BUS 601-5

HUMAN RESOURCE MANAGEMENT

Chapter 7

Write short notes on Induction.

One of the major components of HRM. Employee first need to go to induction program then to

training then to development program over time. In most of the cases the organization ignores

induction/orientation program. They are so quick they immediately request the newcomer to start

this week immediately. But induction is one of the most important component/strategies for

retaining employees. Induction/Orientation is the process of receiving & welcoming employees

when they first join a company & giving them the basic information they need to settle down

quickly & happily & start work.

Importance of employee to settle down quickly & happily & start work. Because when we first

start work ex- First day at NSU. The employee is nervy, they judge the organization by the 1st

day. They think is it ok to work within this organization; they think about the supervisor,

coworker, environment, job responsibility, product & services. For that reason if the employee is

happy starts working quickly it’s beneficial for the business. Through induction/ orientation

program learning curve is enhanced.

Aims:

 To smooth/harmonic the preliminary stages when everything is likely to be strange &

unfamiliar to the starter. The new comers housing, sitting arrangements, introduction of

the colleagues, job responsibility. In preliminary stages i.e. 1st few days, few weeks, and

few months the newcomer has to be supported in several ways.

  To establish quickly a favourable attitude to the company in the mind of the new

employee so that he or she is more likely to stay. Surprisingly research suggests that

within 1st few weeks the employee decides that he/she will not work with that particular

organization. Example: North South University, Brac Bank

 To obtain effective output from the new employee in the shortest possible time

 To reduce the likelihood of the employee leaving quickly

Importance:

1. Reducing the cost & inconvenience of early leavers: Minimizing the loss of cost incurred

due to interviewing, recruiting employee. Research suggests that if a newcomer middle manager

leaves an organization early the immediate loss is one year’s salary (quantitative analysis). And

if a senior or experienced person leaves the loss is even more.

2. Increasing commitment: First few weeks the employee needs to be given such impression so

that he/she loves the organization, commits him/herself to the organization.

3. Clarifying the psychological contract: There are corporate cultures, corporate values, and

unwritten rules & regulations, ways of doing business in an organization. Through socialization

& psychological contract a clear idea needs to be given to the newcomer about the organization’s

environment by dint of the induction program.

4. Accelerating progress up the learning curve: Every person has a different learning curve.

By the orientation/induction program the organization enhance the newcomer’s learning curve.

5. Socialization: In the induction program the newcomers meet & get to know about supervisors,

coworkers which is very vital for the organization.

2. Write about training methods including Major features with example, advantage &

disadvantage
Training:

The process of aiding employees to gain effectiveness in their present & future work

An organization’s planned efforts to help employees acquire job-related knowledge, skills,

abilities, & behaviors, with the goal of applying these on the job. (Most comprehensive

definition)

As a learning process whereby people acquire skills, concepts, attitudes or knowledge to aid on

the achievement of goals.

Training includes any efforts within the organization to teach, instruct, coach, develop

employees in technical skills, knowledge, principles, and techniques & to provide insight into &

attitudes towards the organization

Training is defined most basically as learning

Training is the act of increasing the knowledge & skill of an employee for doing a specific job

Example: Sukanto Barman is an Assistant Engineer (Chemical) in Unilever Limited’s Kalurghat

Plant. For Sukanto’s effectiveness in present & future work Unilever organizes different kind of

training programs. Falak Shikder is a management trainee in Pran Ltd. For Falak’s aid Pran is

supposed to provide training.

The foundation of training is SKOS (knowledge, skills, abilities & other requirements). From

there the organization moves to TNA (Training Need Analysis). Training Needs Analysis (TNA)

is the process in which the company identifies training and development needs of its employees

so that they can do their job effectively. It involves a complete analysis of training needs

required at various levels of the organization.

pros and cons of employee training.

a) Profitability:
 Leads to improved profitability and/or more positive attitudes toward profits orientation.

If the organization trains employee it will minimize the wastage & spoils. It will help

make the company desired profit. The quality of the employees will be improved. It will

also improve the employee’s job related knowledge

b) Job knowledge:

Improves the job knowledge and skills at all levels of the organization. Proper training

will also improve the employee’s job related knowledge.

c) Morale of the workforce:

Training improves the morale of the workforce. It boosts the self-consciousness of the

employees. The employee will feel good to work in the organization. The employees will

be ethical.

d) Identifying with organizational goals:

Training helps people identify with organizational goals. The organizational goals are well

circulated & known among the trained employees. As a result they know how to achieve

those goals.

e) Creating a better corporate image:

Training helps create a better corporate image. The fortune 500 companies, the large ones &

the MNCs provide a robust training for this very purpose. Research finding says that, they

generally practice 100 hours of training per calendar year. It is religiously followed in

Bangladesh both in corporate & public sectors

f) Improving the boss and subordinate relationship:

Training improves the relationship between boss and subordinate. When an employee is

trained with the desired set of skills he/she feels confident enough to open up, communicate

& socialize with everyone especially with the supervisors rather than lagging behind.
g) Learning from the trainee:

Through training the trainer also learn from the trainee. When the trainees share their day to

day personal experiences & reciprocates with each other various new information comes in

focus. The trainer can then include & use them in their training contents.

 Expensive & financial drain:

Training can be a financial drain on resources; expensive to operate. So when the training is
organized it can be expensive carrying expensive cost varying from the honorary of the
trainer, venue hiring cost, in case of in house training room hiring cost, food & lodging cost,
cost of providing training materials etc. By offering training a company can experience huge
loss. For example, ROBI sent 30 some employees to an off site campus to learn new
Technology for 7 days. After the training while taking evaluation feedback 3 distinct groups
were farmed. The first group was furious and angry as the training was irrelevant & didn’t
cover any of the job responsibilities. The 2nd group was frustrated, disappointed & depressed
as they already knew the training contents & the training was familiar with their job position.
They thought the 7 days were a waste of time & was better if they were provided leave in
that time. The 3rd group thought that the training session were useful, relevant & excellent.
 Absence from jobs:
Training often takes people away from their job for varying periods of time. For example:
Brac Bank calls its employees from different branches of Dhaka, Barisal, Rajshahi, and
Sylhet. So their daily job responsibility in their work site is hampered due to this. The
replacement can’t perform like the regular employee.
 Leaving for a better job:
Training equips staff to leave for a better job. When the employee receives a new skill set
which he/she was unaware of he/she is ready to implement that in other sorts of personal
development. As a result an employee from Robi after training on AI becomes an expert &
switches job to GP.
 Bad habits passed on:
When a training session is undertaken learning experience is passed on from down to bottom,
here to there. Suppose Unilever organizes a training session where hundreds of employees
 join & interact among themselves. As a result, sometime apart from learning they also shares
wrong & bad informations or habits to others which is then cultivated by others also.
 Narrow experience:
Training provides narrow experience instead of a vast one in limited time frame. For
example: Square Pharmaceuticals organized a 7 days training session on Impact of COVID-
19. Now in no way these 7 days are sufficient enough for the employees to grasp the reality
of COVID-19 fully.

Training Methods:

In order to make the business successful, to ensure that no loss, wastage is incurred & render the

employees most effective certain training methods & approaches are needed to be applied. Those

generic methods are highly practiced & dominant throughout the world. The training methods

are as follows:

1. Classroom Instruction:

Widely used in the workplace.

Major features:

Typical characteristics of classroom instruction as follows:

 Typically hire a trainer, a venue & invite maximum 30 employees in a classroom

environment.
 The trainer lectures the group, share real life examples, hand on experience, hold group
discussions, question and answer session.
 The trainer supplements lectures with slides, handouts, multimedia ,discussions, case
studies, question-and-answer sessions, & role playing
 Organizations with small number of employees i.e. 200/300 then classroom instruction is
suitable.

Advantages:

 Involving trainees enhances learning

 Least expensive & least time-consuming
 More effective with job-related examples & opportunities for hands-on learning
  Distance learning is more cost effective

Limitations & Disadvantages:

 Not suitable for organization with huge workforce i.e. one, two, three thousands
employees.
 Organization with large employees i.e. P&G (Procter & Gamble), Microsoft Inc. ,
Unilever Ltd. , Reckitt Benckiser, etc. those who have multiple locations, cross border
business for example P&G (Procter & Gamble) has business 170 countries; if they want
to train a specific issue to 7000 people this method wouldn’t work.
 Even single country based organization i.e. Noman Group, Zaber and Zubair with 60,000
employees, B&B with 40,000 employees try to teach a single or a string of issue to all of
its employees in a classroom environment that wouldn’t just work.
 Doesn’t give employee flexibility & independence to go through the course material
whenever they find convenient, suitable or even at their leisure.

2. Audiovisual Training:

Major features:

• Trainees can work independently using course material prepared on CDs & DVDs or in

workbooks

• Training available as Podcasts on portable devices such as Kindle, IPad, iPods & PDAs

Advantages:

 Suitable for organization with huge workforce i.e. one, two, three thousands
employees.
 Organization with large employees i.e. P&G (Procter & Gamble), Microsoft Inc. ,
Unilever Ltd. , Reckitt Benckiser, etc. those who have multiple locations, cross
border business for example P&G (Procter & Gamble) has business 170 countries; if
they want to train a specific issue to 7000 people this method is highly suitable.
 Even for single country based organization i.e. Noman Group, Zaber and Zubair with
60,000 employees, B&B with 40,000 employees can use this method efficiently.
 Presentation methods need not require trainees to attend a class
 Give employee flexibility & independence to go through the course material
whenever they find convenient, suitable or even at their leisure.
 Trainees can work independently using course material prepared on CDs & DVDs or
in workbooks
 Have some control over presentation (review, slow down, speed up the lesson)
 Give trainees a consistent presentation

Challenges, Limitations & Disadvantages:

  Ensure that the particular employee has the right device to play the training perfectly
without any issues.
 Ensure that the particular employee knows when & how to use the technology
 Ensure that the particular employee has internet connection.
 Ensure that the particular employee can obtain the necessary downloads from their
particular location & with their mobile device. For example: Employees in rural &
periphery areas like Chittagong, Karnafuli, Rangpur, Srimangal, Bagerhat has equal net
privilege to that of Dhaka based employee.
 Encourage collaboration & interaction among trainees

3. Computer-based Training

Computer-based Training is bit advanced to Audiovisual Training.

Major features:

• Participants receive course materials & instructions distributed over the Internet or on

CD-ROM

• Trainee is required to connect the material to internet.

• Materials are interactive, so participants can answer questions & try out techniques

• Time bound exercises, exams & results, live chat

• Allow trainees to submit questions via e-mail & to participate in online discussions

• Less expensive & gives the company flexibility in scheduling training

• It is easier to customize computer-based training for individual learners

Advantages:

 Suitable for organization with huge workforce i.e. one, two, three thousands
employees.
 Organization with large employees i.e. P&G (Procter & Gamble), Microsoft Inc. ,
Unilever Ltd. , Reckitt Benckiser, etc. those who have multiple locations, cross
 border business for example P&G (Procter & Gamble) has business 170 countries; if
they want to train a specific issue to 7000 people this method is highly suitable.
 Even for single country based organization i.e. Noman Group, Zaber and Zubair with
60,000 employees, B&B with 40,000 employees can use this method efficiently.
 Presentation methods need not require trainees to attend a class
 Give employee flexibility & independence to go through the course material
whenever they find convenient, suitable or even at their leisure.
 Trainees can work independently using course material prepared on CDs & DVDs or
in workbooks
 Have some control over presentation (review, slow down, speed up the lesson)
 Give trainees a consistent presentation

Challenges, Limitations & Disadvantages:

 Ensure that the particular employee has the right device to play the training perfectly
without any issues.
 Ensure that the particular employee knows when & how to use the technology
 Ensure that the particular employee has internet connection.
 Ensure that the particular employee can obtain the necessary downloads from their
particular location & with their mobile device. For example: Employees in rural &
periphery areas like Chittagong, Karnafuli, Rangpur, Srimangal, Bagerhat has equal net
privilege to that of Dhaka based employee.
 Encourage collaboration & interaction among trainees

4. On-the-job Training (OJT)

A senior employee give training to the newcomer employee. Refers to training methods in which

a person with job experience & skill guides trainees in practicing job skills at the workplace.

There are 2 forms of OJT such as: Apprenticeships & Internships

Apprenticeship: A work-study training method that teaches job skills through a combination of

on-the-job training & classroom training. Here the training is carried out in 2 forms: theoretical

learning & practical one. In the theoretical class there is a 20-25 minutes or 1 hour of learning

session following the practical session. This kind of training is handed out to the employee in an

interval of 3-5-7 months. It is very popular for non-managerial positions.

Internship: On-the-job learning sponsored by an educational institution as a component of an

academic program. The employee is offered practice. No sort of theoretical class is offered. The

theoretical part is learned from academic institution. After 2-3-5 months of practice the intern is

competent enough to start the job.

As business graduates various jobs can be categorized into this 2 sectors:

Apprenticeshi Internship

Bricklayer Accountan

Carpenter Doctor

Electrician Journalist

Welder Lawyer

Printer Nurse

5. Simulations:

The organization creates an artificial environment that represents a 100% real-life situation, with

trainees making decisions resulting in outcomes that mirror what would happen on the job.

Major features:

• Enable trainees to see the impact of their decisions in an artificial, risk-free environment

• Organization uses simulation based skills in jobs that are suitable for this purpose.

Otherwise it would be a wastage of time. Used in training include

 – Call centers stocked with phones & reference materials. For example: City Bank

Credit card industry. City Bank has MX card. Now let’s assume it has recruited

10 marketing executive employee for customer care in the call center. Now call

center is a 24 hours per day 7 days a week, 365 days in a year service. So the bank

should create a real life call center and train the executive how to behave with the

customers.

– Mockups of houses used for training cable installers. For example for plumbing,

electrification, cable installation in Jamuna Future Park, Bashundhara City

Shopping Complex a real life simulator training room needs to be made for the

workers.

– Bangladesh Flying Club taking flight simulation course for pilots simulating real

life flight from Dhaka Shahjalal Airport to Doha International Airport.

• When simulations are conducted online, trainees often participate by creating avatars, or

computer depictions of themselves, which they manipulate onscreen to play roles as

workers or other participants in a job-related situation.

• Virtual reality is a computer-based technology that provides an interactive, three-

dimensional learning experience.

• Using specialized equipment or viewing the virtual model on a computer screen, trainees

move through the simulated environment & interact with its components

6. Business Games & Case studies

In banking sector, insurance company, non-banking financial company the organization calls

some 30 employee in a class like environment & divide them into 4/5/6 members group & give

them a specific case or business game. In that particular business game if there are 6 people in a

group then there will be 6 different problems.

Question 6

Development-related Challenges:

The organization offers several opportunities for the employees like formal education,

development programs, and transport facilities but still the employees generally experience some

ghastly challenges in the working environment. The challenges hinder developments. These

challenges are as follows:

 The Glass Ceiling: Circumstances resembling an invisible barrier that keep most women

& minorities from attaining the top jobs in organizations. It refers to situations where the

advancement of qualified women within the hierarchy of an organization is halted at a

particular level because of discrimination, most commonly sexism. This situation is

referred to "ceiling" as there is a limitation, blocking upward advancement, and

"glass"(transparent) because the limitation is not immediately apparent and is normally

written and unofficial policy which is invisible in nature. (Islam & Alam, 2017)

Knowledge work, ICT and work‐life balance policies are found to increase the temporal

and geographical flexibility of work. Such enhanced flexibility should facilitate women's

participation and advancement in work and therefore gender equality. However, all three

trends also have hidden gender consequences that significantly prevent women from

participating and advancing.

 Women are strongly held back from continuing upward mobility at a certain level of the

occupational hierarchy. A research identified six perceptions of disparate treatment of

women in Bangladesh, (Bihagen & Ohls, 2006, UNDP, 1993). These are:

1. Negative attitude toward women by male colleagues,

2. Doubts of superior officers about the capabilities of women employees,

3. Superiority complexes of male colleagues,

4. Tendency of men to treat women in a gender-biased scenario,

5. Comments that men were more efficient than women

Example: There are hardly any women CEOs in the MNCs of Bangladesh. If we try to

name the few CEOs names like Swapna Bhoumik, Rupali Chowdhury will come back

repeatedly as the women in executive, leading & managerial position are so rare. But

there are examples of women breaking the glass ceiling are available. For example: Indra

Nooyi became the first woman CEO of PepsiCo in 2006. Under her leadership PepsiCo

made the highest profit in its history. Rokeya Afzal Rahman, the first women bank

manager is an excellent example. Capt Zannatul Ferdous broke the glass ceiling by

becoming country's 1st female paratrooper. We can also name Salma Khatun the 1st

woman train driver in Bangladesh.

Succession Planning: The process of identifying & tracking high-potential employees who

will be able to fill top management positions when they become vacant.

Example: At Dole Foods, the new president’s strategy involved improving financial

performance by reducing redundancies and centralizing certain activities, including

succession planning. Dole contracted with application system providers (ASPs) to handle

things like payroll management. For succession management, Dole chose software from Pilat
NAI. The Pilat system keeps all the data on its own servers for a monthly fee. Dole’s

managers access the program via the Web using a password.

They fill out online résumés for themselves, including career interests, and note special

considerations such as geographic restrictions. The managers also assess themselves on four

competencies. Once the manager provides his or her input, the program notifies that

manager’s boss, who assesses his or her subordinate and indicates whether the person is

promotable. This assessment and the online résumés then go automatically to the division

head and the divisional

HR director. Dole’s senior vice president for human resources then uses the information to

create career development plans for each manager, including seminars and other programs

 Dysfunctional Managers: While working at an organization an employee has to work

under supervisors. A manager is the go to person for an employee. It takes high sets of

skills to be a competent manager but it also takes special characteristics to be a good one.

A manager who is otherwise competent may engage in some behaviors that make him or

her ineffective or even ‘toxic’-someone who stifles good ideas & drives away employees.

The major characteristics of a toxic manager are as follows:

 Insensitivity to others

 Inability to be a team player

 Arrogance

 Poor conflict management skills

 Inability to meet business objectives

 Inability to adapt to change

Example: Arman Khan is the manager of Unilever Bangladesh Gulshan head office. One day at

recess he goes to Sahinara Sultana’s office room & tell her that Ms. Anawara her colleague is a

scoundrel as she is propagating misinformation about Ms. Sultana & calling her the reason of

downfall of the marketing division which she is the head of. But the back biting doesn’t stop

there. Then Mr. Arman goes to Ms. Anwara & informs her what a looser & lazy Ms. Sultana had

just called her. As a result, a rift, mistrust is created between the two colleagues and next time

when they meet in the office bus they hardly look at each other & loathes with such disdain.

 Types of rating errors

Errors in Appraisal:
While doing appraisal we may do several errors due to our perceptions & prejudice. Those
errors hinder our total performance appraisal process. So in order to get rid of them we must first
understand & identify those errors. Those types of rating errors are as follows:
Just-like-me
People often tend to give a higher evaluation to people they consider similar to themselves. Most
of us think of ourselves as effective, so if others are like us, they must be effective, too.
Research has demonstrated that this effect is strong

Example: Mr. Baki, the HR manager of GP favors Mr. Bari who is from the same hometown,
educational institutions, and family background as him. Though another employees such as Mr.
Hasan is more compatible with the job responsibility in case of rating Mr. Baki favors Bari to
Hasan.

Contrast effect

If the rater compares an individual, not against an objective standard, but against other
employees, contrast errors occur. Raters make distributional errors when they tend to use only
one part of a rating scale. Raters often let their opinion of one quality color their opinion of
others. So contrast error is the evaluation of a person’s characteristics that are affected by
comparisons with other people recently encountered who rank higher or lower on the same
characteristics.
Example: A movie called Children of Heavens & another movie Avatar is being compared in
front of Mr. Nayer the CEO of Yash Raj films. Mr Nayer suddenly says “Never follow an act
that has kids or animals in it.” Why? Audience love children and animals so much that you’ll
look bad in comparison. This example demonstrates how a contrast effect can distort
perceptions. We don’t evaluate a person in isolation. Our reaction is influenced by other persons
we have recently encountered.
First impression:

Research shows we form impressions of others within a tenth of a second, based on our first
glance. If these first impressions are negative, they tend to be more heavily weighted in the
interview than if that same information came out later. Most interviewers’ decisions change very
little after the first 4 or 5 minutes of an interview. As a result, information elicited early in the
interview carries greater weight than does information elicited later, and a “good applicant” is
probably characterized more by the absence of unfavorable characteristics than by the presence
of favorable ones.
Example: Mr Akmal, MD of Bashundhara Papers thinks highly of Ms. Ayesha as a problem
solver just because in her interview the first task asked of her to solve a problem was easily
solved with ingenious answer. Though later in a task she didn’t perform like before the
impression didn’t change.

Stereotypes or Stereotyping

When we judge someone on the basis of our perception of the group to which he or she belongs,
we are using the shortcut called stereotyping. We rely on generalizations every day because they
help us make decisions quickly; they are a means of simplifying a complex world. It’s less
difficult to deal with an unmanageable number of stimuli if we use heuristics or stereotypes.
Example: It does make sense to assume that Tre, the new employee from accounting of
Unilever, is going to know something about budgeting, or that Allie from finance will be able to
help you figure out a forecasting problem. The problem occurs, of course, when we generalize
inaccurately or too much. In organizations, we frequently hear comments that represent
stereotypes based on gender, age, race, religion, ethnicity, and even weight.
Halo effect

Drawing a general impression about an individual on the basis of a single characteristic

Example: Mr. Akbar supervisor of Mr. Monwar often rate him as an unfriendly employee lower
on all traits, rather than just on “gets along well with others.” Being aware of this problem is a
step toward avoiding it.
Employee Development
Development is different from training. The combination of formal education, job experiences,
relationships, & assessment of personality & abilities to help employees prepare for the future of
their career. It is future oriented. It is not necessarily related to the employee’s current job.
Development is about preparing for change in the form of new jobs, new responsibilities, or new
requirements.

Example: Mr. Anik Bhuyan, Graduate Trainee of Robi Marketing team is offered a course on
cybercrime. Though cybercrime is a specialty for IT executives but if Mr. Anik is offered the
post of MD, CEO of the company in future he must have knowledge about that particular skill
sets.

Approaches to Employee Development:

As discussed in the definition, to develop a business graduate, an engineer, a pharmacist
basically any new employee the combination of 4 tasks need to performed. Those are the
approaches to employee development. They are as follows:

 Formal education
 Job experiences
 Interpersonal Relationships
 Assessment
Job Experiences:
Can an employee develop himself/herself overnight? The answer is no. Just like a baby needs 9
months to fully develop itself the newcomer employee needs a maturity period to develop
himself/herself into a full grown, well skilled, top tier, high ranked, well valued employee. And
this maturity comes through nothing other than job experiences. The combination of
relationships, problems, demands, tasks, & other features of an employee’s jobs result in overall
job experiences.

Process of development through job experiences

 Promotion:
When an employee is promoted from an entry level job to mid-level job to a managerial
responsibility he/she undergoes problems, demands, tasks, interpersonal relationship & solve,
overcome, undergo, perform them and in retrospect develops himself/herself.
Example: Mr. Asish the management trainee of Burger Paints is promoted to Area Manager
through rigorous development programs & initial success as a well-equipped management
trainee.’
 Job rotation:
Through job rotation an employee experiences various sets of tasks, problems, demands,
interpersonal relationship varying from management, finance, HR, marketing etc. As a result,
he/she develop himself/herself into a full grown, well skilled, top tier, high ranked, well
valued employee.
Example: Mr. Rakib of Beximco Pharmaceuticals first entered the company as a business
graduate in sales division. After 1 year of service he was transferred into finance department,
then into HR & later management. Now he is the DGM of the company’s management
division.
 Enlargement of current job:
By enlarging the current job responsibility the company enables the employee to handle
several pressure, tasks, and problems & enhances the learning curve of the employee. As a
result after 10 years if a senior position is vacant that employee is so developed & skilled that
he becomes the 1st choice of the management.
Example: Mr. Baker of Prothom Alo was the reporter of sports section. After a few years, he
had to handle the responsibility of reporting for sports, technology, life style, entertainment,
international affairs simultaneously. Now he is the edior of Prothom Alo as he is so well
developed & knows the news industry thoroughly.
 Downward move:
Downward move is a maneuver the organization uses for a certain employee to become more
developed by rotation to a down the line job position.
Example: Unilever Bangladesh has appointed Kamran Bakr the new Chairman & Managing
Director. The appointment will be effective from the 1st of February, 2012. Kamran joined
Unilever Bangladesh in 1990. After working in a variety of roles encompassing Production,
Development, Industrial Relations as well as a short term assignment to Central Asia &
Middle East Regional Innovation Centre, he was appointed Technical Director in 1997. In
2002, as Supply Chain Director, his role was expanded to include Planning, Procurement &
Distribution aspects of the business.
In January 2007, Kamran moved to Nepal as Managing Director, Unilever Nepal – becoming
the first Bangladeshi national to head a Unilever business. During his successful stint in
Nepal, he found opportunity in adversity, leading the team to double the business in 4 years;
while growing market shares across categories to become market leaders in all categories
Unilever Nepal operated in.
Kamran holds a Bachelor’s degree in Chemical Engineering from Bangladesh University of
Engineering & Technology, Dhaka as well as a MBA from McDonough School of Business,
Georgetown University, Washington DC. He also attended the Advanced Management
Program at INSEAD, Fontainebleau.
Kamran comes in place of Rakesh Mohan, who is now moving to Unilever Malaysia &
Singapore as Chairman & Managing Director.
 Transfer:
Transfer means to move an employee to another job position from the current one. It’s a
useful approach for job development.
Example: Pathao transfers Mr Sahin as the Marketing lead from Bangladesh chapter to
Nepal chapter. As a result he will become so well equipped that one day when Pathao will be
a global force he might be the CEO of the global company.
A company in a special case might temporarily assign to another organization to get job
experience. This happens a lot in the public sector where an employee of Rail &
Highways maybe assigned to Fisheries ministry.