by knowledgeable and

experienced personnel, enable people to reduce risks, shorten time to market and test the

quality, safety and performance of their products against relevant health, safety and

regulatory standards.

Certification: SGS enables people to demonstrate that their products, processes, systems

or services are compliant with either national or international standards and regulations or

customer defined standards, through certification

Verification: SGS ensures that products and services comply with global standards and

local regulations. Combining global coverage with local knowledge, unrivalled

experience and expertise in virtually every industry, SGS covers the entire supply chain

from raw materials to final consumption.

SGS constantly looking beyond customers’ and society’s expectations in order to deliver market

leading services wherever they are needed. As the leader in providing specialized business

solutions that improve quality, safety and productivity and reduce risk, we help customers

navigate an increasingly regulated world. SGS’s independent services add significant value to its

customers’ operations and ensure business sustainability.

As well as delivering services that promote sustainable development, SGS’s values also show a

commitment to corporate sustainability. For SGS, sustainability is about managing a long-term

profitable business while taking into account all the positive and negative environmental, social

and economic effects SGS has on society.

SGS’s VISION

SGS aim to be the most competitive and the most productive service organization in the world.

Its core competencies in inspection, verification, testing and certification are being continuously

improved to be best-in-class. They are at the heart of what SGS. SGS’s chosen markets will be

solely determined by SGS’s ability to be the most competitive and to consistently deliver

unequalled service to its customers all over the world.

SGS’s VALUES

SGS seeks to be epitomized by its passion, integrity; entrepreneurialism and its innovative

spirit, as it continually strive to fulfill its vision. These values guide SGS in all that SGS do and

are the bedrock upon which SGS is built.

SGS’s HISTORY

Established in 1878, SGS transformed grain trading in Europe by offering innovative agricultural

inspection services. The Company was registered in Geneva as Société Générale de Surveillance

in 1919. Shares were first listed on (SWX) Swiss Exchange in 1985. Since 2001, we have only

one class of shares consisting of registered shares.

The current structure of SGS, consisting of ten business segments operating across ten

geographical regions, was formed in 2001. From SGS’s beginnings in 1878 as a grain inspection

house, SGS have steadily grown into its role as the industry leader. SGS has done this through

continual improvement and innovation and through supporting its customers’ operations by

reducing risk and improving productivity. So SGS’s business expand trend shown in below:

1878

Life Science Services

System & Service Certification

Food Hygiene Service

Industrial Service

Trade Assurance Service

Consumer Testing Service

Oil, Gas & Chemical Service

Minerals Service

Agricultural Service

2012

Departments and Business of SGS Bangladesh Ltd

SGS Bangladesh Ltd started its journey in Bangladesh almost forty years ago. In Bangladesh,

SGS Bangladesh Ltd have different departmental divisions. They are as below:

CTS (Consumer Testing Service)

Laboratory.

CTS Social Responsibility

Solution.CTS Inspection

CTS Business Development.

SSC (System and Service

Certification)AGRI

GIS (Government Institutional

Services

QHSE (Quality Health Safety Environment)

Admin & Procurement

Finance HR IT

OGC (Oil, Gas, & Chemicals) and

INDIV (Industrial Division).

1. CTS (Consumer Testing Service) Laboratory

SGS Consumer Testing Service mainly involves satisfying its customer by providing quality

service regarding different fabrics and ready made garments testing, inspections and SR

solution. In CTS laboratory mainly physical & RSTS (Restricted Substance Testing Service)

tests of fabrics and accessories are conducted. Test process consists of some steps. These are

Sample Receiving

Approval

Sample Preparation

Testing

Report Completion & Send to the Customer.

Sample Receiving

There are three ways by which samples arrive to the SGS Office.

By Client

By Courier

By SGS Pick-Up Service (Free Of Cost)

There are three types of service:

Client can send his sample by three ways mentioned above. Customer have to fill a Test request

form (TRF) where all the necessary information like name of the buyer, name of the supplier,

type of sample, color of sample, what test would be conducted etc. are written. After receiving

the samples are sent to the approval section. Approval team check the samples carefully whether

the samples are sufficient for the test or not, samples are the right sample or not as mentioned in

TRF.

After checking all the thing if all are correct then approval team give the approval of that sample.

For this kind of job SGS Bangladesh Ltd. uses software named StarLims. Samples are given a

number from the software and necessary information regarding the sample is kept in the database

through the software. Then the samples are sent to the preparation section.

If any shortages of information are found in the TRF or it is found that samples are not sufficient

for the chosen test then samples are sent to the customer Service section, CS team then

communicate with the customer.

When samples are on Preparation section preparation team cut the sample as per test

requirement. For example the AZO dye test requires 1 (One) gram of fabrics so preparation team

then cut that weight of fabrics on test requirement and then sample sent to the test section where

main test will be conducted.

SGS Bangladesh Ltd. has different labs for physical and RSTS tests.

Physical Lab consists of Wet lab, C/F to light, Fiber Section, Mechanical Section, C/F section,

Flammability Section.

RSTS Lab consists of two parts. Inorganic Lab & Organic Lab. In Organic section there are

Extraction room 1 and 2 where fabrics are being ready for the test.

After conducting the tests report sent to the reporting section. Reporting section formats the

reports and then sent to the customer. Some renowned customer get the test report automatically

through the software, some get the report after paying all the credit & some have the agreement

with the SGS Bangladesh Ltd. for a certain credit limit from which they can enjoy service on

credit.

2. CTS Inspection

CTS Inspection mainly involves in inspection of different ready-made garments, textile products,

food items, leather goods etc. Main SGS inspection services are:

Factory Assessment

Pre-Production Check

Initial Production Check

During Production Check

Final Random Inspection

Loading Supervision

Inspection of Major Consumer Products:

Home Textiles

Garments

Textiles

Footwear & leather Products

Handicrafts

Frozen Food

Furniture.

Nature of Item Inspection

1. Soft Item: Textiles, Garments.

2. Hard Item: Handicrafts, Utensils

3. Food product: Fish, Sea food, fruits, water, shrimps etc.

Inspection Area

Design

Appearance

Workmanship

Assembly

Function

Measurement

Packing

Material

Finishing

Colors

Labeling

Accessories

Assortment

Style

Marking

Weight

Client can be three types:

1. Through Sales Affiliates

2. Direct client

3. Client through local suppliers

After receiving inspection order and sample from the client SGS Bangladesh Ltd. communicate

with the supplier to fix the inspection date. Mainly Key Account Managers are responsible for

the schedule of inspector’s inspection date and venue. On the fixed day inspectors go to the

factory for inspection. The first step of inspection is selection of carton. To select the carton

inspectors use some statistical tools. After selecting the cartons inspector tend to take the

photograph of the goods from the cartons and the samples from the buyer. Then the

measurements of the goods are taken by the inspector. Measurements are taken on below areas:

Length

Chest

Hem

Across Front

Across Back

Shoulder Seam

Sleeve Length

Arm Role

Bicep

Sleeve Opening

Cuff Depth

Neck Width

Neck Stretch

Front Neck Drop

Shoulder Angle etc.

Defect would be detected on criteria below:

Workmanship Appearance

Fabric Hole

Yarn Spot

Fabric Defects

Poor Shape Neck

Uncut Thread

Slanted Button Hem

Oil Mark

Skip Stitch

Color Shade variation between neck rib and body.

Broken Stitch.

After .inspection of all these above mentioned criteria inspector prepare a report based on their

inspection. After inspection report should be sent to the buyer within 24 working hour. Samples

from the buyer and from the factory preserved by SGS Bangladesh Ltd. for minimum 03 (three)

months.

3. CTS SR Solution

CTS SR Solution mainly involves in audit on the social involvement of textile organizations.

Buyer requires this type of audit before the shipment of an order.

The process starts from the receiving of an order. Then SGS SR Solution KAE’s are

communicating with the buyer. After receiving the payment the Key Account Managers who are

responsible for the buyer make a schedule for the audit. SR Audit session mainly divides into

three parts. 1. Document Checking. 2. Management Interview. 3. Floor Visit.

Document Checking: On this part auditors check the some documents of the organization.

These documents are listed below:

List of Documents

Salary Records

1. Salary Sheet- Last 1 Year

2. Overtime Sheet-Last 1 Year

3. Piece Rate Record

4. Time Card (Swipe/manual)-1 Year

5. Wage Slip

6. Attendance Report (Last 2 days)

License

1. Trade License

2. Factory License

3. Fire License

4. Boiler License

5. Group Insurance

Certificates

1. Incorporation Certificates

2. Environmental Clearance Certificate

3. Drinking Water Test report

4. Waste Water Test Report

Training Records

1. Fire Training

2. Orientation Training

3. PPE Training

4. First-Aid Training

5. Health & Safety Training

6. Chemical Handling Training

7. Machine Operating Training

Registers

1. Fire Drill Registers

2. Injury Registers

3. Leave Registers

4. Maternity Benefit Registers

5. Grievance Handling Register

6. Electrical Maintenance Register

7. Child Care Register

8. Broken Needle Register

Personal File

1. Workers Personal File With Service Book

2. Security Guard’s Personal File

3. Electrician’s Personal File

4. Doctor’s Personal File

5. Nurse’s Personal File

6. Boiler Operator’s Personal File

Lists

1. Chemical List

2. Machinery List

Others

1. DIT/ Building Approval Plan

2. Hospital Contract

3. Worker ID Card

4. Workers Hand Book

5. Disciplinary Action Log

6. WPF & WWF

7. Factory Organ gram

8. Previous Audit Report

9. Production Report

Policies

1. Working Hour Policy

2. Child Labor Policy

3. Health & Safety Policy

4. Recruitment Policy

5. Waste Management Policy

6. Anti-bribery & Anti-corruption Policy

7. Anti-discrimination Policy

Management Interview

In this session auditors talk with the representative of management regarding the quality,

quantity of the product, the existing problems of the factory, the benefits given to the workers

and so on.

Floor Visit

On this session auditors physically visit the floor of the factory. They carefully check the safety

issues of the factory. They also check the hygiene issues of the factory. On this part auditor’s talk

with the workers directly regarding their problems, their benefits.

After all these three sessions auditors discuss among them and make a report based on their

audit. This report is sent to the buyer next day. If buyer is not satisfied then buyer specifies the

dissatisfying points on which a follow-up audit conducts after the three months of initial audit.

Then the final report sent to the buyer.

4. CTS Business Development:

CTS Business Development mainly involves in the growth of the business regarding Lab tests.

CTS BD team categorize into three parts 1.Key Account Management. 2. Sales & Marketing. 3.

Customer Service.

Key Account Management: On KAM, personnel tasks are divide into different zone. These

zones are:

1. UK

2. Germany

3. France.

4. USA, Canada

5. Australia

6. Other than Europe

Personnel responsible for the service to the specific buyer of their zone. Any type of query of the

specific buyer, their problem regarding lab test, sending the sample to the abroad when the test is

conduct only in abroad, solving the problem regarding the sample etc are the main responsibility

of the Key Account Managers.

Sales & Marketing

Sales & Marketing team responsible for expanding the business. Their main job is to

New Business hunt

Prioritize the top clients

Find the cause & solution if any buyer decreases their orders.

SGS Sales & marketing team arrange many seminars, training for the expansion of the business.

If there is any new offer launches then clients are automatically informed by E-Mail.

Customer Service

Customer service team involves all kinds of customer care regarding service type, price, sample

pick up, report. Any types of query of clients meet up by the customer service executives.

5. QHSE(Quality, Health, Safety & Environment):

QHSE department involves in the internal quality maintain, auditing on the health & safety

issues and create the better work environment. Different audits are conducted for maintaining the

quality.

QHSE department arranges training on every morning on different health & safety issues such as

First Aid Training, training on disease, job safety training etc in every morning.

6. AGRI

SGS AGRI division mainly provides various services regarding agricultural products.

SGS AGRI Division provides the following services,

Pest Control & Fumigation: SGS Bangladesh Ltd. AGRI division involves various types of

pest control and fumigation. As per client requirement SGS provide this service.

Agricultural Research Services: This service includes research on agriculture goods. Service

includes product growing capacity in a particular region, research on new kinds of agricultural

goods, betterment of agricultural products etc. and so on.

Market Survey: Based on the type of agricultural product SGS BD Ltd. Conduct market survey

.The demand of that product in a certain market, the supply of that product on that market, the

price sensitivity of that product on that market etc are calculated on market survey.

Project Verification: Verifying the validity of a project, the profit from an agricultural project,

the sustainability of that project, the market demand of a project, the life cycle of a project is

another service of SGS AGRI division.

Inspection Services: Another service of AGRI division is to inspection of agricultural item. It

may be exported goods or imported goods. At the case of import, exporter firm order SGS BD

Ltd. to inspect the goods whether the goods are the same as contract between exporter and

importer or not. In the case of import, importer firm order SGS BD Ltd. to inspect the inspect

goods on port.

Guarantee Services: SGS’s another service is to the importer & exporter for a specific shipment

regarding agricultural products. For this type of services SGS inspect the goods before &

loading & after unloading.

Seed & Corp Services: SGS AGRI division provides its client the seed & corp. service.

7. OGC (Oil, Gas & Chemicals) & INDIV (Industrial Division):

OGC (Oil, Gas & Chemicals) & INDIV department involves in the auditing of imported oil, Gas

and chemicals in Bangladesh. Industrial division divided into three parts: 1. Chemical 2.

Inspection of Factory Machineries. 3. Environment.

INDIV involves in ETP (Effluent Treatment Plant) inspections. This inspection involves

factories are using ETP or not. INDIV also involves EIA (environmental Impact Assessment).

The clients of OGC & INDIV are mainly the imported firm, textile mills, Garments factories jute

mills, sugar mills etc.

8. SSC (System & Service Certification):

SGS Bangladesh Ltd. SSC department mainly involves in providing services to the 2nd party &

3rd party. Here 2nd party means the organization that get the audit services such as Nestle,

Unilever, Pepsi etc. Generally SGS SSC inspects the product of the firm’s supplier.

3rd party means the organization that has the right to provide certification on goods or

environment, social responsibility of any organization such as ISO, HACCP, GMP etc. SGS

Bangladesh Ltd. SSC department provide audit service on behalf of the following certificate

organization:

Good Manufacturing Practices (GMP)

Hazard Analysis & Critical Control Point (HACCP)

BRC Food

ISO 22000 (Food Safety Management System)

Safe Quality Food (SQF)

Global GAP

IFS.

9. Admin & Procurement:

Admin & Procurement department is responsible for all kinds of administrative work, purchase

of any kind of goods for the SGS Bangladesh Ltd. Administrative work includes the welcome of

foreigner guests, to accommodate them, the transportation of the auditors & inspectors and so on.

Procurement items are divided into three parts: 1.Consumer. 2. Non CAPEX. 3. CAPEX.

Consumer items are those items which are used by the employees such as all kind of stationary

products, sanitary products, food items, diaries, calendar etc and so on.

Non CAPEX items are mainly machinery and other items which are priced below tk. 80000.

CAPEX items are mainly heavy machineries for the lab tests which are priced over tk. 80000.

10. GIS (Government Institutional Services):

GIS mainly involves in the services of government. Goods which are imported from the abroad

are the main concern of the GIS dept. Tax on imported goods is a sensitive issue. Importers try to

decrease the tax by showing the cost of imported goods less then the original cost. The job of

GIS is to verify the importer cost. There is a different SF code of every goods of the world. GIS

also checks the SF code chosen by the importer is right or wrong. SGS Bangladesh Ltd GIS

department has a liaison office & an Executive Office. Liaison office works for the affiliates of

SGS. If any Bangladeshi importer imports something from the India then SGS Bangladesh Ltd.

GIS department send all the documents to SGS India Ltd. Then goods will be audited in India On

behalf of SGS Bangladesh Ltd. If all are OK then SGS BD Ltd. Give a certificate to the importer.

If importer dont agree with price verified by the GIS he can claim to the custom service of

Bangladesh. The responsibility of Executive e office is to inspect the exported goods from

Bangladesh on behalf of any other affiliates of SGS. Now SGS Bangladesh Ltd. Has the contract

with the Bangladesh Government to work for India, China, Thailand, Korea, Cambodia &

Philippine. GIS has also a scanner project in Chittagong port where containers are scanned.

SGS Bangladesh Ltd. GIS department has the following section:

PSI- Pre Shipment Inspection

Reception

Bata Processing Zone

Validation & Clarification Centre

Customer Service

11. IT:

SGS Bangladesh LTD. IT department mainly involves in two types of job. 1. Programming. 2.

Networking.

The main jobs of IT dept. are to select the right software for the different departments, to install

software, maintenance of the software, modifying of software, networking of all the branches of

SGS Bangladesh Ltd, provide any type of IT solution to the employees, hardware support etc.

12. Finance:

The core responsibilities of finance department are:

1. Revenue Calculation

2. Budget calculation at the beginning of the year.

3. Disbursement of departmental Invoices

4. Calculation of all income and expenditure

5. Disbursement of the salary of all employees.

6. Investment of profit

7. Distribution of profit to the employee.

8. Payment of all expenses.

Organogaram of SGS Bangladesh Ltd

In Bangladesh Mr. ______ is the head as Managing Director (MD). Under him there are seven

managers in CTS, AGRI-OGC –INDIV, Finance, Operation, HRD, IT, Audit & Compliance and

a Branch Manager in Khulna. SGS follows the hierarchy. Then, under each manager there are

several hierarchies including Deputy Manager, Sr. Asst. Manager, Asst. Manager, Sr. Executive,

Executive, Asst. Executive, Office Asst. and Office Attendance.

Managing Director,

MD

Business Manager, CTS

Manager CSRS Audit

Deputy Manager

KAM

Lead Auditor

Chief Auditor

Sr. Auditor/ Office

Executive

Auditor/ Office

Executive

Office Attendance/ Jr. Executive

Office Attendant

Manager Inspection

Deputy Manager

KAM

Coordinator

Inspector/ Sr. Executive

Inspector/ Office

Executive

Inspector/ Asst.

Executive

Office Attendance/ Jr. Executive

Office Attendant

Manager Laboratory

Deputy Manager

Sr. Manager

Asst Manager

Sr. Executive

Executive

Asst. Executive

Lab Asst.

Office Attendant

Branch Manager, Khulna

Deputy Manager

Coordinator

Chief Inspector/ Sr. Executive

Sr. Inspector/ Executive

Inspector/ Asst Executive

Office Asst/ Computer Operator

Office Attendant

Business Manager, AGRI-OGC-INDIV

Manager

Deputy Manager

Sr. Executive

Executive

Asst Executive

Office Asst/ Computer Operator

Office Attendant

Company Secretary &

Finance Coordinator

Deputy Manager

Sr. Asst Manager

Asst Manager

Sr. Executive

Executive

Asst Executive

Office Asst

Office Attendant

Business Manager,

Operation & QC

Deputy Manager

Sr. Asst Manager

Asst Manager

Sr. Executive

Executive

Asst Executive

Office Asst

Office Attendant

Manager,

HRD

Coordinator

Sr. Asst Manager

Asst Manager

Sr. Executive

Executive

Asst Executive

Office Asst

Office Attendant

Manager, IT

Deputy Manager

Sr. Asst Manager

Sr. Asst Manager

Sr. Executive

Executive

Asst Executive

Office Asst

Office Attendant

Manager, Audit &

Compliance

Deputy Manager

Sr. Asst Manager

Sr. Asst Manager

Sr. Executive

Executive

Asst Executive

Office Asst

Office Attendant

All the Managers directly report to the MD. Branch Manager of Khulna also reports to Business

Manager-CTS and also Manager-AGRI, OGC, INDIV. The managers always communicate with

all employees under him/her. All the levels of employees can go directly to their managers.

All the employees have their supervisors. The executive level employees directly reports to their

supervisors or mentors. The supervisors monitor their subordinates and they actually evaluate

their subordinate’s performance.

Each department develops teams of similar purpose, such as, in HR department, recruitment and

training parts are handled by an Asst. Manager and an Executive.

HR Practices in SGS Bangladesh LTD

HR department of SGS Bangladesh deals with several employee-related activities in small

companies. It is essential that HR managers find talented employees to perform specific jobs and

help ensure that employees are fairly paid and looked after during their tenure. HR management

usually performs a variety of these activities throughout an average week. HR of SGS

Bangladesh performs their jobs according to the Bangladesh Labor Law.

Key Steps of Performance improvement

1. Assess and define:

In SGS they are defined people that who needs training and who not. Their training issues are

well specified

2. Gain management commitment”

a. Organizational Commitment (OC): Employees’ commitment to the organization.

b. Perceived Organizational Support (POS): Organization commitment to the

employees like freedom, autonomy, good environment etc.

3. Develop a business plan:

SGS has successful business plan that how the business will run it is the number one brand in the

market.

4. Establish best practices:

They have established a very good working environment, it reviews its salary pattern time to

time, as its capacity it did all of the thing which are beneficial for the organization and the

employee because the top level manager always think that the employees are the assets of SGS,

without them nothing can be possible.

5. Provide employee training and development:

They always arrange some important training for the employees development. These training

sessions arranges within the country or out of the country on the basis of the training issues.

6. Establish new practices:

The company has the new practices for the employee to improve their performance but they do

not want to talk for that because of their specialty.

7. Measure and monitor:

They measure their employee performance time to time and evaluate and properly monitor. On

the basis of their improvement of their performance they incremented and get bonuses or other

facilities.

Employee training is worth investment:

It is already mentioned that they always believe that without employee they are nothing so

betterment of employee is ultimately the benefits of the organization. So, they train a lot and for

training purposes they invest a lot because it will help in present as well as in future.

This is also important that employee do not feel that they are not treated importantly. If the

employee quit the organization then the organization lost will be 1.5 to 2 times of that particular

employee yearly salary. This is the financial cost but there are some invisible cost like when they

leave they take with them huge experience. The organization has many more cost like

replacement cost and under this will be add advertisement cost, recruitment cost, selection cost,

training cost and many more. This type of turnover is called dysfunctional turnover and which

turnover is good for the organization is called ‘functional turnover’.

Practices

The following HR practices take place at SGS Bangladesh Ltd:

Recruitment and Training

Performance Management

Rewards and Incentives

Benefits

Employee Relations

Change Management

Safety and Health

1. Recruitment & Selection

HR department is responsible for recruiting & selecting candidates. They develop job

descriptions that outline various skills and experience levels for applicants. Then HR department

goes either for external or internal sources.

Internal Source:

The internal sources of recruitment are:-

Promotions: Promotion means to give a higher position, status, salary and responsibility

to the employee. So, the vacancy is filled by promoting a suitable candidate from the

same organization.

Transfers: Transfer means a change in the place of employment without any change in

the position, status, salary and responsibility of the employee. So, the vacancy is filled by

transferring a suitable candidate from the same organization.

Internal Advertisements: Here, the vacancy is advertised within the organization. The

existing employees are asked to apply for the vacancy. So, recruitment is done from

within the organization.

Recall from Long Leave: The organization may recall a manager who has gone on a

long leave. This is done when the organization faces a problem which can only be solved

by that particular manager. After he solves the problem, his leave is extended.

External Source:

The external sources of recruitment are:-

Public Advertisements:

The Personnel department of a company advertises the vacancy in newspapers, the internet, etc.

Frequently they prove ads in BDJOBS.com.

This advertisement gives information about the company, the job and the required qualities of

the candidate. It invites applications from suitable candidates. This source is the most popular

source of recruitment. This is because it gives a very wide choice. However, it is very costly and

time consuming.

Campus Recruitment:

The organization conducts interviews in the campuses of Management institutes and Engineering

Colleges. Final year students, who're soon to be graduated, are interviewed.

Most often SGS takes part in different job fairs in different Universities. Recently they have

participated in BDJOBS’s job fair in Dhaka University.

Suitable candidates are selected by the organization based on their academic record,

communication skills, intelligence, etc. This source is used for recruiting qualified, trained but

inexperienced candidates.

Recommendations:

The organization may also recruit candidates based on the recommendations received from

existing managers or from sister companies. But the candidates must pass through the written

exam.

HR executives then sift through piles of resumes and select only the most qualified applicants.

They often screen applicants to weed out people who might not fit into their small organization's

culture.

Selection process is carried out by written exam and interview. The candidates have to pass in

that exam first. The questionnaires are designed according to the departmental needs. Many

general knowledge, analytical, critical reasoning, math, English grammar etc. are includes in the

exam questions as well.

If the candidates pass then the selected candidates have to go through an interview session. Like

this way at the end the desired candidate is selected as an employee.

2. Paperwork and Orientation

Most HR managers ensure that employees complete several key employment forms on their first

day. They have to fill up and bring documents, such as,

1. Personal info form

2. Academic & training certificates

3. National ID or Passport’s photocopy

4. Nominee form

5. Joining Letter

6. Photographs

When the HR department gets all the documents of the employees their information is put into

the software-HRIS. All information like, employees general info, contacts, academic, training,

reference, nominee, experience, publications, leave, attendance, performance records etc. are

found in that software.

Orientation: HR management usually introduces new employees to people in the

company, telling them whom to see for specific issues.

Recently they have started conducting orientation program. In this program the

employees of all departments, who are recruited, are introduced with the organization.

During this day long orientation program, managers of all departments tells about their

department through power point presentation.

3. Training and Development

HR management also manages the training for new employees.

The new employees have to face a 6 month probation period. For this period they are

given some objectives. After this period their performance is evaluated.

They have newly launched ‘SHINE’ program for their new employees. In this session

their mentors guide them to fulfill their objectives and then their performance is

evaluated.

SGS provides many training for their employees. Even outsider can take part in their training

session.

Some training might only involve handing out a training manual and information on

company policies. Other times, HR managers must coordinate off-site training through

training managers within their organization.

These employees also coordinate training sessions for existing employees who need to

improve skills in using computer software, writing and oral presentations.

4. Compensation

The HR department also determines compensation packages for various employees. Most

compensation is based on grade levels. They have grades from A to F.

For example, directors have higher grade levels than managers, and manager’s rank higher than

Asst manager or executive.

The HR management might study comparable salaries within the industry to derive

compensation ranges. However, they must operate within their company budget when

determining salaries, benefits and other incentives. Still, HR management knows that, they need

to offer competitive salaries to help retain quality workers. Compensation rewards people for

performing organizational work through pay,

5. Incentives and benefits

Employers must develop and refine their basic wage and salary systems. Also, incentive program

such as profit sharing is growing in usage. They are also providing provided fund, health

insurance, conveyance, female special conveyance allowance, yearly dress allowance etc. to their

employees.

6. Performance Appraisals

SGS’s HR management usually develops performance appraisal forms for their organizations.

In every year, the employees are given with their objectives for the whole year. After that

period their performance is evaluated according to the Management by Objectives

(MBO).

Those objectives are made both by the employee own self and their manager. However,

their managers actually finalize their objectives. At the year end their performance is

evaluated based on their objectives.

Performance evaluations also help department managers determine in which areas their

employees need improvement such as report writing, working in teams and following directions.

Also, whether the employees need training or not these are recommended by their evaluators.

Finally, according to the employees’ performance they are rewarded or penalized with warning

also.

7. Safety and Health

All HR departments must ensure that the working environment is safe. The degree to which HR

employees work on safety and health issues is contingent on the types of companies in which

they work.

SGS follows Bangladesh Labor code for the health & safety issues.

The frequently provides safety training to all of their employees.

They have arranged all the precautions in case of fire.

They provide a neat & clean and a hygienic working environment in their office and also

in the lab.

.

8. Managing Legal Issues

SGS’s HR department is aware of discriminatory practices that can exist in the workplace. These

issues might pertain to religion background, race, sexual harassment and other practices.

Managers devise and implement sensitivity training to apprise company employees about these

issues. Some might even invite experts in to discuss various topics during one-hour seminars.

9. Employee attachment activities

SGS’s HR department is arranging different employee attachment activities for 2 or 3 years.

They are arranging many activities which motivate employees. These activities are,

Annual picnic;

Children’s art completion;

Fruits festival;

Boishakhi, Women day etc. celebrating programs;

Movies;

Fire safety week;

HR week; and so on.

PART-D

Training practices in SGS Bangladesh Ltd.

A) Training Need Analysis (TNA)

At first Training Need Analysis (TNA) is conducted by the HR department.

How TNA is conducted?

Every employee in the company has must gone through some training. The first thing that is

done is the training need analysis (TNA). The company follows Management by Objectives. Is

this case at first all employees have to get objectives in the beginning of the year. In SGS, TNA

is conducted at the time of evaluation.

There are two approaches of TNA those SGS follows-

Proactive TNA

Reactive TNA

Proactive TNA is strategic and carefully planned without a definite problem as the focus. It is

used to deliver new techniques or processes to employees, as well as strengthen existing

expectations.

Reactive

Reactive TNA happens when a specific problem is pinpointed. For instance, if a worker's

performance problem is evident, reactive TNA is used to correct that specific issue.

TNA is conducted like the below process,

1. Objectives setting:

The employees of the company must fulfill their objectives. That is why, in the beginning

of the year their objectives are set. The objectives are set according to the organizational

and departmental objectives.

For perfect objective setting, last year a training named ‘session of objective

setting’ was arranged by the HR department.

The employees and their supervisors jointly set the objectives.

The employee submits their objectives to their supervisors for checking up.

The supervisor also set objectives for the employee.

These objectives are then sent to the managers.

Although, supervisor’s recommended objectives are really taken into account.

Then these objectives are sent to the HR manager.

At last the HR manager finalizes the objectives and sends the objective forms to

the employees.

2. Evaluation of the performance:

At the end of the year employees’ performance is evaluated. Their performance is

evaluated by their supervisors by three levels- X (Exceeds expectation), M (Meets

expectation) and NI *(Need Improvements).

Mainly, if the evaluation results in M or Ni then their managers or supervisors

recommend training. However, sometimes X level employees may also get

recommendation of trainings. It actually depends on the situation.

The employees also recommend trainings for themselves. As because most of the time

this may nit bring exact result, the HR department send that document to the managers

for reviewing. The HR department summarizes the training requirements and sends it to

the departmental head. Then the managers decide to which what training should be given.

3. Getting the information:

After the evaluation all the information of training requirements are gathered by the HR

department.

Then the whole training is arranged by the HR department.

Why Training Need Analysis (TNA)

SGS does TNA (Training need analysis) to determine whether resources required are available or

not. It helps to plan the budget of the company, areas where training is required, and also

highlights the occasions where training might not be appropriate but requires alternate action.

Organizational Level – TNA at organizational level focuses on strategic planning, business

need, and goals. It starts with the assessment of internal environment of the organization such as,

procedures, structures, policies, strengths, and weaknesses and external environment such as

opportunities and threats.

Individual Level – TNA at individual level focuses on each and every individual in the

organization. At this level, the organization checks whether an employee is performing at desired

level or the performance is below expectation. If the difference between the expected

performance and actual performance comes out to be positive, then certainly there

is a need of training.

Operational Level – TNA at operational level focuses on the work that is being assigned to the

employees. The job analyst gathers the information on whether the job is clearly understood by

an employee or not. He gathers this information through technical interview, observation,

psychological test; questionnaires asking the closed ended as well as open ended questions, etc.

Development Plans-

By using the TNA tool, SGS becomes able to find the development requirements of each

individual in your organization. Working with our Business Development Managers, you will

then create a training plan that will develop the specific skills that each individual requires..

A TNA is important because it helps to determine whether a deficiency can be corrected through

training. Because training professionals make sure the right training is provided to the right

people by conducting a need analysis. The training and assessor competency standards provide a

ready-made tool for the identification of training needs for assessors.

By first conducting a TNA, she could accomplish several important things

Increase the chances that the time and money spend on training would be spent wisely.

Determine the benchmark for evaluation of training.

Increase the motivation of participants.

Align her training activities with the strategic plan.

B) Designing the trainings

SGS undertakes the design of the training program only when a clear training objective has been

produced.

The training objective clears what goal has to be achieved by the end of training program i.e.

what the trainees are expected to be able to do at the end of their training.

The trainer

Before starting a training program, a trainer analyzes his technical, interpersonal, judgmental

skills in order to deliver quality content to trainers. For example, SGS arranges several auditing

trainings where an experiences auditor becomes the trainer who takes all the training preparation.

The trainees

A good training design requires close scrutiny of the trainees and their profiles. Before selecting

the trainees SGS considers some factors. These are,

Age,

experience,

needs

expectations of the trainees

The HR department selects the similar training needed employees and make the group for that

training. After getting recommendation from the managers, trainees are selected.

Training climate

SGS prefers a good training climate which comprises of ambience, tone, feelings, positive

perception for training program, etc. Therefore, when the climate is favorable nothing goes

wrong but when the climate is unfavorable, almost everything goes wrong.

Training strategies

Once the training objective has been identified, the trainer translates it into specific training

areas and modules. The trainer prepares the priority list of about what must be included, what

could be included.

Training topics

After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the

content into headings, topics, ad modules. These topics and modules are then classified into

information, knowledge, skills, and attitudes.

Sequence the contents – Contents are then sequenced in a following manner:

From simple to complex

Topics are arranged in terms of their relative importance

From known to unknown

Training tactics

Once the objectives and the strategy of the training program becomes clear, trainer comes in the

position to select most appropriate tactics or methods or techniques.

C) Evaluation of the training

Evaluation Objective: The objective of the evaluation of training is to determine the trainees

acquired

Knowledge

Skills

Abilities

Organizational Constraints:

SGS’s constraints are:

Huge Cost

Necessity of proper education of lab people

Evaluation Design: Trainer of SGS evaluates employees by preparing a questionnaire to

employees and mails it after the training. The questionnaires are related to the content of the

training topic. The employees fill up the questionnaires. The answers are then evaluated.

Evaluation Strategy:

Facts: They emphasis on the 4 different groups of members.

Management

Employees

Stake holders

Principles: The SGS’s policy is to train staff to increase personal attitudes and professional

skills enabling them to develop a long-term relationship with the Company. Therefore the

potential for professional development is an essential standard for recruitment.

Results / Outcomes:

Learning:

Knowledge: Following type of programs are conducted at SGS:

The training programs enhance the language skills of the employees. Training programs aimed at

developing and sharing best practices of the various management disciplines practiced in the

Group. They also strive to strengthen corporate cohesion as well as to promote networking

throughout the Group. E-learning programs as a complement to or a substitute for formal training

programs.

Skills

Technological

Physical

Different

Expertise

Interpersonal skills

Reaction:

It is started by identifying how they will measure reaction. They consider addressing these

questions:

Did the trainees feel that the training was worth their time?

Did they think that it was successful?

What were the biggest strengths of the training, and the biggest weaknesses?

Did they like the venue and presentation style?

Did the training session accommodate their personal learning styles?

Next, they identify how they want to measure these reactions. To do this they typically use

employee satisfaction surveys or questionnaires.

Behavior

SGS considers these questions:

Did the trainees put any of their learning to use?

Are trainees able to teach their new knowledge, skills, or attitudes to other people?

Are trainees aware that they've changed their behavior?

Result

SGS looks for employees result and output. On the basis of output they generally measure their

future promotions.

Here are some outcomes they consider, depending on the objectives of their training:

Increased employee retention. Higher morale.

Reduced waste. Increased sales.

Higher quality ratings. Increased customer satisfaction. Fewer staff complaints

Key Areas of Organizational Training

In SGS Bangladesh Ltd.

1. Orientation Training

In SGS orientation is a process, not an event. Its part of the overall integration of new employees

into an organization, by which it helps new employees adapt to the work environment and their

jobs. Orientation is, in fact, a training opportunity to promote organizational effectiveness from

the start of a person's employment.

Why it is important-

One can conduct the orientation process any number of ways, but all programs should achieve

the following outcomes:

The new employee feels welcomed.

The employee understands the organization in a broad sense (its past, present, and

vision for the future) as well as specifics in key areas (its structure, culture, policies,

and procedures).

The employee is clear about what is expected of him or her in terms of work and

behavior.

Process-

The first day is given all-important. New employees can acquire a greater understanding

of the organization later through a formal, group orientation presentation by the all

departmental representatives.

In that training session, discussion and question answer session are also conducted.

Newcomers will have their employment decision reinforced when SGS make them feel that the

organization is happy to have them. Provide them with the information they need to be

productive

An unsuccessful orientation can result in more than slowing down new employees' adaptation to

the organization; it can mean

No adaptation

No subsiding of first day anxieties

No clearing up of confusion

Loss of interest pressures a career at the organization

Resignations by new employees

Poor work from people with potential.

The organization has developed a new developing strategy-SHINE for the new employees.

Along with the orientation training SHINE is conducted for the first six months from the joining.

2. SHINE:

‘Shine’ is SGS’s most recent initiative for their employees to increase their competencies which

has been launched globally.

‘Shine’ is not a training program; rather it is a development process for the new employees. This

‘Shine’ program includes many on the job and other trainings.

This program is applicable for the employees in SGS Bangladesh who have joined in January,

2013 to onwards.

Objectives:

This is for the new employees to become an asset for the company.

To build a strong relationship among the employee, the superiors and the colleagues.

To motivate employees.

To increase the performance of the new employees so that the company can be the

ultimate gainer.

Process:

‘Shine’ is for the period of six months for the new employees and is finished by the evaluation of

the new employee. The process is conducted by six steps. These are,

i. At first in the ‘Preparation’ phase, mentors of the new employees are selected. The

mentors must go through the ‘Shine’ training for the supervisors.

ii. Then, on the first day ‘Orientation’ is conducted. The new employee is oriented with

his or her new office, is introduced with the mentor as well as the managers. The new

employee must fulfill the documentation procedures.

iii. After that, for the next one week, ‘Immersion’ is done. In this period the new

employee is introduced with the organization and with its values. The employee must

be introduced with his or colleagues. The mentors must inform the new employee

about his or her new position, organization’s policies and philosophies.

iv. In the 4th phase, ‘Exploration’ is conducted for one month. In this period the mentors

guide the new employees to understand their duties and responsibilities. Mentors may

initiate any training for those employees.

v. Then, for the next three months, ‘Discovery’ phase is done. Now the employees go in

deep to their responsibilities. They are given responsibilities with their mentor’s

guidance. In the mean time the employee must experience ‘Sustainability’ and

‘Integrity’ training.

vi. At last, after six months the employee gets the full freedom to perform their job

responsibilities. They take the whole responsibilities. After this period an evaluation

is also conducted.

By this way the new employee becomes and effective employee for the organization.

During this ‘Shine’ session many trainings are conducted, like,

Induction training- that is mandatory for all employees

Different on the job trainings- coaching, counseling, under study etc.

Trainings, like ‘Sustainability’ and ‘Integrity’ training

Case study

Classroom training etc.

It is not mandatory to conduct all the training except for the Induction training. During this

period trainings are arranged in case of the required situation.

3. SHINE training for supervisors:

This training is for those who perform the role of mentors of the new employees. They get the

training by e-learning or classroom learning to know to guide the new employees and how to

perform their role.

4. Integrity Training: off

This training is mandatory for all the employees. This is conducted by e-learning or by

classroom method to train the employees to maintain the code of integrity of SGS.

‘Code of Integrity’ is approved by the board of directors in their operation council

In SGS, integrity is given the priority in all phases of working.

‘Code of Integrity’ is applied to the all of employees, officers, directors,

contractors, consultants, freelancers, joint ventures, partners, agents and sub

contractors associated with SGS.

Key principle: the key principles of integrity are,

Trust

Honesty & Transparency

Accountability

Principles

‘Integrity’ training is conducted very strictly as because SGS gives most importance in

employees’ integrity. All the employees must go through this training.

This training includes presentations, lectures, case study, quizzes, readings,

matching etc.

If the training is conducted in internet,

The employees have to answer different questions after reading various

integrity related local and global case studies of SGS.

This online training is conducted by phase to phase and one phase is come

after previous one’s completion.

After completing the training the employees can see their scores online.

Then, the employees are sent a certificate.

If the training is conducted by classroom method,

Different lectures and presentations are given to the employees and SGS’s

various integrity related issues are shared

Also different case studies related to SGS’s integrity related issues are done.

A question- answer session is also conducted during the training.

At last a quiz is conducted where employees answer different questions and

also give their feedbacks about their experience and reaction about the training.

5. Sustainability Training

Sustainability training is another off the job training. This is not mandatory for all employees.

This is conducted by e-learning. How much the employees know the SGS and how they are

dealing with their responsibilities of their positions by considering the environmental effects are

judged through this training.

Principle of the training:

The company believes that, sustainability brings a long term profitable business while taking into

account all the positive and negative environmental, social and economic impacts. They follow

this about sustainability which is said by Brandtland Report-1987,”meeting the need of present

without compromising the ability of future generation to meet their own needs.”

Process: The training is conducted by,

At first in this e-learning session, employees have to read different principles, issues and

situations regarding SGS.

Then they have to answer questions step by step.

At last at the end they get a score of the learning session.

They are also given a certificate.

6. Safety training

Safety training is the most frequent training that is conducted in SGS. The organization keeps

safety ahead from all other factors. They think that, in a work place safety is the first thing which

must be kept safe. The safety training that are provided are,

‘Safety’ training

‘Radiation’ safety

‘Quality Health Safety & environmental policy’

In house training-safety video etc.

This training is conducted with employees’ volunteer participation.

Process-

This training in conducted in every month in four weeks basis. In every month, four safety

trainings are provided for one week. In which week training is conducted, throughout the whole

week that is conducted.

Methods- Different training methods are used in this training, like,

visual presentation,

documentary,

movie,

lecture,

reading material,

Rally etc.

Recent training- in the month of March in 2013, ‘Fire Safety’ training for one month was

incurred. In which they arranged fire safety drills, rally, presentations, movies, quizzes, art

competition etc.

SGS has different Labs where safety is very much inevitable. This in one of the most

important reason for giving importance on safety very much.

They usually have all the precautions of any accidents. Basically they have all the set ups

for fire safety

7. Fire safety training:

For this safety training, the representatives of our countries fire fighter department come in the

organization to train the employees. Even they arrange a ‘fire drill’. Some employees who

experience the full process of fire safety training get the certificate if ‘Fire Fighter’.

For this training, the methods are used are,

Lectures

Visual presentation

Movie

Simulation etc.

8. Communication training:

This is one of the most important training for the employees of SGS which is for all of the

employees. This training is conducted after the office hour by outsider trainers. To improve

employees communication skills the training that are provided are,

English language for effective communication

Training on business English

In this training class room method is used to train up the employees. The other methods that are

used are,

Reading materials

Presentation

Lecture

Debating

Drama making by the employees etc.

Process-

For this training the employees who badly need and also who have skills already both

take part.

The training is arranged mostly after the office hour which is arranged in the office

conference room.

The trainers are brought from the outside.

Training for the auditors and inspectors:

Training for the employees of the lab:

Management/ functional training:

Technical training

9. Management training:

Ensuring appropriate and continuous training is an official part of every manager’s

responsibilities and, in many cases; the manager is personally involved in the teaching. Also they

are the decision makers.

For this reason, part of the training structure in every company is focused on developing

managers’ own coaching skills. Additional courses are held outside the office when required,

generally in connection with the operation of new technology.

The variety of programs is very extensive. They start with continuation the potential to become

supervisors or section leaders, and continue through several levels of trainings. The training

which were provided in last year, some of them are given below,

Competency training

Training on country labor law

Global supply chain, procurement and logistics management

Session on objective set ups

IT awareness program

Income tax calculation

Performance appraisal

Workshop on child development

Training on writing

Maternity benefits calculation of SGS

Awareness program

Training on MS Excel 2007

On-the-job training is also a key element of career development in commercial and

administrative positions. Here too, most courses are delivered in-house by Nestlé trainers but, as

the level rises, collaboration with external institutes increases.

10. Inspectors and Auditors training:

SGS provides various auditing and inspection services. To develop this service auditors and

inspectors are needed to be very much skillful to match their services globally. Different in house

training sessions are conducted.

The Auditors and inspector’s trainings that are provided are as below,

SA 8000 basic/advanced course

Audit process

Debenhams training for global auditors

GCSC technical audits

ISO 6940 & 41

Lead auditor course

Verifying document during audit

How to carry out inspection of readymade garments

SAAS Witness Audit

11. Training services:

Two-thirds of all SGS’s employees work in labs, most of which need continuous training to meet

their specific needs. In addition, a great number of local trainings are conducted by the SGS to

the outsiders. The training services that are provided are,

ISO 22301- Awareness Training/ Business Continuing Management/ Auditor and Lead

Auditor Training

Internal Auditor Course

ISO 3100

Supply Chain Security

12. Technical Trainings

There are different trainings for the lab employees. To improve their work performance they are

provided several training. These are conducted either by their managers or the outside trainers.

Some of the trainings that were provides in the last year were,

Procedure of sample preparation

MPP Training Module

Starlims- it’s a flexible workflow tools provide complete traceability and laboratory data

management

Basic idea of physical tests

C&A buyer physical manual updates

Fibre analysis

Yarn Strengths

How to write NC

5S training

13. Apprenticeship training

The organization provides apprenticeship programs to the fresh graduates when they need. When

they have pending works to do they appoint interns for specific periods. In this period the interns

get paid.

HRIS and Training

The Human Resource Information System (HRIS) is a software or online solution for the data

entry, data tracking, and data information needs of the Human Resources, payroll, management,

and accounting functions within a business. Normally packaged as a data base, hundreds of

companies sell some form of HRIS and every HRIS has different capabilities. Pick your HRIS

carefully based on the capabilities you need in your company.

Typically, the better The Human Resource Information Systems (HRIS) provide overall:

Management of all employee information.

Reporting and analysis of employee information.

Company-related documents such as employee handbooks, emergency evacuation

procedures, and safety guidelines.

Benefits administration including enrollment, status changes, and personal information

updating.

Complete integration with payroll and other company financial software and accounting

systems.

Applicant tracking and resume management.

This software can track,

1. attendance and PTO use, 2. pay raises and history,

3. pay grades and positions held, 4. performance development plans, 5. training received,

6. disciplinary action received, 7. personal employee information, and occasionally,

8. management and key employee succession plans, 9. high potential employee identification, and 10. Applicant tracking, interviewing, and selection.

However, right now SGS is only using HRIS for getting training records. They are not now using

this software for any other purpose of training activities.

Summary of findings & analysis

1. Their TNA is not conducted in proper way. Not always trainings are conducted

according to TNA. Rather the department’s manager’s decision becomes the

ultimate decision about which training should be conducted and to whom.

2. Most of the time the findings got from TNA is not given that much priority. The

HR department only arranges the training program after the manager’s

recommendation. They most of the time do not go through the TNA results.

3. SHINE- it’s a great initiative by SGS. As it is launched globally, all the new

employees of SGS over the whole world will be developed in a same manner. In

the last year, several SHINE trainings were conducted to communicate the

concept with the employees.

But the problem has arisen in some cases. It is seen that, the mentors do not

understand the whole process properly. Some of them have done evaluation at the

end of the first period, which is not totally recommended in this development

process.

4. Integrity Training-The problem arises when the real situation comes to the

employee. It cannot be measured properly that how much the employees are

utilizing their leanings which they have learned from the training in their real

working situations.

This training develops only a sense of integrity to the employees. How much an

employee will be honest depends mostly on his or her personal nature. In this

case, how much this training is affecting employees makes a question mark.

5. Sustainability training- Since this is not a mandatory training, the employee may

not go through properly this training. That means they may ignore the importance.

6. SGS tries to keep safety in their working places above all the other things. This

training increases the quality of employees working output mainly for the

employees working in the laboratory.

The problem is that, this training is conducted frequently during the office hour

for 15-20 minutes which is a very valuable time for the organization. So, whether

the employees are really concentrating during the training or just they are passing

the time, must be monitored. Rather the purpose of this valuable training will not

be served.

7. SGS conducts all the methods of training like, on the job training, off the job

training, computer based training, apprenticeship training etc.

8. The organization provides lots of training regardless of employees’ feedback. The

employees may think this a waste of time

9. During the evaluation of training it can be challenging to measure behavior

effectively. This is a longer-term activity that should take place weeks or months

after the initial training.

10. By conducting trainings, SGS want to create motivation to the employees and

skillful workforce. However, it is seen that they have more turnover in Lab that

other departments. Because of that they have to recruit almost in every month

which actually can increase their costs.

11. Since SGS provides lots of trainings on lab tests, sometimes employees get

trainings, increase their CV value and then leave the organization. In this case

they face more turnover.

Recommendations

They should conduct an effective TNA. Since the supervisor’s recommendation, during

the evaluation period, may not be the accurate one, for that reason HR department sends

for review.

That’s why the HR department must take initiatives to train the supervisors about taking

proper decisions on training requirement during performance evaluation.

Although SGS conducts different trainings which are really effective for the employees,

they should follow the TNA results to conduct their training scission in an organized

way.

It also will increase the effectiveness of the training as because TNA gives more accurate

information about which employee need exactly what training.

SHINE training for the supervisors must be conducted properly as it is a new concept,

many lags can be arisen. In this case, a proper supervision to the mentors during the

SHINE period must be done.

The concept of SHINE should be communicated to all of the employees properly.

However, SGS always monitors employee’s all activities, to make this Integrity training

more effective the organization should increase more their monitoring

More instructional technologies can be embedded in traditional classroom settings to

enhance residential learning. These lectures may be available for students to consult

before or after class sessions via the course Web site. This component of the course

model would make learning less dependent upon time and location, and allow students to

go through the lectures at their own pace.

They can include more images and audio clips of instruments and ensembles,

demonstrating interactive playing of instruments and construction of ensembles.

The Sustainability training can be mandatory as because sustainability training gives a

great idea about SGS.

For the safety training only giving training is not enough; whether the employees, who

are attending the training session voluntarily, are really learning or not must be ensured

by taking quizzes or tests in every session. This will measure that how much the

employees are learning.

Regular survey on employees should be conducted.

They can also watch trainees' body language during the training, and get verbal feedback

by asking trainees directly about their experience.

Once they’ve gathered all the information of employees’ reaction information, they

should look at it carefully. Then, they should think about what changes they could make

based on their trainees' feedback and suggestions.

One of the best ways for SGS to measure behavior will be conducting

observations and interviews over time.

Trainees should receive support, recognition, or reward for their behavior change from

their boss. So, over time, they disregard the skills or knowledge that they have learned,

and go back to their old behaviors.

They also need to reconsider their compensation structure for the employees, mainly the

employees of laboratory.

Conclusion

At the end it can be said that SGS Bangladesh Ltd. is very much effective in conducting different

training programs for their employees. Their main purpose is to motivate employees so that they

can have better output from their employees as well as can get a workforce as their asset for the

organization. However, their current training practices are very much appreciative but, it is

recommended to improve more. They should use HRIS for the purpose of their training

activities. Also, they need to focus on their employees feedbacks regarding their training

sessions. They can use more modern technology in their training session.

SGS Bangladesh is an example of better HR practices. Their training practices have a huge

effects on their employees.