Executive Summary

The retail enterprise Aarong is the handicraft marketing arm of BRAC (Bangladesh Rural Advancement Committee). Established in 1978, Aarong is a fair trade organization dedicated to bring about positive changes in the lives of disadvantaged artisans and underprivileged rural women by reviving and promoting their skills and craft. Reaching out to weavers, potters, brass workers, jewelers, jute workers, basket weavers, wood carvers, leather workers and more, Aarong embraces and nurtures a diverse representation of 65,000 artisans, 85% of whom are women. Today, Aarong has become the foundation upon which independent cooperative groups and family-based artisans market their craft, in an effort to position the nations handicraft industry on a world platform of appreciation and acknowledgement The Ayesha Abed Foundation (AAF) is an organization that aims to provide avenues for employment and income generation for underprivileged rural women. It is an enclave for women, formed to uplift them economically, through their work as producers, and also socially, through their development into entrepreneurs. The Foundation provides an appropriate working environment, financial and technical assistance, and training to develop the womens skills in various crafts. This report tries modestly to uphold Aarong & AAFs recent changes in that it has undergone in its HR practice. As the reader flips through the pages of this report they will come across changes that have been brought into the staffing, performance appraisal, HRIS, and a respective compilation of general HR activities. In addition to that the report also gives a sneak peek into Aarong & AAFs history, vision; mission its products and marketing strategies it follows. There are some very important issues like employees compensation management, HR budgeting etc. which could not be included in the report for confidential issue. But I have tried my level best to work with the most important Human Resource activities, which I have illustrated through the report

About the Organization

Introduction
To provide a stable and gainful source of employment for the under privileged rural artisans, lift up the traditional identity and the commitment of quality service On the basis of these principal Aarong started its journey in Bangladesh. Aarong is an organization that is dedicated to change the lives of disadvantages, promoting traditional products from Bangladesh and opening the doors so their products can be exported. Throughout Bangladesh and in international destinations, the name of Aarong is the synonym of quality originality and uniqueness. The designer and the creators of the product range offered by Aarong, have not only established the organization as leaders in deshi handicraft, but have also reignited interest and popularity for styles and traditional crafts that are native to the country. It is the gracious blend of contemporary and customary that ensures that each product is original and saleable in modern society. Aarong therefore has thousands of artisans producing pottery work, jewelry, woven baskets, silk, leather items, brass pieces and magnificent wood cravings. Today, few urban consumers will argue that Aarong is the local Mecca for deshi handicraft. Aarongs product designs has brought consumer attention back to the products and styles that are indigenous to Bangladesh, its designers blending the traditional with the contemporary in a manner that has won instant consumer appeal, starting a revolution in trends that has now been taken up by countless other boutiques and stores. Aarongs product designs focus on the diverse types and textures of crafts and patterns that have been passed along from generation to generation among weavers and artisans in craft hubs around the country. The name of the organization Aarong is a Bangla word. It means a village fair or market. The village fair provides craftsmen of all trades a marketplace to display and sell their traditional handicrafts. The naming of Aarong as such upholds the organizations commitment to promote the indigenous goods of our country, which are a part of our rich cultural and artistic heritage. It is the handicraft marketing arm of BRAC (Bangladesh Rural Advancement committee), the largest NGO in Bangladesh. Aarong has created a village fair for the craftsmen of all trades come together to exhibit and sale their traditional handicrafts.it helps vitalize the traditional craftsmanship and find a wider market for their products nationally and internationally.

Established in 1978, Aarong is a fair trade organization dedicated to bring about positive changes in the lives of disadvantaged artisans and underprivileged rural women by reviving and promoting their skills and craft. Reaching out to weavers, potters, brass workers, jewelers, jute workers, basket weavers, wood carvers, leather workers and more, Aarong embraces and nurtures a diverse representation of 65,000 artisans, 85% of whom are women. Today, Aarong has become the foundation upon which independent cooperative groups and family-based artisans market their craft, in an effort to position the nations handicraft industry on a world platform of appreciation and acknowledgement. Over the years, Aarong has earned a name as one of the finest rural craft producers and marketer in home and abroad.

Background of the Organization

Aarong began as a cause a means to an end for a quiet organization fighting to uphold the dignity of the marginalized. In 1976, when BRAC- a Bangladeshi NGO dedicated to alleviating poverty and empowering the poor, first began encouraging sericulture for women in Manikganj, their only buyers were a few scattered retailers in Dhaka. Weeks, even months would pass between supply and payment, until BRAC intervened. Aarong was born out of a need to ensure that the penniless silk farmers of Manikganj were paid for their goods upon delivery, so that they could feed their families. Today, Aarong's reach has spread beyond Manikganj to the rest of the country. It has grown into a thriving international enterprise showcasing ethnic wear to beautiful crafts from silks, handloom cotton, endi to terracotta, bamboo, jute and much more. From a single shop, Aarong has grown into one of Bangladesh's biggest retail chains, with eight stores spread across the major metropolitan areas of the country - in Dhaka, Chittagong, Khulna and Sylhet and one in London, UK. Aarong symbolizes fairness in the global village. The organization has identified three basic constraints for gainful employment of the low income and marginalized people in the rural areas: lack of working capital, marketing support and opportunity for skills development. In order to bridge these gaps, Aarong provides a wide range of services to its workers and suppliers: Spot payment on product delivery to encourage efficiency and productivity

 Reach out to producers in remote areas to ensure fair value for their efforts Marketing communication and information for artisans Advances against purchase orders where necessary Training & Education in skills development to raise product quality and marketability Product Design and Support in Product Development Quality Control to increase producer awareness of the importance of quality

These values reflect fair trade principles which have been developed by registered Fair Trade Organizations. It contributes to sustainable development by offering better trading conditions to, and securing the rights of, marginalized producers and workers in Bangladesh.

Aarongs Mission Statement

To make Aarong the best in the world in providing a unique Bangladeshi lifestyle experience to empower people and promote Bangladesh while protecting our environment.

Vision of the organization

Aarong has a vision to establish them as worlds one of the famous fair trade fashion house, and to remain market leader throughout its business. Aarong expanded its business in international arena. Aarong has a dream to develop more artisans of Bangladesh and make them selfdependent and attract more and more international customers towards Bangladeshi culture.

Organizational structure of Aarong

Ayesha Abed Foundation- AAF (Aarong production Centre):

The Ayesha Abed Foundation (AAF) is an organization that aims to provide avenues for employment and income generation for underprivileged rural women. It is an enclave for women, formed to uplift them economically, through their work as producers, and also socially, through their development into entrepreneurs. The Foundation provides an appropriate working

environment, financial and technical assistance, and training to develop the womens skills in various crafts. The Foundation was established to commemorate the memory and work of late Mrs. Ayesha Abed, a co-worker and wife of the Founder and Chairperson of BRAC. The work that is done in the Foundation is a testament to her commitment to the issues of education, training and employment opportunities for disadvantaged women. It was she who in 1976 initiated all the present major activities of AAF in Manikgonj. The AAF aims to work with the most underprivileged women in the society. These women are often the most neglected and are in need of much assistance and support. The AAF plays the role of a facilitator. To support these women Aarong has created 13 production centers in Baniachong, Gorpara, Jamalpur, Jessore, Kushtia, Manikganj, Rajbari, Sherpur, and Pabna, Pollobi, Kurigram, Nilphamary, Jhenaidah and 653 sub Centre spread across in 2000 villages of Bangladesh. Today More than 40000 women work directly for Aarong in its production centers. The women are placed in an enabling environment, with other women of similar socio-economic backgrounds. They are trained and then given the opportunity to generate income. One of the major challenges that these women have to face is that they are marginalized and they, on their own, have no way of becoming part of the economic system. This is where the AAF steps in, helping such marginalized women out of their peripheral existence in society, and giving them the opportunity to become involved in sustainable enterprise.

The AAF is closely interrelated with other programs, especially BRAC Development Program (BDP) and Aarong. The women workers of the AAF come from the BDP organized Village Organizations. Working at the AAF thus gives the women access to other BRAC programs. All of the AAFs finished products are sold through Aarong, which additionally provides designs, raw materials and financial support to the AAF. Since AAF supplies exclusively to Aarong, it is treated as Aarong Production Centres.

Goals:
Empowering destitute rural women by providing opportunities for employment and income generation. Ensuring commercial success of the enterprise of women producers. Reviving traditional skills of rural artisans.

Services:
Free Medical check-up including free eye treatment, eye-glasses and treatment costs for severe illnesses Advance wage payments for employees in need Day care services Workers retirement fund Twenty five thousand independent cooperative groups and traditional family-based artisans also market their crafts through Aarong. Potters, Brass Workers, Jewelers, Jute workers, Basket Weavers, Handloom Weavers, Silk Weavers, Wood Carvers, Leather workers and various artisans with specialized skills from all over the country come to Aarong for marketing and support services.

Products and services of Aarong:

Holding the steadfast to its original Mission, Aarong today supports the lives and livelihoods of thousands of rural artisans and handicraft producers. These producers and artisans create wide range of products for the different types of consumers in home and abroad. The products are unique and traditional and appealing to the modern consumers, staring from clothes, accessories to home wares. Aarong designs and creates clothes for women, men and children. There are designers and more than 3000 weavers across the country are involved with the production of Aarong clothing lines. And for the fashionable accessories there is one special department called jewelry department where jeweler creates elegant jewelries that are contemporary yet traditional using gold, silver and jewels like pearl, emerald and diamonds. The other accessories like bag, sandals and produced in AAF centres using leather, jute, bamboo etc. In home ware and decorative Aarong produces pottery vases and sculpture of wood, bamboo, brass and clay etc.

For exporting the products Aarong has a separate department in head office and very selectives artisans work here to produce fine quality products and these are sent to the production centres as sample of the exporting products. Here is the list of products Aarong produces:

Clothes & Accessories

MEN'S PRODUCTS
1. Traditional 2. Executive Shirts 3. Maanja 4. Fotua 5. Short Kurta 6. Tshirts 7. Stoles/Shawls 8. Sandals

WOMEN'S PRODUCTS 1. Traditional 2. Western 3. Nightwear 4. Shawls/Scarves 5. Shoes 6. Bags 7. Fabrics

CHILDREN'S PRODUCTS 1. Clothes 2. Toys 3. Books 4. Shoes

Jewelry Products 1. Gold 2. Silver 3. Pearl 4. Other

LEATHER PRODUCTS 1. Shoes 2. Bags/Wallets 3. Belts 4. Boxes 5. PhotoFrames

NAKSHI KANTHA PRODUCTS 1. Decorative 2. Wall hangings 3. Christmas decorations

Along with the clothes, accessories and home ware Aarong also produces food products like milk, flavored milk (mango & chocolate) juices (mango & tamarind), yogurt drinks (orange, strawberry), curd (sweet & sour), butter and honey. And herbal skincare products like soaps, shampoo, oil and face pack etc. Home Wares & Furniture:

HOME ACCESSORIES 1. Curtain 2. Bed cover & cushions 3. Rugs 4. Table Lamps 5. Photo Frames 6. Coasters 7. Napkin Rings 8. Mats 9. Trays 10. Cutlery 11. Bowls and Platters 12. Photo Frames 13. Bookends 14. Boxes 15. Hammocks 16. Plant Accessories 17. Candles

Aarong Retail Outlets:

Aarong sales its products through its own outlets, Aarong follow zero distribution channel. Around the country Aarong has ten outlets six outlets in Dhaka in six major parts (Dhanmondi, Gulshan, Uttara, Maghbazar, Wari and Mirpur) and outside Dhaka Aarong has two outlets in Chittagong, one in Sylhet and one in Khulna. And outside Bangladesh Aarong has one shop in London, United Kingdom.

HRM practices of Aarong & AAF

Introduction of the study

Business is such an arena where there are very few similarities or sometimes contradictions between theories and practices. And Human Resource Management is the most crucial part of a business. Management, particularly Human Resource management, in real life is not that easy like the theories. The purpose of this report is to find out the actual picture in the growing business organizations of Bangladesh. Human resource management involves all management decisions and practices that directly affect or influence people or human resources, who work for the organization in recent years increased attention has been devoted to how organizations manage human resource. This increased of attention comes from the realizations that an organizations employees enable organizations to achieve its goals, and the management of this human resource is critical to an organizations success. The presence of human in business is not a new invention but identifying them as a resource in more formal way has been made in recent years. The history of HRM can be characterized as moving through four broad phases as craft system, scientific management system, the human resource relation approach, and the current organizational science such as human resource approach. The study of this paper focuses on how the HRM is practiced in Aarong & AAF. Aarong is the leading organization in the country in producing handicraft and other related products. Here I tried to make an observation on its HRM practice so that it enriches my theoretical knowledge on HRM with practical views and processes involve in Human resource management.

Objective of the study:

The core objective of this report is to illustrate the present practice of the HRM in Aarong & AAF. But the specific objective of this report is: a) To have a clear view about what is actually happening in the area of HRM the selected business organization. b) To collect information and insight about the HRM function of the organization. c) To experience different HR practices those are being followed by Aarong & AAF.

d) To relate the theoretical knowledge with the practices. e) To have an analysis on the HR & Training department of Aarong & AAF. f) Identify existing issues of HR practices and process or lack of process that will facilitate or hinder the proper practices of HRM.

Scope of the study:

This report is sort of case study, which means it is the illustration of the real scenario of the selected organization. So the scope of this report is limited. The first scope of this report is to have practical experience about how a research is done in the business organizations. The report has the scope to cover different aspects of HRM, which includes HR practices like recruitment, selection, and staffing procedures, selection devices, job analysis, job design, training & management development and compensation and benefit administration. It was part of my academic program to learn HR practices of Aarong and AAF to understand real life scenario of business. Thus, this report does not go into deep of the HRM activities of the selected company, it is beyond this reports scope to make concentrated suggestions or recommendation other than narrating the observation and reach to a conclusion.

Methodology of the study:

This report has been prepared based on both primary and secondary data. The primary data was collected through observation and information collected from the HR personnel during different tasks. There are data that we collected from secondary sources from reports, publishes documents, internet and articles. Data collected from the organization and other sources were assembled and put down in different part of the report. Based on the collected information analysis and conclusion is performed.

Limitation of the study:

During groundwork of this report some obstacles have come across, which can be termed as the limitation of the project, these reasons did not allow this repot to go in depth of issues hence several parts of the report is not concentrated. Therefore the limitations that were faced: a) The internal and sensitive information was not found properly from the organization b) Lack of sufficient time of the HR personnel which did not allow learning about certain issues or practices deeply. c) Lack of sufficient accessible books and journals about HR practices in the organization. d) Unavailability of enough relevant records and information e) Published information is not up to date. f) Employees are not allowed to provide in depth information about their practices as the information is confidential. g) Three months time is not sufficient to learn practices and procedures of a large organization like Aarong & AAF.

HR Practices of Aarong:
Aarong is the one of the biggest fashion house in Bangladesh with ten outlets around the country. Behind the fashion house/lifestyle store Aarong has a corporate office and branches of Ayesha Abed foundation in several districts. Aarong & AAF has been employing a huge number of employees from all over the country and in some cases overseas employees. Here is the organogram of Aarong & AAF to have a look on the positions of the employees who are involved in different Human Resource activities:

General Manager HR & Training Department

Aarong & Ayesha Abed Foundation (AAF)

HR

Training

Executive Aarong & AAF

Training Officer1

Training Officer2

Senior HR Officer1

Senior HR Officer2

HR Officer1

HR Officer2

HR Assistant

Office Assistan t

Figure: Organogram of HR & Training Department of Aarong & AAF

The HR Practices of Aarong & Ayesha Abed Foundation (AAF) are as follows: 1. Recruitment and selection Process 2. Confirmation 3. Promotion 4. Transfer 5. Dismissal 6. Termination 7. Leave Management 8. Salary Management 9. Increment 10. Performance appraisal 11. Resignation 12. Retirement

During our project it was not possible to go through all the HR practices of Aarong in depth. There are several fields that we had opportunity to work in depth. Practices like recruitment, leave management, salary management and performance appraisal etc.

Chapter1-Introduction to Human Resources Management Summary Human Resource Management is a part of every managers responsibilities. Also it is the process of acquiring, tanning, appraising, and compensating employees, and of attending to their labor relation, health and safety and fairness concerns. These responsibilities include placing the right person in the right job and then orienting, training, and compensating to improve his or her job performance. A changing environment today is influencing what human resources managers do it. Trends such as globalization, technological advances and deregulation mean that companies must be more competitive today. Other important trends include growing workforce diversity and change in the nature of work such as the movement toward a service society and a growing emphasis on human capital. Traditionally, personal HR managers focused on transactional and running the pay roll department. Today, with employers competing new environment, employers expect and demand more from their HR managers. The authority exerted by an HR manager by directing the actives of the people in his or her own department and in service areas. The right authority to make decisions, direct others work, and give orders. Human Resources Manager basically done by work as follows: Planning Organizing Staffing Leading Controlling

Introduction to Human Resources Management of the Aarong

Question and Answer: 1. Why human resource management is important for your organization? Ans: Because its easier to answer this by listing some of the personnel mistake we dont want to make while managing.For example we dont want to: hire wrong person for the job Experience high turnover Wast time useless interview Commit any unfair labor practices. 2. What is the responsibilities for effective human resource management? Ans: Responsibilities for effective human resource management under these general headings: Placing the right person on the right job. Starting new wmployees in the organization. Training employees ofr the job that are new to them. Improving job performance of each person. Giving creative cooperative. Coltrolling labor cost and so on.

Chapter 2-Equal Opportunity and the Law Summary

Some most important (equal employment opportunity (EEO) laws became law in the period from 1964 to 1991. Title VII of 1964 Civil rights act was Bars discrimination due to race, color, religion, sex, or national origin of an employer. Equal Pay Act of 1963 it was unlawful to discriminate in pay on the basis of sex. So equal pay for men and women doing same work. Age Discrimination in Employment of 1967 protects a person 40 or 65 years old from age

discrimination. Vocational Rehabilitation Act of 1973 requires affirmative action to employ and promote qualified handicapped persons. Pregnancy Discrimination Act of 1978 prohibits discrimination against pregnant women. The EEOC, Civil Service Commission, Department of Labor Department of Justice together issued uniform guidelines that set forth highly recommended procedures regarding HR activities like employee selection, record keeping, and pre-employment inquiries. Griggs v, Duke Power Company was one of the most important cases during this early period. Chief Justice Burger held that job requirements based on job success. Civil Rights Act of 1991 reverses earlier cases and puts burden of proof on employer. Americans with Disabilities Act prohibits employers need to make reasonable accommodations for disabled individuals. Every manager should have a working knowledge of EEO claim and enforcement process. The steps in this process include filling the charge, charge acceptance by the EEO serving notice on finding of cause / no cause conciliation efforts and a notice to sue.

Question and Answer: 1. Are you following the EEO (Equal Employment Opportunity) while recruiting or
hiring any employee? Ans: Yes, we follow EEO (Equal Employment Opportunity) for employee because whenever we recruit employee we can not discriminate based on race, color, religion, sex or national oregin it state that it shall be an unlawfull employement practice far an employee.

2. Explain how to avoid and deal with accusations of sexual harassment at work?
Ans: If sexual harassment happen with any emloyee(women) then the judgement specifies that employee should be allowed to raise issue of sexual harassment at workers meeting is it prove that third party is involved the employer has to take necessary stpes to support the victim and assist in punishing the offender.

Chapter3 -The Managers role in Strategic Human Resource Management Summary

Strategic plan is guiding much of what we do. So it is important to all managers. Every organization exists to achieve some purpose. Managers aim or goals & the hard work he put into accomplishing those purpose, very things depend on companys plan. Those goals form a hierarchy, starting with the presidents overall strategic goals and filtering down to what each individual manager needs to do in order to support that overall company goal. Within the content of the companys plans, each manager needs to make his or her decisions. They should understand the fundamentals of management planning. Setting an objective, making forecasts, determining what our alternatives are, evaluating our planning process and the business plan includes a description of the business, the marketing plan, the production plan, the financial plan and the personnel plan. Smart goals means specific, measurable, attainable, relevant and timely. Motivational goals need to be specific measurable, challenging but doable and employee participation.

Question and Answer: 1. 2. 3.

Chapter 4-Job Analysis

Summary
Job analysis is the procedure of determining the duties and skill requirements of a job and the kind of person who should hire for it. The job analysis itself involves collecting information on matters such work actives, required human behaviors and machine, tools and performance.

Managers use job analysis information in recruitment and selection, companion, training and performance management. The basic steps in job analysis include deciding the use of the job analysis information, review relevant. The job description should portray the work of the position so well that the duties are clear without reference to other job descriptions. Job specification is a list of job human requirements that is the requisite education, skill, personality, and so on-other product of a job analysis. Writing job specification important to distinguish between specifications for trained verses untrained personal. As workers increasingly work in teams and with less supervision, understanding how to deal with job analysis in a worker-empowered world has become more important.

Question and Answer: 1. What are the basics of job analysis terms?
Ans: Part of recruiting, job responsibility or description and job specification is the basics job analysis terms of Aarong. 2. When need quantitative job analysis techniques? Ans: When the aim of the policy and procedures is to support the recruitment and selection of people with necessary ability, skills, qualification and competencies to contribute effectively to delivery of Aarong & AAF. 3 .What are the jobs responsibilities and duties of HR? Ans: Whole HR jobs responsibilities and duties are recruitment, grievance handling to solve the objection of salary and benefits, training and development. Chapter 5-Personal Planning and Recruiting

Summary
The recruitment and selection process starts with employment or personal planning. This is the process of deciding what positions them firm will have to fill, and how to fill them, personal planning embraces all future position. The recruitment and selection process entails five main

steps decide what positions to fill, build a pool of candidates for these jobs, have candidates complete applications forms, use selections tools, and decide to whom to make an offer. All managers need to understand why effective recruiting is important. Without enough candidates employers cannot effectively screen the candidates or hire the best. Filling up the positions with internal sources of candidates has several advantages. Employers use variety of outside sources of candidates when recruiting applicants. It is very important to remember that it is unlawful to discriminate against any individual with respect to employment because of race, color, religion, sex, national origin or age. Employment understanding how to recruit a more diverse workforce is important. Whether the target is the single parent, older workers, or minorities the basic rule is to understand their special needs and create a set of policies and practices that create.

Question and Answer:

1. What is the process of recruiting applicants? Ans: Staffing and selecting prospective employees it is known as the key strategic are of Human Resource Management. 2. What is the policy and procedures recruitment and selection of people to contribute effectively? Ans: The aim of the policy and procedures is to support the recruitment and selection of people with necessary ability, skills, qualification and competencies to contribute effectively to delivery of Aarong & AAF. 3. What is the Recruitment method of your organization? Ans: Aarong recruits its employees mostly on viva voce and they do not take any written examination of the candidates. But the interviews are conducted by several steps, which are, in first round if someone qualifies the interview then they are selected for the second round of the interview. These types of interviews are arranged for officer, executive and managerial level. But recently Aarong has stated taking written examination on computer for finance and accounts department

4. What kind of Sources you follow for Recruitment? Ans: There are two kinds of sources Aarong & AAF uses for recruitment. They are Internal source External source Internal source: Aarong & AAF think that current employees are a major source of recruits for all but entry level positions. Whether for promotions or for lateral job transfer, internal candidates already know the informal organization and have detailed information about its formal policies and procedures. Promotions and transfer are typically decided by responsible department with involvement by HR department. External source: Aarong & AAF believe in innovative inspiration so HR department use to look outside of the organization for applicants. The external source starts with the job advertisement on different media.

Chapter 6-Employee Testing and Selection Summary

Selection is thus important. We will start with testing. A test is basically a sample of a persons behavior. Using the test (or other selection tool) assumes the devices are both reliable and valid. The validation process is usually done by an industrial psychologist. The validation process consists of five steps: analyze the job, choose your tests, administer the test, relate the test scores and the criteria and cross validate and revalidate. Recruitment and Selection Framework (Worker Level) Processes are being maintained to recruit are as follows-Respective department head with the approval of the HR Manager prepares requisition for additional and replacement workers. Vacancies announced by advertising, posters, leaf lets, putting banners at the front side of the main gate, different places, and reliable sources. Employee testing and Selection Framework (Officer Level) assess the need for the job and ensure there is adequate funding for it. Review the job description to ensure that it meets the

present and future requirements. Review the person specification to ensure it meets the requirements of the job description .Design the selection process. Draft the advertisement and select the advertising media. Short list using the person specification only. Written tests for entry level employee. Interview and test short-listed candidates .Validate references, qualifications and security clearance. Make appointment the employee. Other selection tool include the polygraph, honesty test, and graphology, While graphology appears to have little predictive value, paper and pencil honesty tests have been used with success although they must be used with an eye toward the legal and ethical issues involved. Chief Operating Officer holds the responsibility for ensuring this framework is followed. HR is available for advice and will assist in general administration of the recruitment process.

Question and Answer: 1. How do you test your employee at work? Ans: Aarong conduct three types of testing those are Written Verbal Practical. (Practical test take for specific reason thats mean when they need. For example they need a truck driver in that case they take practical test for those driver thus they can understand that the driver is experienced ) 2. What is the Selection Strategy or process of Aarong? Ans: As Aarong has huge number of employees all around the country, they select different types of employees based on the nature of the jobs. Aarong selects five types of employees, these are: Regular Part time Temporary Contractual Project based

3. What do you think about individual rights and test security for your organization? Ans: The test takers have rights to privacy and information under the American Psychological Associations (APA) standard for educational and psychological tests. Test takers have rights to: The confidentiality of test results. Right to informed consent regarding use of these results. The right to expect that only people qualified to interpret the scores will have access to them.

Chapter 7-Interview Candidates Summery

Interview is a compulsory way for candidates in every job sectors. We can see that clarify interviews according to content, structure and method of administrator. There are several basic types of interviews- situational, nondirective, structured, sequential, panel, stress, and apprisal interviews. Several factors and problems can undermine the usefulness of an interview.These are making premature decisions, letting unfavorableinformation predominate, not knowing the requirements of the job. Five steps in the interview are: Plan, establish report, question the candidate, close the interview, and review the data Employers use computers and the web to assist in the employee interview process. Several of the newer systems combine initial interviews with applicant tracking to faciliate the employee selection process. One reason selection interviews are often less use full than they should be is that managers make predictable errors that undermine interview usefulness. There are two basic types of ways avoid interviews errors. The structured situational interviews is a series of job related questions and predetermined answers that all applicants for the job.

Effective interview include making sure you know how to job , structuring the interview getting organized , asking questions, taking brief, unoberstructive notes during the interview panel and review the interview.

Question and Answer: 1.

Chapter 8-Training and Developing Employees

Summery
1. The process of teaching new employee the basic skills they need to perform their jobs. Training is more inclusive than it used to be. A successful orientation should accomplish some points for new employee like. Male them feel welcome and at ease. Understanding the organization. Make clear to them what is expected in termed of work and behavior. 2. Training is essentially a learning process and studies show there are several things can do to improve learning Make learning meaningful Make skills Transfer easy

 Motivate the learner. 3. Basic training methods includes On the job training Management training 4. Managerial on the job training methods includes job training coaching action learning. Special purpose training techniques Customer service training Team work training 5. Management development prepares employees for future jobs by imparing knowledge changes attitudes or inerasing skills. Training is a hallmark of good management and task managers. A high potential employees doesnt gurantee they will succesed without traiing and experiences. so good training can be developed a employee.

Question and Answer:

1. What types of training give your organization for employee? Ans: Common training which get all employee is induction program. Otherwise different kind of training like their criteria policy, procedure of over the organization and their department wise training. 2. What are some managerial on-the-job training methods? Ans: Managerial on-the-job training methods include job rotation, the coaching approach and action learning.

Chapter 9-Performance Management and Appraisal

Summery
Performance appraisal means evaluating an employees current or past performance relative to his or her performance standards .Every manager needs some way to appraise employees performance. If employees performance is good you will want to reinforce it, and if it is bad you will want to take corrective action. . Before appraising performance manager should understand certain concepts in performance management and appraisal. There are several basic techniques

managers use for apprising performance, In terms of specific techniques, the graphic rating scale lists a number of traits and a range of performance for each. Many supervisors find appraisals difficult to administrative and its important to understand how to deal with performance appraisal problems. The supervisors need to keep several points in mind during the appraisal interview. Preparation is essential talks in terms of objective works dont get personal, encourage the person to talk and get agreement on how thing will be improved. Performance management is the continuous process of identifying, measuring and developing the performance with the organizations goals rewards and recognition.

Question and Answer:

1. What is the reason of performance appraisal for Aarong? Ans: The reason for having the performance appraisal system is to evaluate them from different aspects and find out their strengths and weakness and provide them chances to improve them in order to perform more effectively. 2. What is the component of the performance appraisal system? Ans: There are different component of the performance appraisal system namely performance planning, performance monitoring and performance development and annual appraisal each of those are inter related and integrated with each other having several sub- component under each of those components.

Chapter 10- Managing Careers Summery

We may define career as the occupational positions a person has had over many years. Many people look back on their carrers, knowing that what they might have achived they did achive,and that their carrer gole ware satisfied. Employers have abig effect on employees carrers. Some institute formal carrer management processswhile other do little. We can define carrer management as a process for enabiling employees to better understand and develop their carrer skill and interests. Getting employees to do better requires improving your coaching skills. Ideally, the coaching process involves preparation. Employers ultimately need to take responsibility for their own careers, but employers and managers also need to understand what career management methods are available.

Corporate carrer development programs used to focus on the employees future with that particular firm. Employers play an important role in the carrer management process.Among other things, the employer may provide on-site or online carrer center, implement formal monitoring programs, and procide carrer coaches or mrntors. The Employers carrer planning and development process can and should play a central role in helping employees.

Question and Answer:

Chapter 11-Establishing Strategic Pay plans

Summery
Employee compensation refers to all forms of pay going to employees and arising froms their employment. There are two bases on which to pay employeecompensation- increments of time and volume of production. The former includes hourly or daily wages salaries. Establishing pay rate involves five steps; conduct salary surveys, evaluating jobs, develop pay grades, use wages curves, and fine-tune pay rates. Pricing managerial and professional jobs involves some special issues. Managerial pay typically consists of base pay. With many stockholders concerned with excessive executive remuneration.

Job evaluaton determines the relative worth of job. It compares job to one another based on their content, which is usually defined in terms of compensable factors like skill, effort, reponsibility and working condition. Here listed three reasons for considering a competency-based pay plan. First , traditional pay paln may, Second, paying for skill, knowledge. Thrid, measurable skill, knowlwdge and competencies are the heart of any company.

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Chapter 12-Pay for Performance and Financial Incentives Summery

Financila incentives- financial rewards paid to workers whose production exceeds some predetermined standard- in the late 1800s. This is the scintific use of financial incentives can be traced back to Frederick Taylor. Although sone incentive ssubsequently became some what less populer. Different people react to different incentives in different way. Psychologists explain this with what they call the law of individual differences the fact that people differ in personality, abilities, values and needs. Abraham Maslow said that people have a hierarchy of five types of needs and that people are first motivated to satisfy each lower order need. Money and motivation depends on expectancy, instrumentality and violence. Incentive for sales people are typically sales commissions.

Although the percentage of pay in the form of sales commissions may very zero to 100%, a survey found that sales people a high performance. Employers take many things into consideration when formulating incentives for managers and executives. With more employee organization their efforts around teams, team and organization their incentive plans are more important. With incentive plan, the main question is whether to reward members based on individual or team performance, both have pros and cons.

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Chapter 13 - Benefits and Service

Summery
Financial incentives are usually paid to specific employees whose work is above standard. Employee benefits on the other hand are available to all employees based on their membership in the organization. There are four basic types of benefit plan: pay supplements, insurance, retirement benefit and services. Supplemental benefit include: unemployment insurance, vacation and holiday pay, severance pay and supplemental unemployment benefit. Employers provide numerous pay for time not worked benefit. The law like Employee Provident Fund Act, ESI Act and payment of Gratuity Act are limited by an upper ceiling of wages.

Most employers also provide a number of required or voluntary insurance benefits are included: workers compensation, group hospitalization, accident and disability insurance and group life insurance. Most employer health plans provide at least basic hospitalization and surgical and medical insurance for eligible employees. Most employers also provide various personal services and family friendly benefits. These include credit unions, employee assistant programs and subsidized child care and elder care. Retirement benefits include: social security and pension plans. Social security is survivors and disability benefit. Pension plans include: defined contribution plans, deferred profit sharing, saving plans. Employees prefer choice in there benefit plans, so flexible benefits programs are important. Employers are implementing various types of flexible work schedules, including flextime, compressed work-weeks and other flexible work arrangements such as job sharing.

Question and Answer:

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Chapter 14- Ethics, Justice, and Fair Treatment in HR Management Summary

Ethics and fair treatment play important roles in managing employees at work. Ethics refers to the principles of conduct governing an individual or a group. The means of justice a company that is just is among other things, equitable, fair, impartial and unbiased in how it does thing. The organizational justice in terms of at least two components: Distributive justice, Procedural justice. Numerous factors shape ethical behavior at work. These include individual factors, organizational factors the bosss influence, ethics policies and codes and the organizations culture.

Manager can use personnel methods to promote ethics and fair treatment. For example: A fair and open selection process can emphasize the companys stress on integrity and ethics, the company can have special ethics training programs, employees adherence to high ethical standards can be measured during performance appraisals and ethical work-related behavior can be rewarded or punished. A fair and just discipline process is based on three prerequisites rules and regulation, a system of progressive penalties and appeals process. The basic aim of discipline without punishment is to gain an employees acceptance of the discipline itself. Dismissals are usually are Traumatic for both the manager and the dismissed employee and manager need to take special care in managing dismissals. Dismissing an employee is always difficult and termination interview should be handled properly. Plan the interview carefully, get to the point, describe the situation and then listen until the person has expressed his or her feelings. The Industrial Disputes Act of 1947 specifies conditions for lockouts, layoffs, retrenchments and closures of establishments.

Question and Answer:

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Chapter 15- Labor Relations and Collective Bargaining

Summary
The labor movement is important. Almost 18 million U.S workers belong to unions about 12.4% of the total. Unions aim for union security and then for improved wages, hours and working conditions and benefits for their members. Union security option include: the closed shop, agency shop, preferential shop and maintenance of membership arrangement. The Norris-LaGuardia Act and the Wagner Act market a shift in labor law from repression to strong encouragement of union activity. They did this by banning certain types of unfair labor practices by providing for secret-ballot election and creating the National Labor Relations Board. The Taft-Hartley Act reflected the period of modified encouragement coupled with regulation. It enumerated the rights of employers and allowed the U.S president to temporarily bar national emergency strike. Among other things it also enumerated certain unfair union labor practice.

And employers were explicitly given the right to express their views concerning union organization. When unions begin organizing all managers and supervisors usually get involved, so it is essential to understand the mechanics of the union drive and election. The main steps include initial contact, obtaining authorization cards, holding a hearing the campaign itself and the election. The union need only win a majority of the votes cast, not a majority of the workers in the bargaining unit eligible to vote. The employer and union hammer out an agreement via the collective bargaining process. The heart of collective bargaining in good faith bargaining which means both parties must make reasonable efforts to arrive at agreement and proposals are matched with counterproposals. Most agreements contain a carefully worded grievance procedure ranging from two to six or more steps. The steps usually involve meeting between higher and higher-echelon managers until the grievance goes to arbitration. Grievance handling involves the continuing interpretation of the collective bargaining agreement but usually not its renegotiation.

Question and Answer:

Chapter 16 Employee Safety and Healthy

Summary
Safety and prevention concerns managers for several resons, one of which is the stagging number of accident of work-related accidents. There are also legal and economic reasons for safety pregrams. The purpose of OSHA is to ensure every working person a safe and healthful work palce.OSHA standards are very complete and detailed and are enforced through a system of workplace inspections. There are three basic causes of accident: chances occourances, unsafe condotions and unsafe acts an the part of employees. In addition three other work related factors( the job itself, the work schedule, and the psychological climate) also contribute to accidents.

There are several approches to preventing accidents. One is to reduce unsafe condition. The other approach is to reduce unsafe acts. Alcoholism, drug addiction, stress and emotional illness are four important and growing health problem among employees. Disciplining, discharge, in house counceling and referrlas to an outside agency are technigues used to deal with these problems. In some jobs, failure to use PPE properly can be grounds for disciplinary action or even dismissal. However, you can refuse to wear PPE if it puts your safety at risk (eg PPE of the wrong size could put you at risk because of its poor fit). Ask your employer or the firm's safety representative for the right size (which must be provided free of charge). Health and safety inspectors have powers to enforce the law. If you take this course of action, your employer must not discipline you or put you at a disadvantage in your job - for example, not paying you for the time you refused to work because of unsafe conditions, passing you over for promotion, etc.

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Chapter 17- Managing Global Human Resources

Summary
International business is important to almost every business today and so firms must increasingly be managed globally. The Internationalization of business influences employer HR process. The big Issue is coping with the culture, political, legal, and economic differences among countries. This managers with many new chalanges, including coodinating production, sales and financial operations on a world wide basis. Intercountry differences affect a companys HR management process. Cultural factors suggest differences in values, attitudes, and therefore behaviors and reactions of people from country to country. Countries differ cultures, legal/political systems, and economics and so HR practics tend to differ to country to country

A large percentage of expatriate assignments fail but the average can be improved through selection.These are various sources HR can use to staff domestic and foregin subsidiaries. Training for overseas managers typically focuses on cultural differences on how attitude influence behavior and on factual knowledge about the target country. The complexity and value of strategic global human resource management (SGHRM) will continue to compound in significance as globalization becomes the predominate form of business. Both practitioners and researchers maintain the grapple with understanding the global phenomena and the resulting impact on the entire human resource management system. Both human resource practitioners and researchers alike are concerned with the shift towards globalization of business and the resulting impact on strategic global human resource management (SGHRM) (Martin and Beaumont, 1998; Lepak and Snell, 1999; Dowling et al., 1999; Harvey and Novicevic, 2002). Global competition is becoming the norm and, at current growth rates, trade between nations will exceed total commerce within nations by 2015 (Daft, 1997). Repatriation problems are common but you can minimize them. They include the often wellfounded fear that the expatriate is out of sight, out of mind. And difficulties in reassimilating the expatriates family back into the home-country culture.

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SWOT Analysis of Aarong:

Positive
Strength (S) Leading brand reputation Specialist marketing expertise Customer loyalty High production quality Maximum level of sales Strong management Low product damage rate Practice of indigenous customs and values Excellent working condition Varity of products Opportunity (O) Varity of product to lure the customer New distribution channel Top grab the international market Capture more market share Local events New market segmentation Seasonal fashion influence Can be surprised competitors Cost advantages

Negative
Weakness (W) Price is higher Limited outlets Confined with limited customer Poor access to collection Vulnerable to producer No direct market experience Limited budget for research and development Limited financial support Sales persons need more training

Internal Factors

Threats (T) Rise of the competition Price wars with competitors Competitors have some superior products Changing technology Political instability Economy Sudden surprise

External Factors

Recommendation
After completing this project, we have come up with some recommendation which Aarong can use for their advancement. These are Besides taking interviews Aarong should take written test on the computer to understand the applicants computer literacy and other job related knowledge. The Training for the sales associates should be more related to their job responsibilities rather than just product orientation. The amount of work in HR department is huge but the manpower is comparatively lower. As the Organization is ever growing Aarong should recruit more HR personnel to get the jobs done in a more effective manner. Aarongs website should be updated more frequently with the current issues and vacancies. It will ease the work of HR as more people would be informed. Aarong should introduce online application for their vacancies, it will help them reducing cyber hunting times in bdjobs and other sites The compensation package in Aarong is not Attractive they should restructure their salary and other compensation. As there is competency gap in employees Aarong should start employee training and other development programs to develop the employees.

Conclusion
Aarong is not only a fashion house it is more than that. With times Aarong has evolved itself as one of the most successful lifestyle store in our country maintaining the tradition and the trends. Besides becoming the leading lifestyle chain store in Bangladesh they have cherished the traditional crafts of Bangladesh through Ayesha Abed Foundation and have been able to create employment of thousands of people. As a result Aarong is a fair trade organization reaching global market by representing folklore tradition of Bangladesh. Aarong & AAF plays the role of protector and promoter of traditional Bangladeshi products and designs. the designers and the innovators of the products offered by Aarong have not only established the organization of as leaders in handicrafts but have also reignited interest and popularity for styles and traditional crafts that are native to the country. It is this gracious blend of contemporary and customary, that ensures that each product is original and saleable in a modern society.

With Aarong growing on this scale, it is Aarongs HR departments tribute that Aarong can work with almost more than one hundred thousand people. In the end of my study I would like to conclude by sharing my feeling that, it was a great journey of my internship in Aarong & AAF. I have achieved contemporary HR issues which are now practicing in most modern organization. Thus we hope Aarong will keep up their journey and would become one of prestigious brand by representing Bangladesh.

References:
http://www.brac-aarong.com www.google.com/wiki/aarong mdshossain.wordpress.com www. bracnet.net www.scribd.com