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1 INTRODUCTION
5. Gathering the experience about the total HR application, activities, and its
importance through the visit the organization.
1.3 SCOPE OF THE STUDY
1.4 METHODOLOGY
We made a checklist and according to this checklist we took an interview and made
a discussion session from the executive officer of Human Resource Department of
BBL.
The study uses both primary data and secondary data. The report is divided into
two parts. One is the Organization Part and the other is the Project Part. The parts
are virtually separate from one another
The information for the Organization part of the report was collected from
secondary sources like books, published reports and web site of the BRAC Bank
Limited (www.bracbank.com). For general concept development about the bank
short interviews and discussion session were taken as primary source.
Source of information:
(i) Primary Data: Primary data was collected for preparing this report through
interviewing and personal observation.
(ii) Secondary Data: Secondary data was collected from the annual report,
Journal and the web site of BBL.
1.5 LIMITATION
1 Since the primary data was collected through interviews it may not be full
proof.
2 On our schedule time we could not find the respondent. Because they were
busy with their work on that time.
BLAST is one of the leading legal services organizations in Bangladesh, and the
only one that provides access to legal aid across the spectrum, from the frontlines
of the formal justice system to the apex court. It priorities support to women, men
and children living in poverty or facing disadvantage or discrimination. It also
provides legal aid, advice and representation across a range of areas, including
civil, criminal, family, labor and land law, as well as on constitutional rights and
remedies, providing access to judicial remedies alongside alternative dispute
resolution wherever appropriate. Alongside individual legal aid, BLAST
undertakes strategic litigation, or public interest litigation, as a key part of its
advocacy for law and policy reforms to ensure effective legal protection of rights.
Currently operating in 19 districts across the country, BLAST works through its
staff lawyers (and paralegals and researchers) at headquarters and in each district
unit, in collaboration with its enlisted panel of about 2300 lawyers across the
country who provide legal redress to clients on a pro bono basis, with a nominal
honorarium. A panel of lawyers practicing in the Supreme Court of Bangladesh
also undertakes litigation and advocacy on law and policy reform. BLAST is
governed by a Board of Trustees comprised of eminent jurists, lawyers and human
rights advocates with experience in domestic and international protection of human
rights, who provide critical leadership to the organization. It is also supported by a
Consultative Group, comprised of young professionals, including researchers,
lawyers, and human rights advocates. It has a close relationship with the Bar
Associations at all levels, in particular through its Management Committees
comprised of leaders of the Bar within each District.
BLAST has gained proven expertise in providing legal aid to poor and
disadvantaged clients, having undertaken some 57,467 cases to date. Over the
years, out of 1, 15,182 applications received for legal assistance, BLAST
responded to 20,133 applications by resolving them through mediation. It has also
filed about 82 public interest litigation cases before the Supreme Court of
Bangladesh as part of its advocacy for law and policy reforms to address
institutional obstacles to justice delivery. It regularly undertakes awareness
programs on legal rights for community members in its areas of operation,
including family laws, criminal law and land laws.
2.2 MISSION
BLASTs mission is to make the legal system accessible to the poor and the
marginalized.
2.3 VISION
BLAST envisions a society based on the rule of law in which every individual,
including the poor, marginalized and excluded, in particular women, children,
peoples with disabilities, adivasis, and dalits, have access to justice and in which
2.4 OBJECTIVES
In view of the above vision and mission statement, BLAST's specific objectives
are:
1. To provide free legal aid and to undertake public interest litigation and
advocacy activities to ensure that opportunities for securing justice are not
denied to any person for any reason;
2. To administer a trust fund for establishing and maintaining legal aid and
services units supported by the grants from the Trust;
3. To establish legal aid/assistance and human rights protection units in the bar
associations and in different localities of the country, including rural areas;
Dinajpur Unit:
Legal Aid
BLASTs core activities focuses on legal aid (advice, referral, mediation, litigation
and community awareness) for the poor and those who are marginalized, related
research, advocacy (including public interest litigation) and communications to
address discriminatory and arbitrary laws. We also undertake capacity building and
training for key actors in the justice system.
Public Interest Litigation (PIL)
Alongside individual legal aid, BLAST undertakes strategic litigation, or public
interest litigation, as a key part of its advocacy for law and policy reforms to
ensure effective legal protection of rights.
Capacity Building
BLAST aims to improve access to justice by building the capacity of legal service
providers and other actors in the justice sector. BLAST's activities in this area
include staff training; capacity building for management committee members and
panel lawyers; awareness programmes for clients; capacity building on rights and
collaborative events to strengthen justice delivery focused on the remedies
available
Research
BLAST's research activities are complementary to its legal aid and public interest
litigation and advocacy activities. BLAST conducted several small scale research
studies on various issues, relating to its ongoing advocacy including
implementation and follow up of Supreme Court judgments.
2 Employee classifications
4 Overtime compensation
6 Payroll deductions
7 Vacation policies
8 Holidays
9 Sick days and personal leave (for bereavement, jury duty, voting, etc.)
10 Performance evaluations and salary increases
11 Performance improvement
12 Termination policies
3.3 Human Resources Management: Bangladesh Legal Aid and Services Trust
Staffing decisions are among the most important decisions that nonprofit
organizations make. Just as businesses and organizations of all sizes and areas of
operation rely on their personnel to execute their strategies and advance their goals,
so too do nonprofit groups. It follows, then, that BLAST need to attend to the same
tasks as profit-seeking companies do when they turn to the challenges of
establishing and maintaining a solid work force. To accomplish this, BLAST have
to address the following six personnel issues, as delineated in the Small Business
Administration publication Human Resources Management:
Recruiting personnel
Screening personnel
Fill positions with people who are willing and able to take on the job.
Providing accurate and realistic job and skill specifications for each position
helps ensure that it will be filled by someone capable of handling the
responsibilities associated with that position.
Employees who are chosen because they are the best available candidates
are far more likely to have a positive impact than those who are chosen on
the basis of friendship or expediency.
Recruiting
For many nonprofit organizations, publicizing its very existence is the most
important step that it can take in its efforts to recruit staff and volunteers alike. This
is especially true if one wishes to encourage volunteers to become involved.
Volunteers are the life-blood of countless nonprofit organizations, for they attend to
the basic tasks that need performing, from paperwork to transportation of goods
and/or services to maintenance. Writing inQuality Management in the Nonprofit
World, Larry W. Kennedy noted that "they supply valuable human resources
which, when properly engaged, can be worth tens of thousands of dollars in
conserved personnel costs to even the smallest organizations."
Nonprofit groups rely on two basic avenues to publicize their work and their
staffing needs: local media (newspapers, newsletters, radio advertising, billboards,
etc.) and other community organizations (municipal governments, churches, civic
groups, other nonprofit organizations, etc.) Many nonprofit groups have found that
contact with some community organizations, particularly churches and civic
groups, can be particularly rewarding since these organizations already have
members that may be predisposed toward lending a hand.
Use an application form that covers all pertinent areas of the applicant's
background.
Organizations that pay attention to these guidelines will be far more likely to enjoy
positive and lasting relationships with their volunteers and staff than those who fill
their human resource needs in haphazard fashion. As Kennedy said, "the time to
begin evaluating the probable reliability of human resources is prior to their
insertion into your internal structure."
Tangible Benefits
As Ted Nicholas noted in The Complete Guide to Nonprofit Corporations,
nonprofit corporations may establish fringe benefits programs for their employees.
People that can be covered under these programs include not only staff personnel,
but also directors and officers. "The benefits," wrote Nicholas, "can be as attractive
as those provided by for-profit business corporations. In addition, the benefits can
be far more economical for the corporation and beneficial to the employees than
any program that could be offered by unincorporated organizations. The nonprofit
corporation can establish an employee pension and retirement income plan. It can
provide for sick pay and vacation pay. It may arrange for group life, accident and
health insurance coverage for its officers and employees. It can elect to cover its
employees' personal medical expenses that are not covered by the group insurance
plans, provided that the corporation can pay all or part of the cost of the various
employee benefits it sets up. It can require some contribution from the employees
covered by the fringes."
Bruce Hopkins observed in his Legal Guide to Starting and Managing a Nonprofit
Organization that "there is a tendency in our society to expect employees of
nonprofit organizations to work for levels and types of compensation that are less
than those paid to employees of for-profit organizations. Somehow, the nonprofit
characteristics of the organization become transferred to the 'nonprofit' employee."
Hopkins goes on to note that while this perception may indeed be a reality because
of the budgetary constraints under which many nonprofit organizations operate, in
other instances employees do not feel entitled to compensation levels that are
offered to employees of for-profit businesses. In fact, some nonprofit groups feel
no obligation whatsoever to provide comparable levels of compensation in terms of
salary, benefits, etc., relying instead on the altruistic leanings of those who become
involved. Organizations that operate under these assumptions are short sighted and
run the risk of losing out on many talented people. Indeed, Hopkins pointed out
that "many nonprofit organizations, particularly the larger ones (universities,
hospitals, major charities, and trade associations), require sophisticated and
talented employees. Because these individuals are not likely to want to be
'nonprofit' employees, nonprofit and for-profit organizations compete for the same
pool of talented persons. This competition extends not only to salaries but also to
benefits and retirement programs."
Experts indicate that although the compensation packages that are offered by
nonprofit organizations are constrained by the so-called private inurement doctrine,
which holds that the profits realized by a nonprofit organization can not be passed
along to private individuals (as dividends are passed along to shareholders in a for-
profit enterprise), they can still offer attractive compensation packages to
employees provided that they are judged to be "reasonable." When weighing
whether it considers compensation to be reasonable, the Internal Revenue Service
studies whether compensation arrangements exceed a certain percentage of the
organization's gross revenues. Excessive compensation can be penalized by
imposition of additional taxes and fines, but the most damage to organizations who
do this can often be found in the realm of reputation; few allegations are more
damaging to a nonprofit organization's community standing than the charge that it
is bestowing excessive compensation (in the form of salary, country club
memberships, etc.) to top executives or others.
Intangible Benefits
Successful managers of nonprofit organizations recognize that the people who
compose their organizations' work forcevolunteers, employees, officers, and
directors alikeare often participating in the group at least in part for altruistic
reasons. Indeed, Drucker noted that "although successful business executives have
learned that workers are not entirely motivated by paychecks or promotionsthey
need morethe need is even greater in non-profit institutions. Even paid staff in
these organizations need achievement, the satisfaction of service, or they become
alienated and even hostile. After all, what's the point of working in a non-profit
institution if one doesn't make a clear contribution?"
Leaders of nonprofit organizations, then, need to always be on the lookout for
ways in which they can show their paid staff, their volunteers, and their leadership
how their involvement in the organization is making a difference, whether the
group is involved with ministering to the economically disadvantaged or devoted
to protecting a beloved natural resource. As Father Leo Bartel, Vicar for Social
Ministry of the Catholic Diocese of Rockford, Illinois, told Drucker, "We give
[volunteers] opportunities to deepen in themselves and in each other the sense of
how important the things are that they are doing."
4 RECOMMENDATION
The human resource management of BLAST is running wealthy. But some factors
should be included and be conscious which are suggested below:
5 CONCLUSION
NGO services are really different from other significant way. It involves totally
different strategies and tactics regarding to perform social responsibilities. BLAST
made an evaluation in the Non-Governmental Organization (NGO) sector in
Bangladesh. Recruitment and Selection is a foundation of Human Resource
Management (HRM) practices and its integration to business is critical to achieve
organizational strategic goals. Better recruitment and selection strategies result in
improved organizational outcomes. The existence of a written and well-publicized
procedure ensures that everyone knows precisely what steps need to be taken when
dealing with certain significant and possibly recurring employment issues.
The Human resource system of BLAST is strong, supportive to its employees as
well as the HRM coordinate the other department in an effective way so that the
organization goals can be achieved. The corporate culture at BLAST grew over last
9 years is such that the members of the staff have ample opportunities to take
initiative and responsibilities. The challenge is to maintain a business like
committed corporate culture that matches BLASTs mission. Organization success
depends on the skill manpower and skill man power provided by the human
resources department. Now-a-days the role of HR is very important. The biggest
multinational company control there large amount of employee through HR.
Organizations throughout the world are quickly changing and improving the
quality. This quality is control by the appraisal process, which include a Varity of
assignment. Retention of excellent employee is one of the most important
challenges in organizations today.