Social development Foundation (SDF)

An autonomous organization under the Bank and Financial Institutions

Division, Ministry of Finance

Human resource policy of SDF

Submitted to Submitted by
Md. Mostafizur Rahman Md.Masud Rana
Assistant professor Student ID: 1905906
Dept.of Management (MGT)
Hajee Mohammad Danesh Science and Imran Ahmed Polash
Technology University,Dinajpur Student ID:1905908
HRM Practice in SDF
Human resources policy and procedures are one of the important tools that plays significant
and vital role in job satisfaction as well as motivation of the employees in an organization.
This is used to perform the effective and unbiased in all the part of HRM for the employees.
From the early stages of its evolution, the Human Resource Division (HRD) of SDF has been
working with a goal to maximize job satisfaction, enhance transparency and ensure procedural
justice for all employees. As one of the world’s largest Development Organizations, SDF has a
wide variety of multifaceted development programs. A large number of qualified, potential and
committed staff is required to attain the organization’s goal and to operate these programs
effectively. HRD has to provide extensive effort to ensure that the staff are appraised properly
and are also provided with due services and entitlements in time. HRD tries to ensure an
environment where the staff are nurtured and considered as absolute resources. To this end,
HRD is committed to guarantee the assignment of right people in the right place at the right
time, to flourish human potentials and provide a decent work environment.
This report has been focused on the Human Resources Policies and Procedure of SDF. But it
will be highly difficult to cover all the side of the SDF HRPP within the short purview of this
report. So, this report has been focused on job satisfaction, recruitment and selection process,
employee motivation, performance appraisal, training program and overall HR policy of SDF.
From the early stages of its evolution, the Human Resource Division (HRD) has been working
with a goal to maximize job satisfaction, enhance transparency and ensure procedural justice
for all employees. As one of the world’s largest Development Organizations, SDF has a wide
variety of multifaceted development programs. A large number of qualified, potential and
committed staff is required to attain the organization’s goal and to operate these programs
effectively. HR policy has to provide extensive effort to ensure that the staff are appraised
properly and are also provided with due services and entitlements in time. SDF tries to ensure
an environment where the staff are nurtured and considered as absolute resources. To this end,
HR is committed to guarantee the assignment of right people in the right place at the right
time, to flourish human potentials and provide a decent work environment.
Important HR Function
HRP Monitoring
 Compose Annual Plan of HRD by compiling the section-wise annual plan.
 Prepare a HR Policy for the Service and Project Staff of SDF
 Network with other organizations in order to share best practices of HR in the field of
Performance Appraisal, Salary & Fringe Benefits.
 Formulate working manual (Operational guideline) for every units of HR.
 Conduct census survey to determine the total number of staff working in SDF by
considering sex, program/ department, working area of spouse.
 Prepare job description on the basis of level or designation.
 Staff satisfaction survey on HR services.
 Revisit Designation to standardize for different levels of staff.

Networking
 Half day discussion forum within different programs
 Communication
 Prepare annual plan for HRD
 Arrange internal monthly meeting & prepare minutes.
 Coordinates the overall activities that involve whole HR.

Policy Formulation & Dissemination

 Revisit Human Resource Policy and Procedure (HRPP)
 Merge existing two policies (HRPP & Policy of Service Staff)
 Prepare circular regarding policy
 Update the existing formats and prepare new formats

 Half day orientation on policy entitlement for all SDF staff

 HSP seminar for Sr. Managements
 HR performance survey
Compliance of Law
 Revisit the existing HRPP by considering revised Labor Law.
 Develop compliance Monitoring report
 Staff Development
 Internship management
 Arrange new staff orientation of HO
 Arrange HR related training
 Communication and relation building within and outside of the organization
 Prepare annual report of HRD
 Prepare quarterly HR Bulletin
 Study circle
 Train the Human Resources officers of SDF (THROB)
  TOT on HSP and gender for HO staff
 Follow up Individual Operational Plan (IOP)
 Collect training materials from the staffs who attend training
 Exposure visit (Exchange staff from HO to FO, FO to HO & SDF to different
organization – within or outside the country)
 Manage HR related activities of Internal & International Training, Travel and Higher
Study
 Prepare summary of trainings received by HRD Staff.
 Send HR related articles, summary of training, important articles of HSP to ‘SHETU’
 Internal Office management
 Develop feedback system
 Social Events (Picnic, Day celebration, Birthday celebration etc.)
Main Responsibility of SDF
1. Promotion, Increment & Special Allowance
2. Recommended for Training
3. Yearly Assessment
4. Upgrade Quarterly Staff Position
5. Re-Designation
6. Certificate Ensure
7. Planning Revisit PMS
8. Identify Managerial Staff & Provide Training
9. Organize Orientation on PMS
10. Identify those staff who did not get recommendation for promotion from last 5 years.
Separation Management Unit
Separation Management is one of the core units of Human Resources Division of SDF. Its
main task is to ensure the final payment of SDF Staff, who resign, and are terminated, retired,
redundant and dismissed.
 Job Separation
 Resignation
 Retirement & Voluntary Retirement
 Termination
 Redundancy
 Dismissal

Recruitment Unit
 Requisition received from program
 Making plan through Critical Path Method (CPM)
 Preparation of advertisement & publication
  CV received from the applicants.
 Screening
 Putting roll no on the sorted CVs.
 Examination Planning.
 Determining date and type of examination
 Selection of venues for written test & viva voce
 Seat planning according to capacity of venue for written test & viva voce.
 Interview card preparation and mailing
 Find out the requirements of invigilators and viva board members and send letters to
concerned programs and Preparing invigilators & viva board members list.
 Preparing pre service training schedule
 Calculating anticipated number of primarily selected candidates for pre service training.
 Distributing them TARC/ batch wise. (Each batch may contain 30-35 candidates)
 Communicate with BTD about pre service training of expected selected candidates to
make necessary arrangements.
 Venue-wise confirmation of vehicles.
 Preparing instruction sheet for written test, viva voce and pre service.
Preparation Question and Answer script.
 Prepare candidates list.
 Deployment preparation for the primarily selected candidates.
 Preparation of final deployment.
Confirmation Unit
Follow up for Confirmation Assessment (Head office & FHRO)
 Assessment received from Programs & FHRO
 Assessment check (Manually)
 Assessment checked by computer (Find the present status of staff)
 Assessment sorted according to PIN
 Assessment Entry (HR Module)
 Prepare a requisition list of required files for HRIS unit
 File out from the cabinet
 Prepare the Confirmation letter (3 copies-person copy, A/C copy & File copy)
 Process the letter (Attached with Provident Fund & Nominee Form)
 Placement the letter to Director HR/Senior Manager HRD for signature
 Confirmation entry with Salary & Verify
 Confirmation letter disburse entry according to FHRO
 Prepare a list of return file for HRIS unit
 File serial on the basis of PIN
 Put back the file to cabinet
Gender Justice and Diversity
Gender Justice and Diversity Unit (GJ&D) is one of the unique and effective continuous
learning action initiatives of SDF to improve gender relation and create gender sensitive
working environment within SDF. The unit started to work in a new shape under Human
resource Department of SDF from July, 2005. The unit was designed to sensitize and
strengthen staff capacity and act as a caterer to the informational needs and ongoing dialogue
to implement the gender policy of SDF.
The G J & D Unit helps to build awareness within the organization and in the society about
women’s productive and reproductive roles, to recognize the importance of women’s
empowerment and to help build a platform to work towards a violence and discrimination free,
just society for women.
The programs and projects of the unit is also extended to build alliances across differences, so
that we can work together to eradicate all form of discrimination. As a part of SDF, the unit
works with several other programs such as SDF Development Program, SDF Education
Program, SDF Health Program, Social Development, Human Rights and Advocacy and so on.
The recognition of the unit about the necessity of a gender orientation in other programs, thus
other groups of the community of SDF makes it a diversified unit providing assistance and
alliance to different groups of the community.
Following is a list of the activities the G J & D Unit is involved in:
1. Gender Quality Action Learning (GQAL) for Village Organization (VO) Members
2. Gender Resource Center
3. Gender Awareness and Analysis Course (GAAC)
4. Gender Policy
5. Gender Training (Local Government)
6. Day Celebration
7. Gender Equality and Diversity Team (GEDT)
8. Women’s Forum
9. Networking and Alliance
10. Day care Center DOLNA
11. Capacity Building Initiatives for HRD
Recruitment and Selection
SDF is the biggest non-government organization in our country. The main reason for their
success is for their motivation of the entrepreneurs, their enthusiasm, and of course the
relentless effort of all the human resources of SDF who are directly or indirectly related to this
organization.
SDF has been providing biggest employment in Bangladesh. With 37,410 Full time staff,
53230 BEP Teachers, 2,439 project staff and 789 service staff, SDF manages and develops a
huge pool of diverse human resources throughout the country. Among the total SDF workforce
2.09% staff is from the head office, and the rest 97.31% captures the field office. Though staff
ratio in Head office is relatively low, but it is also the hub of central decisions and core
activities. It is because of the major support from the head offices that the development
activities are smoothly run in field operations as well. SDF HR enforces procedural justice to
intensify transparency that nurtures potential, promotes innovation, change and quality. SDF
brought about a large change to modernize the HR division by decentralization and
enhancement.

Recruitment system in SDF

SDF recruitment unit are following some procedure and they are practicing regularly for their
recruitment process. Process are describing below sequentially:
 Requisition received from program
 Making plan through Critical Path Method (CPM)
 Preparation of advertisement & publication
 CV received from the applicants.
 Screening
 Putting roll no on the sorted CVs.
 Examination Planning.
 Determining date and type of examination
 Selection of venues for written test & viva voce
 Seat planning according to capacity of venue for written test & viva voce.
 Interview card preparation and mailing
 Find out the requirements of invigilators and viva board members and send letters to
concerned programs and Preparing invigilators & viva board members list.
 Preparing pre service training schedule
 Calculating anticipated number of primarily selected candidates for pre service training.
 Distributing them TARC/ batch wise. (Each batch may contain 30-35 candidates)
 Communicate with BTD about pre service training of expected selected candidates to
make necessary arrangements.
  Venue-wise confirmation of vehicles.
 Preparing instruction sheet for written test, viva voce and pre service.
Preparation Question and Answer script.
 Prepare candidates list.
 Deployment preparation for the primarily selected candidates.
 Preparation of final deployment.

Analysis, Findings and Interpretation of the Data

As my topic is “An Analysis of Human Resources Policies and Procedure of SDF” I
divide my research into four segments, i.e. Employees job satisfaction, Recruitment and
selection process for HR department, Employee motivation and HR Policy (HR Department).
This four parts is very important in HR.
Analysis and Findings of Employees Job Satisfaction
Job satisfaction is in regard to one’s feelings or state-of-mind regarding the nature of their
work. Job satisfaction can be influenced by a variety of factors, the quality of one’s
relationship with their supervisor, the quality of the physical environment in which they work,
degree of fulfillment in their work, role in decision making process, individual career prospect,
job security, welfare activities etc. In my research I asked some question to my respondent
which give me a probable picture of their satisfaction level in different area. From my research
most of the respondent are satisfied with their present salary, fringe benefits, retirement
benefit, working environment, office timing, weekly holiday, canteen and other facilities, co-
operation from colleagues and supervisors etc. because in every part above 40% of my
respondent agree with the statement. On other hand some important thing comes out for the
research most of the respondent say that they can participate in decision making at their
workplace, from this point I can say SDF practice participative management in their decision
making process which help them to achieve the goal of their organization. They also satisfied
with their performance appraisal, reward and recognition, present position, welfare activities
and organizational recreational facilities.
But in some cases I found some problem like; when the question come about opportunity for
promotion then most of above 55% is satisfied but over 40% also say they are neutral about
this matter. From my research view I can say most of them are satisfied but in rational then
one question come that why those 40% are neutral may be there is some problem. If SDF does
not concentrate on this 40% may be those people satisfaction level goes in negative. Again
when question come about the career prospect, disciplinary procedure, opportunity to express
grievances then above 50% say they are neutral and some agree with those statement and some
disagree. But in here I think there is lack of communication among employee and management
about their career prospect.
Another one thing is the research shows that above 70% respondent say that they are not
satisfied with their job security. But job security is very important part for job satisfaction and
it direct related with the productivity because if the employee fill his or her job is not very
much secured he or she can not work with his full effort.

Analysis and Findings Employee Motivation.

There is an old saying you can take a horse to the water but you cannot force it to drink; it will
drink only if it’s thirsty – so with people. They will do what they want to do or otherwise
motivated to do. Whether it is to excel on the workshop floor or in the ‘ivory tower’ they must
be motivated or driven to it, either by themselves or through external stimulus.
Motivation is the inner force that drives employee behavior. The intensity of one’s inner force
to do a task or accomplish a goal describes the level of motivation. Two people may both say
and believe they want to be excellent employees. The intensity of their desire to be excellent
measures their motivation. Employers pay more attention to what employees do than what they
say or believe. Motivation is the force that causes employees to deliver on what they say.
In my research SDF has take some initiative about their employee motivation because in
analysis I found in some criteria employee respond very well specially when the question
come about primary aim of the organization is well communicated to the employee,
performance appraisal, empowerment within organization, employee and organizational goal
are aligned, employee safety and security, employee involvement in OD process,
organizational image, pattern of employee motivation, in all this part over 90% respondent say
they are agree or satisfy.
But in some case they disagree which represent good thing for SDF. SDF has change their
some policy and procedure in different stage but almost 100% say it is not affect in their
motivation process. Which is very good for the organization because when any thing change in
the organization, the employee fill bad or scared?
Most employees prefer to be motivated. Why would an employee choose the frustration of not
being motivated? Motivating jobs and work environments win praise from employees. Of
course, what one person finds motivating another may find boring, frustrating and debilitating.
And employees sometimes bring a lot of baggage to the workplace from their childhood
experiences, previous employment and failures to find their motivating niches in life.
Analysis and Findings of HR Policy for HR Department.
With human nature being what it is, employees will test limits and act “creatively” in
workplace situations, so we need a strategy for developing, communicating and enforcing a set
of policies and practices that reflect our standards of acceptable behavior.
But a successful policies and practices strategy does more than draw boundaries; it also
recognizes and addresses people’s needs.
There are many different types of people, and not surprisingly, they react differently to the
need for policies and practices based on those differences. For example, some people prefer
there be a written policy for everything, while others favor having no policies at all and would
leave everything open to interpretation as situations arise. Neither of these extremes
contributes to a work environment that’s conducive to high productivity levels. The answer is
found in between, with the right number and types of policies and practices that are focused on
a primary goal–improving individual performance in the workplace.
When someone gets to the heart of the matter, performance improvement is really about the
process of setting expectations and meeting them. The focus in business is not just about
meeting specific goals, but also about how you achieve them. And the “how” affects the
liabilities create in the process.
In my analysis I found different respond regarding the HR policy but some are positive and
some are negative. SDF has a written personnel handbook which regularly reviewed and
update they also follow nondiscriminatory hiring and SDF also provides a copy of this policy
to every member of board, over 85% respondent fill positive thing about it. On other hand they
give negative respond for some particular area which may be SDF does not follow. In the
research I saw SDF does not have job description including qualification, duties, reporting
relationship and key indicators because almost 65% respondents disagree with it. But every
company should have the written job description, duties and reporting relationship. SDF is
established and big organization they must have those thing in written.
Again SDF has their problem in strategic planning of future HR because they cannot fill timely
the vacant position which create problem to on going program. Because some time some task
fail to implement only for shortage of skill HR. Over 80% respondent say that it is the problem
that SDF does not filling the vacant positions in time. Another thing is very important is
documenting the staff information about their job, 65% of my respondent say give respond as
neutral that’s mean they don’t know about it or they thing it is not important for the
organization but documenting the staff information about their job is very important its help
the organization to locate the specific HR in any particular time or in task.

Analysis and Findings of Recruitment and Selection Process for HR Department.

As the recruitment process is the integral part of the HRM department and the company
depends on the position of the recruited position so they need to make sure about the various
recruitment philosophy which should match with the organizational and the cultural goals the
company has to recruit those kinds of people who will adjust himself with the environment of
the company. That’s why there is a strong relationship with the organizational goals and
objectives with the various recruitment processes.
If the company hires the employees who are not efficient enough and they will not bring
anything productive to the organization. Rather than that they will be the source of extra
burden to the assigned position and the related working environment, so the company will
have to recruit the employees again after firing that persona and go through a newly oriented
recruitment process to recruit for that position which is the wastage of time, energy and money
of the company. So the recruitment should achieve the organizational and also the
departmental goals and objectives and in order to get it efficiently we have to hire skillful,
experienced and trained employees to make sure about the proper recruitment process to go
through the strict assessment and get the best applicant in the job fort the assigned position.
In my research in this part I found that recruitment and selection process for HR department is
very much standard except some point. Nothing is perfect in this world. In this part I analyze
about communication about the recruitment with HRD, mentions the job specifications while
recruiting employees, formalized job description for position, examiner are fair to all
candidates, recruitment and selection processes are easy, systematic recruitment process,
probation period, high turnover, equal opportunity, person job fit strategy, orientation program,
communicated career advancement opportunity etc. in most of the part I found satisfactory
feedback to my respondent, most of the part have above 40% positive respond. From that point
I can summarize that their recruitment and selection process for HR department is well
defined.
The company and the Human resource Department need to make all the necessary
arrangements to make sure that the right people are in the right place and to be assigned for the
right responsibilities or job. So the HRM should take all the initiatives to make sure that the
employees who are recruited are really productive and skillful enough to make all the
important decisions in the organization. So the relationship is very important and helpful for
the both the parties.
But some case like when a candidate dropout at the final selection round they do not get any
feedback regarding their weakness and future suggestions. Every respondent of my research
say SDF do not give this type thing.

Recommendations
From the above research found some drawbacks of SDF. For those some recommendations are
as follows:
1. SDF must help the employees to build employees’ competence and self-confidence
through training, feedback and recognition. “There is a very close relationship between
high job satisfaction and feelings of effectiveness on the job.
2. Communicate the value of the organization’s products and services, and the role the
organization plays in the marketplaces where it operates. “People with high job
satisfaction also report an extraordinarily high sense of mission, vision and passion for
their work.
3. Encourage and reward thoughtful risk-taking. “People with high job satisfaction also
score high on the desire to try novel approaches, face challenges and perform problem-
solving both individually and in groups.
4. Encourage positive workplace relations. “People who are highly satisfied in their jobs
report good feelings about their bosses, peers and coworkers.
5. Encourage meaningful rest breaks and light diversion. “High job satisfaction correlates
strongly with the feeling of having fun at work.
6. Interpersonal relations is part of the satisfaction of being employed is the social contact it
brings, so allow employees a reasonable amount of time for socialization (e.g., over
lunch, during breaks, between patients). This will help them develop a sense of
camaraderie and teamwork.
7. Most employees are looking for advancement opportunities within their own company.
SDF must help employee to find out the exact career path for them. Work with each of
them to develop a career growth plan that takes into consideration both their current skills
and future goals. If employees become excited about what’s down the road, they will
become more engaged in their present work.
8. SDF should show the difference in employee morale simply by taking the time to
recognize each employee’s contributions and accomplishments, large or small. Be
generous with praise.
9. SDF can improve employee motivation by improving employee confidence. Assign
individuals with tasks you know they will enjoy or will be particularly good at. An
employee who is successful at one thing will have the self-confidence to tackle other
projects with renewed energy and excitement.
10. SDF must make their questions in a way that has relation to the position as well as the
job.
 11. SDF must follow person-job fit strategy (selecting based on knowledge and abilities to
perform a particular job well without a lot of formal training) because it increases the
productivity as well as reduces the cost.
12. Career advancement opportunities must be communicated during the recruitment process
so that candidates can understand how to map his or her career path with the
organizations’ plan and program. When organizations set some career advancement
opportunities for the employees and it is communicated during the recruitment process,
then the employee feel well, which make them loyal, productive and efficient.
13. During the selection process, the candidates who are disqualified have some negative
feelings for the company. In that case the company may create a public relation who
communicate with those people and clarify as to why they were not taken and also where
the candidates have lacking. It also promotes a positive image towards the candidates.

Conclusions
The expression, Human Resource Management (HRM) is a relatively recent title for all aspects
of managing people in an organization. It represents a broad based understanding of the
problems of people and their management in an organizational context for overall
development. Growth in business, competition, size of operation, etc. led to the need for
attracting talented people with the view to reach the organizational objectives. This resulted
formulation of policies on HR planning, recruitment, selection, training, development,
performance appraisal, compensation management, etc. became pertinent. In addition,
government legislation, change in production and distribution methodologies, information
technology, etc. became relevant. As a consequence, the HR management functions can be
seen as an amalgamation of organizational behavior, human resource management (known as
personnel management in the recent past) and industrial relations and labor/workers
legislations.
In SDF over 3500 employees involve with their operation all over the Bangladesh and also in
foreign assignment. In my research most of time I found that SDF is very much careful about
their employee and also in their policy and procedure. As my research segmented into four. In
every segment most of my respondent satisfy with their position, environment, supervisor,
salary, policy etc. But I also found some lacking in some area like job security, they don’t have
written job description including qualifications, duties, reporting relationship and key
indicators, dropout candidate cannot get feed back regarding their weakness and future
suggestion etc. But I think SDF must concentrate on their weakness and make their policy very
effective for the employee