INTRODUCTION:

ABOUT TH E COM PANY:

Unilliance it is not a garments company but a textiles company. Unilliance Textiles Limited is a home fashion manufacturer based in Bangladesh. It is placed at Shreepur, Gazipur. It has incorporated in January, 2010 with 16 acres land. The whole area is run by skilled expertise in different levels of organization. For an instance, the production building is apart from office building; again power generating and supply building is apart from water treatment plant. The product line of the companies are bedsheet, curtain, pillow cover, sofa covers etc. They export their product line abroad, and some of the re-knowned companies they work with are:y y y y

France: 3 Susses, Zucchi, Groupe Casino. Sweden: Recticel, IKEA. UK: Sandown & Bourne, Morris Phillips Group Inc., Argos. USA: Valley Forge Fabrics Inc.

Basically, Unilliance is an exporter of home products but soon, in 2011, it is going to start its retail business in Bangladesh. It is passionate for developing home fashion products in cheaper price. Now it has set its objective by strategic approach to work and provide innovative and reliable products and services to its global customers in the global market.

FIG. : UN I LLI AN CE TEX TI LE LTD. S P ROD UCTI O N HO USE

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HIST ORY OF UNI L L I ANC E:

Land acquisition started Land acquisition completed Project loan sanction Building construction started First L/C open Building construction completed Stitching production started First shipment (stitching) Gas connection established Processing production started Shipment with own processing

February,2006 January,2007 March,2007 May,2007 June,2007 February,2008 June,2008 June,2008 April,2009 May,2009 June,2009

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M I S S I O N S T A T E M EN T :
Mission statement expresses the purpose of an organization. The mission statement of Unilliance Textiles Limited is- we provide most innovative and reliable home fashion products and solution to our customers, being responsible to the society, environment and economy, while ensuring a sustainable, profitable and growing business which will add values to our shareholders , people and partners.

SLOGAN:
Slogan states us the specialty and uniqueness of the organization and its products. Slogan of the Unilliance Textile Ltd. defines about their innovative collection of different products and about their products- Innovations and reliabilities with responsibility.

VISION STATEMENT:
Vision statement tells the individuality of a company. A companys task can be identified by its vision statement. The vision statement of Unilliance Textiles Limited is- to be valued as one of the most progressive global companies in the home fashion industry for its innovation, reliability and responsibilities towards the stakeholders.

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Organization Chart CEO Managing Director

Corporate Affair Executive Director COO

Research & Developme nt

Strategic Planning Department

Head of Marketing

Management Information System

Head of Corporation s

GRC (Governance, Risk Management & Compliance)

Head of Supply Chain

Chief Engineer

Controller of Accounts

Head of Finance

Head of Human Resource

Quality Assurance Department

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OP E R

O N A L M A NA GE ME N T

Unilli nce Textile Lt i a company wit huge number of workers. The workers in Unilliance Textile Lt .work as teams. There are teams of nine or ten people in each team. The company conducts its operation in three parts or flows: y Weaving Flow y Processing Flow y Stitching Flow
W E A I G F L OW :

The company recei es the yarn from its supplier and processes the yarns into fabrics by their weaving partner. The flow diagram shows us that after the yarn is received from the supplier, it is delivered to their weaving partner. The company then receives the greige fabric from their weaving partner. After which they inspect the quality of the fabrics and after then it is stored and delivered to processing as per program.

Yarn Received from the Supplier

Delivering to Our Weaving Partner

Greige Fabric Received

Fabric Inspection

Deliver to Processing as per Program

Fabric Storage

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P R OC E S S I G F L O W :

After the weaving flow, comes the processing flow where the fabric is prepared for making the finished product. After the fabric is received it is unbailed. After which it is prepared for printing/dyeing by sinzing, desizing and bleaching. When the fabric is finished printing/dyeing it is folded and inspected and then delivered to the stitching section.

Greige Receive as per Program

Sinzing, Desizing and Bleaching

Unbailing

Preparing the Fabric for Dyeing/Printing

Printing/Dyeing

Fabric Finishing

Folding and Inspection

Delivery to the Stitching

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S TI TC IN G F LO W :

After the fabric is received from processing the company starts its main operation of making its final finished product. When the fabric is received, the fabric is delivered to the cutting section where it is cut and prepared for further processing. When the fabric is finished cutting, the fabric is being fed, that is, they are joined together in accordance to the product shape and style. After the fabric is finished fading. It is transferred to the stitching line where it is stitched in different designs and layouts. After the stitching is done the product is finished product is being inspect by the quality inspection team. When the quality is being inspected and quality is assured it is ready for folding and packing. Finally the product is made ready for shipment.

Receive Fabric from Processing

Delivered to the Cutting Section

Fedding the Fabric

Stitching Line

Inspection

Folding

Packing

Ready for Shipment

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QUA LI TY INS PE C TIO N:

The quality inspection is a very major task for any textile industries or companies. Unilliance textile Ltd. fashion is not behind these. They assure their qualities in every step. When they receive the yarn from their supplier they check the quality of the yarn and they only receive the yarn after only the quality is assured as yarn is the most core raw materials for the company. After that the quality inspection team inspects the greige fabrics which they receive from their weaving partner. Step by step, they check the quality of the processing function, the quality of the machineries used in production and finally the stitching.

M E THOD S OF QUA L ITY I N SPE C TIO N:

The company conducts their quality inspection in two main ways:

y Offli I p ti y Online Inspecti n

Offline Inspection: it is done through lab test. The product or a raw material that needs to be tested is taken to the laboratory where the quality is inspected through different machineries and equipments. In offline inspection only a sample of the product or raw materials are taken. Online Inspection: In online inspection the quality is checked on the spot. Another name for it is hand inspection. During online inspection each and every of the finished product are checked.

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HUMAN RESOURCE MANAGEMENT:

JOB ANALYS IS

JOB DE SC R IP TIO N :

y CEO / Managing Direct r: The CEO of the company looks after every details of the company and maintains a close association with different sectors of the company. He is responsible for determining the objectives and directing the organization through its long term goals. He makes the strategic plans, about the organizations future course of action and about how they should move on through a course of action and what could they do to excel at it. Their plans for the organization can vary depending on the different issues the company needs to excel at such as the expansion programs, and budgeting, new designs and new customers. Once he, along with the other sector heads, are done deciding the direction they are planning to take, they give the responsibility of implementing these plans to each of the division heads. The executive director, the head of corporate affairs, the head of strategic planning department, the head management information system, and the head of governance, risk management and compliance work under him, taking direct orders from him and giving their opinion to him to make company thrive and flourish. y Corporate Affairs: The corporate affairs manager is tasked with representing a company's brand and reputation in public, through both oral and written communications. Essentially, he is the face of the organization, interacting with employees, clients, the media and other stakeholders. The corporate affairs manager is responsible for all internal and external communications, including things like employee newsletters, annual business reports and press releases. The corporate affairs manager helps senior management implement adequate and effective compliance systems within the organization. A company may incur losses resulting from regulatory fines or lawsuits if it does not adhere to laws and regulations. The corporate affairs manager also ensures that employees abide by industry regulations, government rules, top leadership's directives and human resources policies when performing duties.

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y Strategic Planning Department: As a Director of Strategic Planning, one will be responsible to develop and lead the company through the long-term goals that are set by the CEO. He modifies and revises the planning that the CEO decides so that the company can work smoothly through it. His job is to identify critical issues/opportunities; develop strategic recommendations to management on how to optimize near-term growth. He provides support to the CEO as needed basis; develop presentations, speeches, and outlines; monitor industry trends and company news. He provides support to the strategic issues management process; identify and assess strategic issues; lead and participate and facilitate strategic discussion and where necessary, manage strategic initiatives. He also assesses new business opportunities; assess potential impact and formulate strategic recommendations in response to changes in the global export market. y Management Information System: Management information systems managers direct and manage various computer-related activities of a company. They construct business plans, oversee Internet and computer operations, assign projects to staff members, and direct the flow of work. They report to the top management, the CEO, of the organization. Management information systems managers need to have general management ability as well as specific knowledge of the firm's computer systems. They must have a thorough working knowledge of programming and systems analysis. They need to be able to communicate with all department heads in the company that require computer and network systems. They must be able to translate the requirements of each department into a workable computer operation. Then they must be able to instruct the information technology staff to carry out these procedures. Computer and information managers must ensure that their departments have the necessary machines and personnel to process information as it is needed. They develop budgets for their departments and plan for new equipment purchases. Managers must keep up with new developments in computers. y Governance, Risk Management and Compliance: Governance describes the overall management approach through which senior executives direct and control the entire organization, using a combination of management information and hierarchical management control structures. Governance activities ensure that critical management information reaching the executive team is sufficiently complete, accurate and timely to enable appropriate management decision making, and provide the control mechanisms to ensure that strategies, directions and instructions from management are carried out systematically and effectively. Risk management is the set of processes through which management identifies, analyses and where necessary responds appropriately to risks that might adversely affect realization of the organization's business objectives. The response to risks typically depends on their perceived gravity, and involves controlling, avoiding, accepting or
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transferring them to a third party. Whereas organizations routinely manage a wide range of risks (e.g. technological risks, commercial/financial risks, information security risks etc.), external legal and regulatory compliance risks are arguably the key issue in GRC.Compliance means conforming with stated requirements. At an organizational level, it is achieved through management processes which identify the applicable requirements (defined for example in laws, regulations, contracts, strategies and policies), assess the state of compliance, assess the risks and potential costs of non-compliance against the projected expenses to achieve compliance, and hence prioritize, fund and initiate any corrective actions deemed necessary.
y Executive Director / COO: The chief operating officer (COO) reports to the chief executive officer and is responsible for the companys day-to-day operating activities, including revenue and sales growth; expense, cost and margin control; and monthly, quarterly and annual financial goal management. He is in charge of directing the company operations to meet budget and other financial goals. He is also in charge of directing short-term and long-range planning and budget development to support strategic business goals. He has to establish the performance goals, allocate resources, and assess policies for senior management. He has to demonstrate successful execution of business strategies for company products and services. He directs and participates in acquisition and growth activities to support overall business objectives and plans. He participates in capital market development, including participation in road shows, bank meetings, analyst meetings, and more. He develops, establishes, and directs execution of operating policies to support overall company policies and objectives.

y Research and Development: This department reports to the COO and researches fabrics trends as they relate to the Unilliance. They support the development of fabrics and consistently contribute to the seasonal presentation of fabric direction to design and merchandising teams. They create, manage and maintain woven fabric development and sourcing process inclusive of sample yardage. They analyze, comment and communicate comments on fabrics reach desired fabric goals with capability to give technical guidance. They also design products and what type of design should be used and what kind of material would go best with a certain type of work. y Head of Marketing: They design, implement, and facilitate annual marketing plan for the firm. They support and facilitate development and implementation of marketing plans. They plan and administer the firms Marketing Operations budget; support development of regional marketing budgets. They organize and implement client relations including: client satisfaction surveys, client development activities, and special events. They work with prospective clients
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and write proposals for new business; participate in planning and presentation sessions, when assigned. They work with regional offices on designing and implementing prospecting and client contact systems. They develop and administer marketing database which includes client and prospect information, mailing list applications, access to financial reports, etc.

y Head of Supply: The head of supply chain directs the process which includes the planning of procurement, production, inventory control, logistics and distribution. He ensures that every step of the process is functioning effectively to avoid costly delays and lost sales opportunities. The supply chain manager's first and most important requirement is planning. Timing is very important in any supply chain. If one component is out of stock or unavailable at the exact point in which it is needed, then you do not have a cost -effective supply chain. The next requirement is communication. The supply chain manager must communicate his needs and objectives to line managers and key personnel in procurement, development/manufacturing, logistics and distribution. This will help the entire team understand the timing required and individual input necessary to make the process run smoothly. Any miscommunication of expectations could generate costly delays. Cost reduction and process improvement is an ongoing requirement for the supply cha in manager. If a service or raw material can be purchased cheaper from a new supplier, without jeopardizing quality, then the change should be made. If a process can be improved or sped up, then productivity could possibly be increased. This ongoing task is continually being examined within the supply chain itself. Cost reductions and increases in productivity usually equal higher profits. The supply chain manager must manage the relationships between many different vendors and information technology systems. She must keep the material or services flowing smoothly. In order to do this, the manager must have the cooperation of the company's vendors. Relationship building is important in maintaining this high level of service and quality. The manager must take responsibility for the logistics of returns as well. y Chief Engineer: The chief engineer directs and coordinates the engineer staff in formulating plans, designs and cost estimates of special manufacturing projects. They also provide instructions on estimated labor, equipment requirements and materials. The chief engineer will approve work orders and make sure that the work done by team members complies with applicable codes, building regulations and standard operation procedures. They may help design, plan and review blueprints for the remodel or new construction of sites. Chief engineers will assist with the engineer budget and delegate workloads to their staff.

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y Controller of Accounts: Controller of accounts is responsible for managing, reviewing and overseeing the accounting and reporting for 5+ investment partnerships and co-investment partnerships, including monitoring related investments. y Head of finance: The Director of Finance is responsible for planning, directing and controlling financial, hu man resources and administrative functions for the municipality by following municipal policies and procedures and in accordance with Federal and Territorial legislation. The Director of Finance reports directly to the Senior Administrative Officer and is responsible for managing financial, human resources and administrative functions. This includes preparing the budget; conducting financial analysis and preparing financial reports; developing and implementing an effective system of accounting; managing the payroll system and maintaining accurate and current bylaw records.

y Head of Human resource: The Human Resources Director guides and manages the overall provision of Human Resources services, policies, and programs for the entire company. The major areas directed are recruiting and staffing; organizational and space planning; performance management and improvement systems; organization development; employment and compliance to regulatory concerns; employee orientation, development, and training; policy development and documentation; employee relations; company-wide committee facilitation; company employee and community communication; compensation and benefits administration; employee safety, welfare, wellness and health; charitable giving; and employee services and counseling. The Human Resources Director originates and leads Human Resources practices and objectives that will provide an employee-oriented, high performance culture that emphasizes empowerment, quality, productivity and standards, goal attainment, and the recruitment and ongoing development of a superior workforce. The Human Resources Director coordinates implementation of services, policies, and programs through Human Resources staff; reports to the CEO and serves on the executive management team; and assists and advises company managers about Human Resources issues. His primary objective is to ensure the safety of the workforce, to develop a superior workforce, to develop the Human Resources department, to develop an employee-oriented company culture that emphasizes quality, continuous improvement, and high performance. y Quality assurance department: The main function of quality assurance manager in is there to ensure the smooth progress of manufacturing and marketing products. He or she should understand the processes in the company and then establish a rapport with the line staff to get the inside knowledge of
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the various processes involved, how they work and what could possibly go wrong at different steps. This would give him an insight of the maximum amount of work that can possibly be done in a single shift while keeping up the high standards of work. He needs to establish and maintain policy for documentation of all products and review documentation before it is sent out to external customers. He is in charge of implementing ongoing quality improvement processes working with interdepartmental teams. He needs to maintain product consistency throughout product cycle, to include the design, define and build phases through quality checkpoints and testing. He also needs to develop and manage quality assurance metrics for performance improvement of all teams. He has to anticipate program release problems and takes corrective action, escalating as needed, to resolve and achieve commitments. He also needs to assure the viability, functionality and effectiveness of essential tools.
y Head of Operations: head of operation is responsible of taking care of all the productions and making sure there are no problems while the clothes are being produced. He reports to the Chief Operating Officer, keeping him in check with all the day- to day activities that take place in the production site. He takes all the operational decisions, of the production site.

y Supervisor: The primary responsibility of an assistant manager is to act as a buffer between upper-level management and lower-level employees. Assistant managers are important because upper managers do not have the time to spend hiring people, firing people, carrying on ongoing training, and making sure the low-level jobs are done correctly. An assistant manager ensures that these things happen for upper management. y Line in charge: the line in charge in charge of seeing if all the work is done properly by the operators in a line. He reports directly to the supervisor. He has the responsibility of taking care of any barrier and trouble an operator comes face to face with.

y Operator: An operators work is in the production, producing textiles in this case. He is in charge of different types of work, such as in the stitch flow and many others, and he needs to see that he is doing his work properly.

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JOB SPE C IF IC A T ION:

y CEO / Managing Director: The CEO of the company need to have a minimum of five years of experience in business management, planning and financial oversight, a minimum of five years of experience in personnel management, including hiring, sup ervision, evaluation and benefits administration and a minimum of three years of experience working with a board of directors and committees. They should be a college graduate or equivalent experience. They should have proven skills in business and financi al management, demonstrated ability to work in a proactively diverse and inclusive organization, excellent, proven interpersonal, verbal and written communications skills, demonstrated ability to manage and supervise a staff team, demonstrated ability to multi task and work in a fast paced office setting, proven ability to cope with conflict, stress and crisis situations, effective problem solving and mediation skills, demonstrated ability to share skills and knowledge with others and proficiency with office computer equipment and software. y Corporate Affairs: A corporate affairs manager must have superior communication, leadership, organizational, interpersonal, written, verbal and analytical skills, and be able to respond well under pressure. He needs to have past experience in business management, planning and financial oversight. He also needs past experience in personnel management, including hiring, supervision, evaluation and benefits administration and with a board of directors and committees. He needs to be a college graduate or something equivalent. He should be able to manage and supervise a staff team and should have the ability to multi task and work in a fast paced office setting, and cope with conflict, stress and crisis situations.

y Strategic Planning Department: This position requires an MBA in science, marketing or finance from a business school with past industry experience or. Experience in strategic planning or a related discipline is preferred. Strong analytical and interpersonal skills; global perspective; understanding of the scientific aspects of global textile and biotechnology business are required. Candidate must also have a proven track record of accomplishment and experience of working effectively at a senior level. y Management Information System: A bachelor's degree and many years of experience are generally the minimum requirements to become a computer and information systems manager. Knowledge of programming or systems analysis
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is also essential. In small computer installations, people without degrees who have experience as programmers can move up to become computer and information systems managers. Some college graduates gain their experience by working as a manager's assistant. College courses in mathematics, programming, and business help students prepare for jobs in data processing. A master's in business administration (MBA) may also be necessary, especially for those who want to be a manager at a large company. Many companies have training programs for their computer personnel. The federal government also sometimes offers training to people hired in lower level computer jobs.

y Governance, Risk Management and Compliance: the governance, risk management and compliance employees need to at least business graduate with past experiences in this sector. They must have superior communication, leadership, organizational, interpersonal, written, verbal and analytical skills, and be able to respond well under pressure. They also need to have past experience in business management, planning and financial oversight. y Executive Director / COO: The COO should be excellent at interpersonal communications, public speaking, and presentation skills. He needs to have a solid working knowledge of budgeting, sales, business development, and strategic planning. They should have the ability to generate respect and trust from staff and external constituencies. They should have at least 15 years of experience, with 5 in an executive level position, such as general manager or vice president.

y Research and Development: research and development employees should have at least a Bachelors Degree. They should have 5 to 7 years of experience in retail industry with expertise in woven fabric development both domestic and overseas. They should have in depth technical knowledge in relation to weaving, printing, dyeing, finishing, treatments and washing techniques as well as mill capabilities. They should have the ability to drive processes with cross functional team members and have in depth knowledge of woven fabric constructions across a broad spectrum of fabric qualities. They should be creative strategist and should have an exceptional trend forecasting ability and excellent taste level and Eye for quality. They should be good at detail oriented with strong communication, organizational, and problem solving skills. They need to be computer literate in Microsoft office programs. y Head of Marketing: marketing head need to have 10 years of progressively more responsible positions in marketing, preferably in a similar industry in two different firms and should have experience supervising and managing professional staffs. They need to have Bachelors Degree in Marketing or a
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related field and Masters in Business or Marketing is preferred. They should be strong and effective communicator and should have highly developed, demonstrated teamwork skills. They should have the ability to increase productivity and continuously improve method s, approaches, and departmental contribution. They should be expert in Internet and social media strategy with a demonstrated track record and should demonstrate effectiveness in holding conversations with customers, customer evangelism, and customer-focused product development and outreach. They should have familiarity and skill with the tools of the trade in marketing including PR, written communication, website development, market research, product packaging, Microsoft software suite of products, visual communication software products, and creative services.
y Head of Supply: The head of supply chain should have a previous experience in this position and need to be a business graduate and masters graduate. y Chief Engineer: He should have a science degree or an engineering degree or equivalent degree from a four year college. He needs to have experience for four to five years of employment in a related position with this company or other organizations.

y Controller of Accounts: Controller of accounts needs to have a business graduate in the accountancy or equivalent degrees. They also need to have past experience in this field. y Head of finance: The Director of Finance is needed to be a business graduate in finance or something equivalent and have a masters degree in business or finance. He needs to have past experience in this field.

y Head of Human resource: The Human Resources Director needs to have 7-10 years of progressively more responsible positions in human resources, preferably in a similar industry in two different firms. They should have experience in supervising and managing a professional staff. Bachelors Degree in Human Resources, Business, or a related field is requires and Masters in Business or Human Resources Management or a related field preferred is for this position. They should have effective communicator in writing, business presentations and in interpersonal communication. They should demonstrate a high degree of confidentiality and unusual common sense. y Quality assurance department: He should have a science degree or an engineering degree or equivalent degree from a four year college. He needs to
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have experience for four to five years of employment in a related position with this company or other organizations.

y Head of Operations: head of operation should have a Masters Degree in management or equivalent degree. They should have the management capability within a high pressure manufacturing environment. They should have good understanding of continuous improvement methodologies . They should be excellent in communications skills. y Supervisor: They should be at least high-school graduate. It is preferred if they are promoted to this designation. They should have at least 2 years experience in this line of work.

y Line in charge: he should be at least a high-school graduate and need to have past experiences in this field. y Operator: An operators work is in the productions, so they need to have experience in this field.

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JOB E VA LUA T IO N:

y CEO / Managing Director: The CEO of the company is at highest position of the company and according to the job description he has the most work to do in the company and has to take all the difficult decisions in the company deciding on all the short term and long term goals of the company. So as the ranking of the job, we can specifically say that he earns the most of all in the whole company, which is somewhere around Tk.1.5- 2.5 lakhs per month. y Corporate Affairs: The corporate affairs manager works under the CEO reporting to him about all that is going on. As we can see in the organization chart and according to all other rankings, he is paid around Tk. 70,000 to 90,000. He is getting less than the CEO because his job requirement and his importance in the company allows him to get paid at this level. His subordinates will be given something around Tk. 50,000 to 65,000. y Strategic Planning Department: As a Director of Strategic Planning, one is required to make favorable long term decisions about the company so that the company can go on to work smoothly and dont have the risk of bankruptcy. He reports to the CEO and according to the ranking he is below the ranking but in the same rank as the corporate affairs, thus his remuneration is around Tk.70,000 to 90,000. y Management Information System: Management information systems managers direct and manage various computer-related activities of the company. He also reports to the CEO about any undesirable condition in the company. According to the organization chart he is also at the same level of the corporate affairs and earns also similar to them, Tk. 70, 000 to 90,000. y Governance, Risk Management and Compliance: Governance, risk management and compliance department also falls under the CEO earning the director around Tk. 70,000 to 90,000. His subordinates earn a remuneration of about Tk. 50,000 to 65,000. y Executive Director / COO: The chief operating officer (COO) reports to the chief executive officer and is responsible for the companys day-to-day operating activities, and reports to the CEO, and thus also earns around Tk. 70,000 to 90,000. y Research and Development: This department reports to the COO and researches fabrics trends as they relate to the Unilliance Textiles Ltd.. They earn a remuneration starting from Tk. 50,000. y Head of Marketing: They design, implement, and facilitate annual marketing plan for the firm. They earn a remuneration starting from Tk. 50,000. y Head of Supply: The head of supply chain directs the process which includes the planning of procurement, production, inventory control, logistics and distribution. They earn a remuneration starting from Tk. 50,000.
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y Chief Engineer: The chief engineer directs and coordinates the engineer staff in formulating plans, designs and cost estimates of special manufacturing projects. They earn a remuneration starting from Tk. 50,000. y Controller of Accounts: They look after all the accounts of the company and makes sure company has a good liquidity and that all the debtors are giving their money on time, and vice versa. They earn a remuneration starting from Tk. 50,000. y Head of finance: The Director of Finance is responsible for planning, directing and controlling financial, human resources and administrative functions. According to the organization chart they are in the same line as the controller of accounts and the chief engineer which is why they earn a remuneration starting from Tk. 50,000. y Head of Human resource: The Human Resources Director guides and manages the overall provision of Human Resources services, policies, and programs for the entire company. They earn a remuneration starting from Tk. 50,000. y Quality assurance department: The main function of quality assurance manager in is there to ensure the smooth progress of manufacturing and marketing products. They earn a remuneration starting from Tk. 50,000. y Head of Operations: head of operation is responsible of taking care of all the productions and making sure there are no problems while the clothes are being produced. They earn a remuneration starting from Tk. 50,000. y Supervisor: The supervisors earn around Tk. 20,000 to 40,000. y Line in charge: the line in charge earns around Tk.10,000 to 15,000 y Operator: An operator earns around Tk. 5,000 to 7,000.

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R E C R U ITIN G:

y To start the selection process first, the company has to go through a systematic investigation and documentation of duties, tool, equipments, conditions, and competencies need form the employee they are to hire, or also known as the job description. According to the job description, job specifications are made, which helps the selection process to take place. This job analysis allows the managers to categorize work so human resource planning can identify needs and wants and expectations of the manager more specifically. y After that the human resource team tries to find out if there is any one in the organization who can be suitable for the job or they should hire them from external sources. If they think that there is someone in the company, then they contact with them and check to find out if he/she would be interested enough to do that job or not, and if affirmed with the decision, then they can start talking about the transfer in the job and the salary that should be fixed for the employee. y However, if there is no employee who fits the job description and job specifications of the managers then the human resource team is needed to recruit the employee form external sources. y There are several recruiting channels available that the company can use. First of all comes the job postings inside the organization, or in the company newsletter or the intranet. Externally the company can use employee referrals, advertising in different news papers and in their websites, or through agencies. Another method that is widely used nowadays is the online recruiting, which is posting the job advertisement in job websites and then wait for the applicants to send their CV.

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SE LE C TION:

After the applicants have submitted their CVs, the next phase that entails is the selection process. During the selection process the large number of candidates for the job is narrowed down, and the potential competent employee is located and secured. The following process is taken by the organization to conduct the selecting phase.

STEP 1 :

All the applications are sorted and narrowed down according to those who met the minimum job specification. Those which met the job specification are kept for further processing, the rest are rejected.
IN I T IA L SC R E E N IN G-

STEP 2 :

The company then asks for the reference checks from the applicants to check if this applicant would be favorable for the company. Work samples are also asked to show so that, the suitability of the applicant is found out.
R E FE R E NC E C HE C KS

STEP 3 :

The candidates who remains after the step 2 are called for a interview, where the smartness and outgoingness of the candidates are judged. Candidates are also checked for their abilities in their work and their personalities are also judged so that they can as suitable for the company as possible.
INTE R V IE W -

STEP 4:

F INA L C A LL - After all these, final decision is made to select the right person for the job and a phone call is made to the competent employee who has been selected.

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TR A IN IN G A ND DE VE LO P M E N T:

The selected employees are then asked to come to the organization to start for their training for their job. Usually this period last for around 1 to 2 months. On their first day they are given an orientation, which gives them the idea about the company and its cultural and work environment. After the initial warming up session is done, the employees are sent for their training of the job. Different types of job needs different types of training. Some employees need mentoring before they start their work and some others require lectures, reading, and discussions with either the former employee or their supervisors. Audiovisual materials are also used at times to give the new employees idea about what kind of job they are going to do. If need, then sometimes computer based training is also given to the employees.

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EMPLOYEE PERFORMANCE EVALUATION SYSTEM

INTR ODUC TI ON

For years it is seen that in Bangladesh, labor strike has become a common dilemma in Bangladesh . Why should this not to be. There are no bonus incentives or promotion incentives Most of the textile industry in Bangladesh does not operate any employee performance evaluation system. Workers feel that they are not heard, they are not part of the organization. Minimal attempt is made by organization operating in large-scale products, for developing the organizational commitment on their employees. Similarly, Unilliance Textile Ltd. currently does not operate any performance evaluation system, or bonus incentives. Thus, below is a system for employee performance evaluation that we have suggested to Unilliance Textile Ltd. Our research on other companies in the same industry has shown that the employee performance evaluation system is done annually. The evaluation period is 2 months and workers are previously informed that they are being evaluated during the period. Our research also found that in Unilliance Textile Ltd., every employees are sorted out into teams. Thus, we have created our evaluation system accordingly. There are two parts of this evaluation: 1. Top hierarchy evaluation. 2. Worker evaluation. The Top hierarchy evaluation is a method to evaluate the performance of white-collar worker, i.e. everyone in the hierarchy of the organization except the labour-workers. For this evaluation, we developed 6F method. The other part, the worker evaluation is a method to evaluate the performance of bluecollar worker. For this evaluation, we developed a method called 2A2C.

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TOP HIERARCHY EVALUATION SYSTEM

6F Factors
Now-a-days performance management is a broad, sweeping, living systemcharacterized by ongoing interactions, feedback, mutual understanding and decision making. Based on the trends observed in year after year, performance management should continue to grow, playing an even stro nger, more diversified role in organizational and individual success. It is a very complex task to do. There is no specific method by which organization can do their employees performance management perfectly. But there are some indicators we identify when we analyze Unilliance Textile and two other garments. We have given the indicators a simple code name, 6F. 6F are the indicators which is easily applicable for garments or textile industries. It covers the most things which can evaluate almost perfectly. Now we are going to discuss what this 6F is and what it discusses in broad.

Famish for Work:

Famish for work indicates an employees willingness and devotion for his responsibilities. He or she allocates time and effort to priority goals, requirements and areas of opportunity and delivering projects on time and within budget and wish to start next job as early as possible. This quality derives a supervisor to his action or job. Famish for work can be identified if an employee has some particular qualities1. 2. 3. 4. Energy, Desire, Discipline, Attitude toward his work, etc.

Futuristic:
What we are doing now?- based on this question, he or she can suggest what we can do in our upcoming days to improve our organizations productivity. He can find out answer of, How to overcome or escape from the limitations? He can talk about the alternative strategic planning which can help the organization to reach its goal sooner than the assumed period.

Front runner:
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Front Runner is a kind of leadership quality. This quality makes a supervisor or a manager favorite to his upper or lower level employees. They like the way he performs his jobs and make his subordinates complete jobs. He shares his thought with his boss or higher authority. He is always ready to help his subordinates by providing mentoring, coaching, and inspiration. His styles of doing jobs motivate workers to their job perfectly. He trust his subordinates and listen what they are thinking, like- there problems or any suggestion towards the higher authority.

Flexible:
Flexibility is a very important characteristic of a supervisor or manager. It helps him to take the right decision in many situations. For example - Many times he has to work on under pressure. If that time he gets angry to his subordinates that will not going to work most of the time. He has to understand by which words he can make employee do work. But one thing is important that he do not show he is on under pressure.

Fluent:
Fluent is one of the characteristic which show persons integrity towards the organization. He dont feel bad to talk whether those words makes happy or hurts his upper or lower level employees. He talks for the prosperity of the organization. For example- he do not get biased by the others and can appreciate or warn his subordinates according to their performance.

Faithful:
It is very important thing to the employee you are going to evaluate is faithful to your organization or not. To evaluate a supervisors faithfulness organization have to examine some criterions like- he is working for the organization or not, he motivate his subordinates or not, he treat his organization as his own or not, he speaks for the organization or not, etc. Some activities of the worker shows his dedication to the organization like- in urgency he comes to office before the schedule time, leave the office after office hour to fulfill the organizations goal, he will sacrifice his optional leave or personal task for the organization. For example- a supervisors grandfather has died but the worker is sacrificing his leave only for the organizations benefit. By these 6f factors we try to relate every possible characteristics, likearticulate, knowledgeable, decisive, good leader, strong motivator, punctual, gets results, good budgeter, cooperative, professional, respected, task oriented, organized, takes initiative, good communicator, reasonable, good planner, evaluate effectively, and well known, which can add value to an employee.

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Up ard and downward evaluation

There are different assessment systems available to do perform management evaluation system in a proper way, such as- peer evaluation, upward evaluation, downward evaluation, 360- degree appraisals etc. But if we try to apply them all in an organization it will difficult. The reason is, there will be so much information what make things huge and complex. Thats why to generate a performance management system for Unilliance Textile, we select upward evaluation, which is a slight deviation from peer assessment as well as of 360-Degree appraisal, and downward evaluation, part of 360-Degree appraisal, method to appraise employees.

Upward Assessments method

Upward assessments are used in a large number of organizations. Because Unilliance textile is huge organization, we will use this method to evaluate employees. In upward evaluation method, blue colored workers will provide information about their supervisor, supervisors about managers, and managers about their senior authority and so on. In this method, employees provide frank and constructive feedback to their boss, like- they complete their job or not, what they say to their subordinates about his responsibility, he shares his ideas opinions or not, what they should do etc. In upward appraisal method we examine his behavior and attitude.

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Question

Famis h for work D

Futurist Flexibl Fluen ic e t

Front Runne r D

Faithf ul

How supportive is your coordinator of you? How approachable is your coordinator? WHAT IS YOUR COORDINATORS RESPONSE TO ANY MISTAKES YOU MIGHT MAKE? When you are open, does your coordinator listen?

D Does your coordinator recognize when you have done good work?

What is your coordinators reaction like in a crisis?

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Now we are going to show you a simple questionnaire by which we will find out superiors are fulfilling the 6F factors or not and will also see that how much proficient he is to get the appraisal.

Question How supportive is your coordinator of you? How approachable is your coordinator? WHAT IS YOUR COORDINATORS RESPONSE TO ANY MISTAKES YOU MIGHT MAKE? When you are open, does your coordinator listen?

Always

Most of the times

Sometimes

Never

Does your coordinator recognize when you have done good work?

What is your coordinators reaction like in a crisis?

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Downward Assessments method

Superiors do these assessments in downward assessments method. By this method we try to find out the attentiveness and the punctuality of subordinates. They are providing overtime in the crisis period without any cost or not, they talk about companys benefit or give suggestions about what is going on inside the organization etc. throughout this assessment we are going to use check list appraisal in most cases. So, superiors cannot give average tag to an employee. So that we can easily select who is doing his best in the organization. During assessing the method, we are going to emphasize on 6F factors. These factors will indicate us that the worker is having the qualities of a good worker or not.

Questions

Famish for work

Futuristi c

Flexibl Fluent Front Faithfu e Runner l

1. Is he capable enough to finish his work in time and adequate manner? 2. Does he try to come with new ideas or share his views for organizations excellence? 3. Does he want to know about the next project or next consignment? 4. Does he try to become involved in decision making or give suggestions to his superiors? 5. Could he capable to lead his team? 6. How he performs in crisis period? 7. How is his interaction with his coworkers and his subordinates?

D D D D

D D D D D D

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8. Does he sacrifice his personal tasks in the crisis period of the organization?

Now we are going to show you a simple questionnaire by which we will find out subordinates are fulfilling the 6F factors or not and will also see that how much proficient he is to get the appraisal.

Questions 1. Is he punctual? 2. Does he try to come with new ideas or share his views for organizations excellence? 3. Does he want to know about the next project or next consignment? 4. Does he try to become involved in decision making or give suggestions to his superiors? 5. Could he capable to lead his team? 6. How he performs in crisis period? 7. How is his interaction with his coworkers and his subordinates? 8. Does he sacrifice his personal tasks in the crisis period of the organization?

YES

NO

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WORKER EVALUATION:
We have deduced that the employees should not be evaluated by just one raters, but multiple as well. Thereby, we have established two approaches to evaluate the workers : Peer evaluation and Supervisors evaluation.

PE E R E VALUA T ION :

The Peer evaluation is a performance assessment in which coworkers provide input into the employees performance. In Unilliance Textile Ltd, all workers in lower level of hierarchy are sorted into teams. Thereby, in each team, each member would evaluate someone other than himself. The method of evaluation we suggest is called: 2A2C. In this evaluation, each worker would be asked to vote their perception of two best members of their team and two least performer of their team. The voters would remain anonymous, and we expect that this would help a little to minimize the politics and bullying. Then, those who would do the evaluation would calculate the total number of best and worst performers for each team and the information from this evaluation would help to detect ones that should be rewarded and ones that should be trained or motivated.

FOR C R E A TIN G T HE 2A2C , OUR S TR A TE GY I S THA T :

1. We expect that most of the workers would not be literate, despite the government rule. Thus, if they are given a questionnaire, they would not be able to read and grade it. Therefore, the best possible way to take their opinion is for them to just write the names of their coworkers. 2. If it is given to select just one member, then there will be too many names for the evaluation to do. If it is given for each employee to write 3 or more than three, then there will be too many names to work with. Therefore, we suggest to take only to vote 2 members as best and least performers. 3. As the employees are remained anonymous, we expect that they would write their own name first, and then they would think of writing the ones who they perceive to deserve the reward among their team. Their name would just be one vote, and this would be negligible to the total, and thus

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the one who is getting the most votes would be deduced to be the best performer of that team according to the workers perception. 4. Same as for the best performers, when workers would be given to be anonymous, the first name they would write is their rivals in that group, and the second one we deduce that they would think of writing the ones who they perceive is working lower than expected within the team. The name of their rivals would just be one vote, and this would be negligible to the total, and thus the one who is getting the most votes would be deduced to be the best performer of that team according to the workers perception. 5. For anyone who has a majority to be the worst performer in a team, however his statistics show that he is a good performer and has a good contribution to the organization, it can be deduced that the person is having trouble in cooperation and communication within the group. Thus such a person can be shifted to another team, and this would help to create efficiency within the team. 6. For this evaluation, at least one member from each team should be rewarded, for the workers to do the evaluation seriously. The one who is rewarded does not necessarily mean that the outcome of this method is the one to e rewarded, but this peer evaluation approach would help to give necessary information for giving the rewards.

ASSUM P TIO N :

The workers would take into account of every factor, such as performance, communication, coordination, faithfulness to the company, leadership, flexibility into account as the deserving best performers among themselves while voting.

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S AM P L IN G:

TEAM : A Serial no.1

According to you, the name

2 BEST Worker in your team

2 POOR WOR ER in your team

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THE S UPE R V ISOR S E VA LU A TIO N:

The workers would not be the only ones to do the evaluation. If all the power is given to the workers for choosing the ones to get bonus would cause a serious problem and increase politics, bullying and corruption. Votes can be bought and sold within the members of a team, and if only peer evaluation is done then the productivity level and efficiency would not be taken into account for. For these reasons, the supervisors evaluation is also necessary. The supervisors words should be taken into account to produce the overall evaluation of employees, however, their words of literature is not to be taken into account. The supervisor is to collect and report statistical record of each and every worker. These statistics would help to understand about the actual performance in terms of output and these data would be given to the representatives for the employee evaluation system. Some of the factors that should be given in the report are: 1. 2. 3. 4. 5. Per hour production Worker output Turnover rate Efficiency rate Whether the team has reached the level of standard of production expected from a team 6. Whether the team members has faulty output, detected during inspection

The rest of the factors are to be determined by the operation managers, according to their necessity.

OVE R A LL WOR KE R E VA LU A T IO N:

Both the peer evaluation and the supervisors evaluation are necessary to perform the evaluation of the workers in the lower level of the hierarchy of management. In this way, the power is split into two and so, the bonuses is not dependant to the willingness of the supervisor and also the workers are not their own boss.

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CONSEQUENCES:
After applying our evaluation methods we will select our employee of the month. For workers, we will mainly concentrate on their performance according to their efficiency. But before giving the initiatives we will discuss with the workers about what we should give to the employee of month in their relative level according to the hierarchy. For example, we will discuss with the workers (labors), supervisors, managers, and head of the department and so o
REWARD S :

After determining the best employees of different level we will give them money as bonus and in addition, their pictures will be hanged on organizations wall. We will also arrange training program in which best employees will act as an instructor. These will give them the feelings being a part of the organization, motivate them to work hard and other employees will get inspiration from these.

COR R ECT IVE AC TI ONS :

By doing the evaluation we will also be able to determine the employees those are least efficient. We will not going to fire them in first place. We will provide some training which will help them to improve their work and also motivate them. The training we will provide having two ways. 1. Training by the superiors and 2. Training by the best employees of the month.

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TR A IN IN G B Y THE S UPE R IOR S :

This form of training helps employees to know what exactly they should have to do in work field, how they can be more efficient, and what superiors want from them etc.

TR A IN IN G B Y THE B E S T E M P LOYE E S:

In this form of training best employees will share their views about the job- how they treat their job, what they think, and how they improvise it. Through this training weak workers will be self motivated when they look at the importance best employees are getting from the organization.

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EFFECTIVENESS OF THE SYSTEM:

a. QUA LI TY ASS UR ANC E : If the workers see that their performance in the

company could earn rewards in terms of bonuses, they would try to increase their productivity. On the attempt to do so, the quality of the product might hamper. However, Unilliance Textile Ltd. has very strict inspection for their maintaining their quality. Some random samples are taken in their laboratory to constantly check the standard of their quality, and each and every finished product goes through quality inspection. b.
OR GAN I ZA T IONA L B E HAV IOR :

Employees cannot perform the same level of performance consistently throughout the year. There are other factors such as mood and behavior that have an influence over their productivity. For example, a certain employee works on a moderate level of productivity. however, if the wife of that employee is sick in the hospital, and the employee is forced to leave her side and come to work because he is also entitled to earn the money to provide rations for his famil y, in such a period it is definite to expect a decline in productivity for that employee. If the employee performance evaluation is just based on their output, then in this crucial time his productivity would show very low and he might be miss interpreted by this information and it would be injustice to his actual performance throughout the year.

However, our method of evaluation system does not entirely depend only and directly on their daily performance efficiency or on their maximum and minimum level of efficiency. The evaluation system also detects other factors such as good in cooperation, leadership, coordination, flexibility and so on. Thus, our evaluation takes both efficiency and leadership factors into account for decision-making. c. If workers see that they stand in every team there stands a chance to be the best performers within the team, and when the reward is a financial reward, every employees would be encouraged to perform better. The knowledge that their performance is being evaluated would make them feel that the company is concerned about them and thus would make them feel more part of the

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organization. This should increase both the organizational commitment and the performance of each and every employee.

RESTRICTIONS:
We already know that until now there hasnt been any evaluation system found, that is 100% accurate, as evaluating an employee and their success not only depend on their work output and efficiency but also on internal states, such as their emotional state and well-being, and also their surroundings and their co-workers. Researches already have found that if a worker is doing their work in a comfortable and suitable work conditions then their efficiency would be better and that if their co -workers are warm and friendly enough then they have the motivation to work better in the work place. After considering all these factors we have found out that it is not always easy to find out what is hampering an employees efficiency, but we have tried our best to help the company find out what is affecting their employees efficiency through our evaluation system. However even our evaluation system has some constraints that are almost unavoidable, which we are going to discuss now. We know that before each years employee evaluation an employee is told about their impending evaluation so that the employees can know the standards through which they are being evaluated and they can prepare themselves for that. However, this means that the managers would find different behavior from different employees. One of two things usually happens. Either the worker who performed terribly throughout the year suddenly starts working very hard just to get a good appraisal, which would mean inconsistencies about their work. Another thing that results from letting the employees knowing about the evaluation being taken place is that teams plan in advance that they would all would underperform so that the management thinks that the standard that was set for them was too high. As a result that standard would be lowered, which would be an easy task for the team to perform and they would also earn the incentives by working less. Another factor that is very hard to avoid while doing evaluations is the biasness between peers and managers and their subordinates. This biasness can lead to an unreliable and conflicting result in the evaluation. These kinds of biasness can also be the result of office politics and different types of discrimination and bullying that can affect the result of the assessments that are done. There can be other different types of biasness during the evaluation. Such as the leniency error that occurs when an evaluator has a different kinds of values from the
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one he is evaluating, which can lead to conflict in their opinions and it can result in negative leniency or low evaluation. The opposite can also happen when the evaluator has common values with the other and has a positive relationship with them and thus is evaluating that employee high. Another type of biasness that frequently occurs during evaluation is the halo effect. This happens when an evaluator is influenced by one trait of the employee and assesses him in consideration of that. Such an employee has poor efficiency but he is always punctual which is very much liked by his peer, and he is influenced by this quality trait to give the employee a high evaluation. Sometimes evaluator may rate others in the same way he perceives himself. Such as if he thinks that he is aggressive in the same way he can think that the other employee is also aggressive. Sometimes evaluators may be reluctant to be accurate during the evaluation if he thinks that important rewards depend on the results of that employee. However, we can hope that these kinds of biasness can be detected and avoided on account of the supervisors word or his efficiency level; however we can never be too sure of anything which would then give us an incongruous result, and thus would make the evaluation system not accurate.

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CONCLUSION:
Employee Performance Evaluation System will make each and every employee of an organization to participate in the decision-making of Whom to give bonus and promotion to?. The employees would feel that there has not been biasness to this decision. This would make them feel part of the organization, and if such evaluation is made, they can give their feedback to the organization and be heard. Also, it also helps to detect those employees who need help to work, those who need training and those who need to be motivated. Moreover, if this is done the productivity of the workers is expected to increase. Despite the excuse of paperwork, the employee performance evaluation is beneficial to an organization in every way. The Unilliance Textile Ltd. is a very vast and developed company. The HRM sector in this company has already been established, which is one of the very few in Bangladesh. Thus this makes the employee performance evaluation system more easy to be established commenced. it is hoped that the suggested evaluation system would help Uniliance Textile Ltd. as much as it is planned to be.

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