SB Garments Ltd.

                                                                     SFB # 00, Comilla, EPZ.
                                                                                                                                                      
   Table of Content:
Sl.                                   Including  Items
No
01 Introduction of HR
02 Objective  &  scope of HR
03 Vision & Mission statement
04 Policy – 1 :        HR  planning
05 Policy -  2 :        Recruitment and Selection 
06 Policy -  3 :        Job analysis, Job Description & Job specification
07 Policy -  4:         Training and development
08 Policy – 5  :        Wages & salary
09 Policy -  6  :       Deduction
10 Policy -  7 :        Working hour, holiday work & Benefits 
11 Policy -  8 :        Leave Management   
12 Policy -  9 :        Disciplinary Procedure’s  
13 Policy - 10 :       Performance Appraisal  
14 Policy - 11 :       Child Labor & Force Labor 
15 Policy -  12 :      Resignation    
16 Policy - 13 :       Retention
17 Policy -  14 :      Transfer & Re-join Policy and Promotion
18 Policy -  15 :       Health and safety
19 Policy -  16 :       Attendance
20 Policy – 17  :       Salary Advance
21 Policy -  18   :     Communications 
22 Policy – 19  :       Human Resource Audit
23 Policy – 20   :      Grievance
24 Policy-   21  :       Harassment & Discrimination
25 Policy -   22 :       Festival Bonus
26 Company License & Certificate
27 Ethical Compliance
28 Health & Safety
29 Environmental Compliance
26 Some Corporate Values

Introduction:
Practice of Human Resource Management (HRM) is getting more priority in this age of
knowledge economy in order to remain competitive in global market. Employees are the key
source of competitive advantage for business organization, as innovative and committed
workers can make dramatic changes in business performance and sustainability. Job
satisfaction is such a tool that improves the motivation and commitment of workers which
consequently leads to higher growth and productivity. Without satisfied employees, no
organization can achieve their business target as unhappy workers will never work for
progress and prosperity. On the other hand, job dissatisfaction raises worker’s voice and
creates unrest. Therefore, job satisfaction is essential to enhance peace and harmony at work
place as well as to ensure higher productivity.

The basic concept of HRM is to attract and retain the right person at right place in right time
with right remuneration. In garment HRM should appoint the skillful employee at the correct
place where HR expresses his capabilities because if we place sensitive people at spinning
production then he will face so many problems. For garment, it is compulsory that the
company treat the employee as an asset of the company. A simple human transformed as an
asset by selection of right person for right place & trained him and provide adequate career
development opportunity. HRM play just like a bridge between management and employees.
Traditionally, personnel management is concerned primarily with five basic systems –
recruiting, training, leave management, compensation & directing whereas if we integrate the
system to other organizational functions/systems with more concern on human aspect then
this term becomes HRM.

HRM is the phenomenon of late 19th century, when, with the growth of industrialization in
the West, the role of HR manager started to emerge. However, it gained importance in
1950’s, when Japanese used it as a strategic resource. That led to the coining of the term
HRM and the realization among the managements that an organized and militant labor force
was an essential requirement for efficiency and that a “Human approach” towards employees
paid greater dividends both at the organizational and
National level

Afterwards, HRM progressed to the center stage of the organization. Today, therefore in truly
world class corporations the HRM function has assumed a greater significance and plays a
comprehensive role in organizational management. Human Resource Management refers to
the policies and practices involved in carrying out the Human Resource aspects of a
management position including HR planning, job analysis, recruitment, selection, orientation,
compensation, performance appraisal, training and development, and labor relations. HRM is
considered as critical organizational resource that helps an organization to remain
competitive and sustainable. It is one of the important areas that influence a number of
employee’s attitudes and behavior such as intent to leave, levels of job satisfaction, and
organizational commitment .HRM practices have an impact on operational performance as
well as on employee commitment.

Objectives of HRM:
Whilst the precise HR objectives will vary from business to business and industry to industry,
the following are commonly seen as important HR objectives:

        Objective                                              HR Actions

Ensure human Pay rates should be competitive but not excessive achieve
resources are acceptable staff utilization minimize staff turnover measure returns
employed cost- on investment in training.
effectively

Make effective use of Ensure jobs have suitable, achievable workloads avoid too many
workforce potential under-utilized or over-stretched staff make best use of employees
 skills.

Match the workforce Workforce planning to ensure business has the right number of staff
to the business needs in the right locations with the right skills Effective recruitment to
match workforce needs Training programs to cover skills gaps or
respond to changes in technology, processes & market consider
outsourcing activities that can be done better and more cost-
effectively by external suppliers get the right number and mix of
staff at each location where the business operates in multiple sites
and countries

Maintain good Avoid unnecessary and costly industrial disputes Timely and honest
employer / employee communication with employees and their representative’s Sensitive
relations handling or potential problems with employees.  Comply with all
relevant employment legislation.

Scope of Human Resources Management:

Human resources are undoubtedly the key resources in an organization. The objectives of the
HRM span right from the manpower needs assessment to management and retention of the
same. To this effect Human resource management is responsible for effective designing and
implementation of various policies, procedures and programs. It is all about developing and
managing knowledge, skills, creativity, aptitude and talent and using them optimally.
Human Resource Management is not just limited to manage and optimally exploit human
intellect. It also focuses on managing physical and emotional capital of employees.
Considering the intricacies involved, the scope of HRM is widening with every passing day.
It covers but is not limited to HR planning, hiring, training and development, payroll
management, rewards and recognitions, Industrial relations, grievance handling, legal
procedures etc. In other words, we can say that it’s about developing and managing
harmonious relationships at workplace and striking a balance between organizational goals
and individual goals.

VISION STATEMENT

Company is dedicated to forming employees intellectually, morally and spiritually with rigor
and compassion toward lives of solidarity, service and success.

MISSION STATEMENT

The mission of the HRM is to assist the group of Company by developing and interpreting
human resources policies and by providing timely and accurate information on human
resources issues. The main areas of service include records management systems, hiring and
staffing procedures, benefits administration, training and development programs,
compensation administration, employee relations, affirmative action and compliance and
organizational diversity and cultural awareness initiatives.
Based on the above mission statement, the following goals have been identified:

1. Effectively implement the Company human resources management policy as it develops.

2. Implement record management systems to maintain computer and paper personnel files.

3. Evaluate staffing levels and hiring procedures for effective human resource management.

4. Provide consistent benefits administration to receive the best value for benefit dollars spent
and to provide employees with necessary benefit information.

5. Address training and development issues throughout the Group Concerned.

6. Develop compensation strategies to position salary competitiveness.

7. Improve employee relations throughout the Group.

8. Administer the Company affirmative action and policies and monitor compliance.

Develop and implement diversity and cultural awareness/improvement initiatives throughout

the Group of Company.

POLICY 01: HR Planning

The process that links the human resource needs of an organization to its strategic plan to
ensure that staffing is sufficient, qualified, and competent enough to achieve the
organization's objectives. HR planning is becoming a vital organizational element for
maintaining a competitive advantage and reducing employee turnover.

         Considering issues to compose HR Planning:

         Monthly production projection

         Monthly  export volumes
         Existent (if any) manpower.
         Transferred  manpower
         Outgoing manpower (in any way )
         Taking industrial Engineering methodology.

Above phenomenon’s keeping head is to build HR planning. Before production such a

planning is too enrolled with the system. After making planning we needs to be final approval
from the specific authority. Manager should collect first relevant data & after scrutinize will
furnish the last plan for executions.     

POLICY 02: Recruitment and Selection 

Recruitment  → The process of finding and hiring the best qualified candidate ( from within
or outside of an organization ) for a job opening, in a timely and cost effective manner. The
recruitment process includes analyzing recruitment of a job, attracting employees to that job,
screening and selecting applicants, hiring and integrating the new employee to the
organizations.
This company do not do any harassment & discrepancy and enterprise are equally treated any
ethnic, religion etc. during recruitment.

Manpower  requisition
equisition

  HR planning
  Recruitment Steps :                                                                
                                                                             

Interview calling

CV screening 

CV collection
equisition

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Medical Test

Final Selection

Skill Test

Interview Evaluation
 

                                                                                                                                                       
    

Induction

Joining

Offer Letter
                                                                     
Selection→ The process of interviewing and evaluating candidates a specific job and
selecting an individual for employment based on certain criteria. Employee selection can
range from a very simple process to a very complicated process depending on the firm hiring
and the position. Certain employment laws such as anti-discrimination laws must be obeyed
during employee selection.

Selection Steps: The selection process of any group is under below :

Selection Process

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Initial Screening

Comprehensive interview

Background examination (if required)

 

Physical examination (if required)

Completed application
                                          

Employment test

Permanent job offer

Appointment Letter
 

    

Appointment Letter
 

  Selection procedures:       
  All   staffs   / officer’s to above                   Workers at Factory
         Interview board will be consisted by 3          Five days ago of end months is to make
members. recruitment planning considering outgoing,
          Every board member will maintain machinery increase, projected production.
separate interview sheet where will focus          Circular for recruitment through poster-
band score & interviewer comments. banner, leaflet, declaration, reference etc.
         At least 2 members will conduct the          Proper background checking with
interview and candidates whole background, record.
education, experience, human skills etc. will          Check with reference and previous
be reflected on interview sheet. company.
         Board will seat at Corporate head office          After getting well will be done age
with prior notification .May be factory too. verification by reg. doctor with proper
         If necessary written test will be taken evidence.
for knowledge justification.          Then is to send for skill inventory to IE
         All interview sheets will be reviewed Department where section head will give
by HOHR for final approval of Honorable consent.
MD/CHAIRMAN. In this regards relevant          Efficiency percentage wise salary will
Director’s/DMD’s consent will remain. be negotiated by HRO where must approve
         Final signatory will give approval on by HOHR.
top one, if necessary authority may find          Then will be provided induction on
other second & third option evaluation. company policy regarding admin, HR,
         After approval selected candidate will benefit, welfare & above all compliance.
be informed by CHO HR for joining.          Factory HOHR can’t cross the
         After coming for joining at CHO, HR manpower budget but if necessary needs to
will be given induction about the company hire more than budget, must need CHO
policy for one day only. HOHR approval.     
For factory other staffs & production staffs
Recruitment will be performed as above
process.

Interview Board consist by -

         HOD or  Sr. representative

         HOHR or Sr. representative
         COO/DMD/MD/Hon. Chairman.

Special Note: 

         Every department should have individual organogram.

         This has to be approved by the Top Management.
         No people will be hired without approved organ gram.
         Factory cannot hire also without approved organ gram
         In an emergency factory can take interview for any staffs but will be finalized by Head
office, relevant interview sheet & other comments will be sent at CHO HRD for review for
acceptance.
         Original Personal file will be kept at head office & shadow file will go in Factory.  
         For workers service contract will be made as per labor law.
         Without below mention position too for other positions salary will be as per task gravity
which will be assessed by HOHR & HOD..
         After probation period appraisal will be raised for every employees for confirmation
based on HOD & HOHR assessment. The assessed sheet will be approved by
MD/DMD/CHAIRMAN.
         Appointment letter will be issued by HOHR for both categories.
         Probation period for any staffs would be 6 months but may be extended also 3 months
for non - performance. And workers probation period will be as per Bepza & labor law.
         Job confirmation/non-confirmation/with or without salary/promotion or without
promotion will be through appraisal format. 
         CV of Production support staff has to be come at HRD then HRD will take action to hire
the competent candidates. Selected candidate for which factory will be taken approval by the
concerned Hon. DMD (Deputy Managing Director)
         Any factory production staffs & workers will be recruited by the factory admin & HR
providing prior approval of COO if necessary COO will receive the MD/DMD/CHAIRMAN
consent in terms of budget less or more.
         Factory HR head will send manpower requisition considering present & forecasting
manpower status.

Salary breakdown: FOR STAFFS

         For officer – 14K to 18K

         For sr. officer – 16k to18K
         Executive – 18K to 25K
         Sr. executive – 25K to 35K
         Asst. Manager - 35K to 45 K      (all salary will be negotiable)
         Dy. Manager – 45K to 55K
         Manager – 55K – 70K
         Sr. Manager -70K-100k
         AGM - 100K- 130K
         DGM – 130K – 160k
         GM- 160 – 200k & more.

Efficiency wise salary breakdown: FOR WORKERS

         For  80 % above   A+  salary will be top grade of labor law
         For  70 – 80%       A    salary will be medium grade of labor law
         For  60 – 70 %     B+  salary will be medium/initial grade of the labor law
         For  50 – 60%     B    salary will be initial grade of the labor law.

POLICY 03: Job analysis, Job Description & Job specification   

                     Job analysis:  Job analysis is the procedure through which you determine the
duties of these positions and the characteristics of people who should be hired for them.
                     Job Description: A job description is an organized, factual statement of the
duties and responsibilities of specific job. In brief, it should tell what is to be done, how it is
done and why. 
                   Job specification:  A job specification is a statement of minimum acceptable
human qualities to perform a job properly. 
Above 3 components will be performed by HRD with proper Top Management
approval.

POLICY 04: Training & Development

► Definition 1- A learning process whereby people acquire skills, concepts, attitudes or
knowledge to aid in the achievement of goals.
► Definition 2- Training is used to indicate any process by which the attitudes, skills and
abilities of employees to perform specific goals.
Class of training:
         Induction training - training on COC of the company and customer at before joining.
         On job training – training on nonperforming of job through training need assessment.
         Skill development training – training on efficiency  increase on specific job
         Behavioral development training – training on attitude changing, integrity.
Development:  It means the total change of individual that may bring organizational positive
change.
Paychecks
POLICY 05: Wages & salary
     Wages:   A payment usually of money for labor or services usually according to contract.
      Salary:  A fixed amount of money or compensation paid to an employee by an employer
in return for work performed. Salary is paid, most frequently,
Payment Procedure’s:
         For workers’ wages will be paid on by 7th working days of every months. Along with
other payment like OT & others.
         For staffs (CHO & Factory) salary will be paid by Maximum 10th of every month along
with other relevant payment.
         Wages will provide as cash or other mode and salary will provide as cash/check or self-
bank account.
         Workers’ salaries are paying through mobile banking.
         Staff salary is paying through bank account.
         Resignation / termination/ any disconnection payment will be paid on 22th of current
months.
SALARY & OVERTIME STRUCTURE:
         For staffs salary breakdown :
         Basic = 60% of Gross
         House Rent & others = 40% of Gross
         Others/ conveyance = as company policy.           
For Factory workers wages breakdown
         For garments workers’ wages breakdown will be as per BEPZA rule/Labor code.

POLICY 06: Deduction policy

         The action of taking away something (such as an amount of money) from a total.
         Something (such as an amount of money) that is or can be subtracted from a total.
          The action or process of using logic or reason to form a conclusion or opinion about
something: the action or process of deducing something.
Area of deduction
         Stamp deduction – one stamp will be for one bill. (in case of ML benefit is considered 
last 3 months earnings, since this is one bill so stamp will be one not for  individual stamp for
every months.)
         Any advance deduction will be as per condition.
         Any penalty as per company COC and labor code.
         For any absenteeism for staffs/workers salary will be deducted will be from basic salary.
         One day leave 50% attendance bonus will be deducted.

POLICY 07: Working hour, holiday work & Benefits 

         4.1 for workers - daily working hour will be 8 hours as regular. For this work lunch will
be one hour. Daily OT will be 2 hours, such a way every workers will work 60 hours in a
week but it will not be more average 52 hours in a year. 
         4.2 workers will get one day off in a week.  For holiday work workers will get benefit as
per labor law.
         4.3 production staffs working hour will be as per workers working hour’s schedule.
         4.4 production support staffs will support up to the factory running schedule (factory
head of admin & HR will ensure their work calendar).
         4.7 Staffs will get one day off in a week, But during  work emergency  any staffs has  to
abide by  Top Management decision regarding staying .

POLICY 08: Leave Management Policy  

A Leave Policy is a set of rules, procedures and guidelines established by organizations in
accordance with applicable local laws, which govern the process, timeframes and reporting
procedures for time taken off work.
Leave or  time off policies determine the type and amount of time that can be taken off work,
how such time will be reported and paid, and the process for requesting time off. Without a
leave policy, it would be impossible for organizations to effectively manage their workforce
and appropriately allocate resources.
 A consistent and clearly communicated leave policy establishes the expectations of
employers and employees. Employees will know how much sick time they have, how to
handle time off in the event of family illness, whether or not they are paid for jury duty.
Class of Leave’s:
         Casual Leave                      : 10 days for staff & workers
         Medical Leave                   : 14 days for staffs & workers
Festival Leave                   : 13 day for all type of factory staffs & workers (determine by the
Factory Management, but have to take Top Mgt. permission)   
         Maternity Leave              : 16 weeks for factory staffs & workers.
One day average salary will be from the leaving date of before 3 months total earnings / total
days of work.                         
Earned Leave                     : One day leave for 22 working days and payment will be
immediate (of payable months) before month’s salary, working days of the month’s × earned
days. Workers will have it at exit time from the job but may be getting at one year end job as
per Management decision.
 Eligibility to get Leave:

         For casual leave any level of service like probation/ permanent employee will get casual
leave as per Bepza rule based on authentic ground.
         For sick leave any level of service like probation / permanent employee will get sick
leave as per Bepza rule based on registered doctor prescription or certificate.

Apply procedures:

         Before going in leave applicant has to apply for leave to the concerned HOD.
         Taking recommendation applicant will submit their application in HRD. HRD will
provide to applicant an acknowledgement slip.
If any reasons no possible to give application i.e. employee if like to take leave staying out of
office then applicant has to take permission from his or her HOD  over phone/email/text
/messenger etc. OR he or she will inform directly HRD.  HOD will inform his or her leave
case to HRD as well.
         After going in leave if employee want to extend leave then applicant has to send
application to HOD by register post.  On the other hand employer will send
acknowledgement to applicant’s address.
         HRD will maintain all procedures of leave.

POLICY 09: Disciplinary Procedures    

Written, step-by-step process which a firm commits itself to follow in every case where an
employee has to be warned, reprimanded, or dismissed. failure to follow a fair, transparent,
and uniform disciplinary procedure may result in legal penalties (damages) and/or annulment
of the firm's action.
A disciplinary procedure is a process for dealing with perceived employee misconduct.
Organizations will typically have a wide range of disciplinary procedures to invoke
depending on the severity of the transgression.
Disciplinary procedures vary between informal and formal processes. Informal disciplinary
procedures may not be codified and may be handled ‘discretely’ by a manager, while formal
procedures are more likely to be codified in a company handbook or employment contract
and followed closely by the employer because disagreement over handling could result in an
employment tribunal.
For serious transgressions, employees are likely to be suspended from work while the
disciplinary action is on-going.

Steps of procedures:

  Retrenchment – action for surplus employees within an organization.

  Discharge - broken health or physically unfit.
  Termination – action for any reason.
  Dismiss- action for doing any misconduct.
For above process maintain action for workers will be followed concerned Labor act.
But for action of all level staffs will be followed service contract i.e. since service isolation
period is one month’s notice for both parties the compensation will be considered as one
 month’s basic salary. Misconduct issues will be followed for all staffs & disciplinary process
for misconduct will be the same.

POLICY 10: Performance Appraisal.   

A performance appraisal is a systematic and periodic process that assesses an individual

employee's job performance and productivity in relation to certain pre-established criteria and
organizational objectives.
The process by which a manager or consultant (1) examines and evaluates an employee's
work behavior by comparing it with preset standards, (2) documents the results of the
comparison, and (3) uses the results to provide feedback to the employee to show where
improvements are needed and why.
Performance appraisals are employed to determine who needs what training, and who will be
promoted, demoted, retained, or fired.

Way of Performance appraisal:

  Check list system – this is very easy way to appraise

  360 degree approach – This is somewhat chital process, mostly not using in the organizations.
  Graphing process – one kind of mathematical process, tricky to appraise
  Pointing system - This procedure is mostly useful in the company. A certain format is attached
with the policy for the kind information. This format we can use any steps of employees like
job confirmation, special promotion / measuring skill, annual evaluation or final assessment.
FOR WORKERS we can use another pointing system format which is relevant his or her Job
responsibility that will provide by the factory HRD. As per appraisal financial enhancement
will be followed Minimum 5% of basic salary and other concerned clause as well as HOD
recommendation.
FOR ALL LEVEL STAFFS - since we will use appraisal format so as per point salary &
promotion (if) will be determined as well as HOD comments with recommendations.

POLICY 11: Child Labor & Force Labor   

Child Labor - the employment of a child in a business or industry especially in

violation of state or statutes prohibiting the employment of children under a specified age.
SB Garments Ltd. doesn’t allow employing any child who is under 18 years old.
Force Labor – SB Garments Ltd believes that every employee are equal and they are
very much having freedom. The company does not permit to work forcedly. Willingness of
employees will get priority to work.  

  POLICY 12: Resignation policy     

Purpose

The SB Garments Ltd. is committed to creating a working environment that will encourage
employees to become long-standing employees and possibly to remain with the SB Garments
Ltd. until their retirement. This policy sets out SBGL employees’ entitlements where their
employment ends by reason of their resignation or retirement from SB Garments Limited.
This policy also sets out processes to be followed by Bitopi Group and employees who are
ending their employment by reason of resignation or retirement. 

Scope
This policy applies to all employees of Bitopi Group Except casual employees, unless
otherwise specified. 

Policy

When an employee resigns from the employment with Bitopi Group the employee is entitled
to be paid in respect of the service contract but unused annual leave and long service leave
entitlements will be considered.
This policy ensures that the management of separation of employment through resignation
and retirement is appropriate, timely, fair and conformed with all applicable workplace
agreements and the contract of employment.
Procedures of Resignation & its Benefit’s
         A permanent employee shall be required to give one month’s notice, should be wish to
resign from the services of the company.
         An employee who resigns from service of the company but fails to give the required
notice shall surrender pay in lieu of such notice thereof.
         The employer shall accept the resignation if due notice is given or due payment in lieu of
notice is made or pay is surrendered in lieu of such notice.

POLICY 13: Retention Policy

PURPOSE

The purpose of this policy is to facilitate the retention of competent employees within the
department who are in possession of a proven and consistent employment track record.

Effective retention

To understand how to retain good employees, first need to know what they are looking for.
Today, the best employees want:

 Career development opportunities and a chance to grow in their chosen field

 Regular feedback on how both they and the company are doing
 A chance to contribute directly to the organization and be recognized for doing so
 Flexible work schedules that recognize their need for work/life balance
 A good salary or wage and an opportunity to increase it over time
 Benefits tailored to their individual needs.

Key strategies
Good retention starts from the time of hire employees to the time they leave company. See
how change some of employment practices can have a big impact on employee retention:

 Recruitment and hiring. Its worth spending time and effort on recruiting. When
there’s a good match between employees and organization, retention is less likely to
be an issue.
 Orientation and on boarding. Again, it’s worth having good practices in place.
Treating employee’s right in the critical early stages of employment has been proven
to enhance retention.
 Training and development. Training and development are key factors in helping
employees grow with your company and stay marketable in their field.
 Performance evaluation. When employees know what they’re doing well and where
they need to improve are both parties benefits.
 Pay and benefits. While today many employees tend to rate factors such as career
development higher than pay, good pay and benefits still count.
 Internal communication. Effective communication can help ensure the employees
retention.  Employees need to know—and be reminded on a regular basis—how the
organization is doing and what they can do to help.
 Reward – employees if get award for well perform for designated work   so that
employees feel motivated to work long days.

POLICY 14: Transfer & Re-join Policy and Promotion Policy

The purpose of the Transfer Policy is to provide greater opportunities for transfer from within
and to improve the upward mobility potential for qualified staff. The policy is designed to
provide equal employment opportunity to all employees and job applicants.
This policy is to provide scope to the employees where employees get opportunity to show
his more performance.

Procedures to Transfer
         Before transfer need consider about the competency of employees.
         Need consider on transferred places whether is consistent with the employees experience.
         Transfer will order by the HOD/Management where no employee’s objection will be
counted.
         Joining & remuneration will be same.
  
Re-join Policy – The Company is flexible to consider former employee those are worked
earlier as rules & regulations.

Steps to know for re-joining

         To see the previous  service record, performance level
         Loyalty and integrity
         As  rule exit
         Salaries flexibility.
         Up line recommendation and co-workers mind.

Promotion Policy-
A set of rules and guidelines set forth by a company or organization that outlines how
employees are to interact with potential customers in the promotion of a good or service. The
promotion policy helps the company keep control of the message it is sending about the good
or service, as well as to dictate appropriate actions that employees can take when dealing with
outside personnel.
Coverage
This policy shall be called (SBGL) Promotion Policy and shall be applicable to all regular
executives on the roles of the company including those who are out on deputation to some
other and are retaining lien in the company. 

Objectives
The objectives of the promotion policy and its procedure are:

a) To recognize and reward, merit and competence.

b) To develop existing executives to meet the future needs of the organization.
c) To improve organizational and functional effectiveness.
d) To provide career opportunities and a sense of fulfillment to executives of the Company.

Precondition of Promotion
         Performance appraisal – emphasis of HOD comments.
         Written & oral test report assessment
         Driving sense & contribution status.
         Integrity & morality.

POLICY 15: Health and safety

A health and safety policy sets out the general approach and commitment together with the
arrangements has put in place for managing health and safety in the business. It is a unique
document that says who does what, when and how. For the company should have some
policy on health security of current employees. This is one kind of employer’s obligations to
secure health related casualty. At factory will have some persuasion for factory employees as
per Local law & regulations? Some of this measure’s need to take regarding these issues is
below:

         Workers health ensuring steps- like medical room facility, first aid, doctor/nurse, contact
Bepza hospital for emergency treatment, insurance, health committee etc.
         Safety are included four points -  Electrical safety, Fire safety, building safety &
environmental safety- those are to be address  as per related laws & regulations.
         Product safety – this is to be measured as per customer requirement.
         In case of injury compensation will be as per labor code- 2006.
         Treatment – during working time for injury the cost of treatment will provide by the
company.
                     

POLICY 16: Attendance Policy

Regular attendance is essential to the Company’s efficient operation and is a necessary

condition of employment. When employees are absent, schedules and customer commitments
fall behind, and other employees must assume added workloads.
Employees are expected to report to work as scheduled and on time. If it is impossible to
report for work as scheduled, employees must call their manager before their starting time. If
manager is unavailable, a message should be left.

 If the absence is to continue beyond the first day, the employee must notify their manager on
a daily basis unless otherwise arranged.  Calling in is the responsibility of every employee
who is absent. 

At Factory procedures:    
         Working start time will decide by factory Mgt. considering surrounding factory
environment.
         Grace time may have max ten minutes, must be hidden.
         For full months attendance (no late, no leave & no absent) workers may have as
attendance bonus as surrounding factory status.
         During working time for part time leave is needed written permission from the factory
HR & Admin head.
         For any level staffs three days late will be treated one day absent in a month.

POLICY 17: Salary Advance Policy

Requests for salary payments in advance of any normal pay period may be granted only on an
emergency basis and after an employee has exhausted all other options or available recourse.
“Emergency” is defined for this purpose as an unforeseen event involving medical and life or
safety situations beyond an employee’s control. 

Eligibility to get Advance

         No advance is allowed at probationary period – may be special consideration on
emergency by the Managements.
         No advance will provide less one year service - may be special consideration on
emergency by the Managements.
         One employee eligible for maximum 2 time gross salary.
         Advance must obtain after giving monthly salary but not before 20th of the months.
         Adjustment will be finished in 6-12 months as that amount will be set. 

PROCEDURE:

1. To request a salary advance, an employee should submit a memorandum to her/his

supervisor indicating the nature of the emergency and the requested salary advance
amount. 
2.      Salary advances will be granted no more than twice in any calendar year.

3. If the supervisor agrees that a salary advance is warranted, based on the definition of
“emergency” above, he/she should send the employee’s memorandum to the Human
Resources Office recommending approval and explaining the reasons for the
recommendation.
 4. The Head of HR in consultation with the Controller will review the recommendation
and approve or disapprove the request, based on the criteria contained in the first
paragraph of these guidelines.
a)      If approved, the Head of HR will notify the supervisor, and the employee will be asked to
complete a “Request for Salary Advance” and submit it to the HR Office.
b)      If disapproved, the Head of HR will notify the supervisor and explain the reason(s) why.

5.      If approved, the HR Office will forward the “Request for Salary Advance” to the
MD/Chairman office for approval, after doing this request will go to accounts department for
disbursement.

6. The employee will pick up the salary-advance cash/cheque from the accounts dept.
upon being notified that the check is available.

POLICY 18: Communication Policy

Communication is the transfer of information and understanding from one person to another
person.
It is way of reaching other by transforming ideas, facts, thoughts, feelings and values. The
goal of communication is to have the receiver understand the message as it was intended.

Importance of communication
1.      Liaison with co-workers.
2.      Source of information.
3.      Instrument of passing instruction.
4.      Role in accomplishing planning, organizing. Leading and controlling.
5.      Better performance and job satisfaction.
Communication process
Sender             ►who is send message.
Receiver          ► who receive message.
Massage          ►information what is sent.
Feedback         ► response of the receiver.

Types of Communication:
  Upward – down ward
  Horizontal – vertical
  Lateral Communication

  Aggressive: when a person plays a role in the communication in which he/she has to
attack, to act first and win irrespective of the content and objective of the communication.

  Passive : when a person does not  express his or her  feeling and prefers to be silent and
lead the other person to guide the communication

Assertive: when a person is able to express his or her feelings and thoughts without hurting
the other person. An effective Management uses the combination of above style in
communication
 Ways of Communication: There are mainly three ways of communication IN PRACTICE.
SUCH AS -
Verbal Communication:
  Direct or face to face talking.
  Telephonic conversation.
  Briefing groups.
Nonverbal communication:
Written communication:
  Letter.
  Office memo.
  Office circular.
  e-mail-------
When verbal communication is applicable and effective?
  for collecting any important information
  to inform anybody immediately
  to convey greetings
  exchange views and opinion

When written communication is applicable and essential?

  to circulate any office order
  to inform management decision to all employees
  to take any administrative or disciplinary action
  to convey any policy or procedure
  to circulate any rules, regulation or law
  request for sending something officially

POLICY 19: Human Resource Audit.

Human Resource Audit is a comprehensive method of objective and systematic verification

of current practices, documentation, policies and procedures prevalent in the HR system of
the organization. An effective HR audit helps in identifying the need for improvement and
enhancement of the HR function. It also guides the organization in maintaining compliance
with ever-changing rules and regulations. HR audit, thus, helps in analyzing the gap between
‘what is the current HR function’ and ‘what should be/could be the best possible HR
function’ in the organization.
Though HR auditing is not mandatory like financial auditing, yet, organizations these days
are opting for regular HR audits in order to examine the existing HR system in line with the
organizations policies, strategies and objectives, and legal requirements. HR auditor can be
internal or external to the organization.
Purpose of HR Auditing:
The purpose of the HR Audit is to conduct a more in depth analysis of the HR function to
identify areas of strength and weakness and where improvements may be needed. Conducting
an audit involves a review of current practices, policies, and procedures, and may include
benchmarking against organizations of similar size and/or industry. Areas that should be
audited include:
-            Legal compliance.
      -       Record
      -       keeping (personnel files, applications, etc.)
      -       Compensation/pay equity
      -       Employee relations
      -       Performance appraisal systems

Audit procedure:

  Compensation Policy

Auditing compensation, benefits and pay practices requires use of employee census records
and, in some cases, employee personnel files to determine that employee qualifications and
credentials match the company’s staffing models. Audits concerning pay practices also
require salary data, which can be obtained from numerous sources. In a compensation audit,
human resources staff study occupational groups and individual positions to ensure
employees are compensated for comparable work according to tenure, performance and
qualifications.

  Management Performance

Supervisor and manager performance audits can be rather subjective; however, they can be
done relying on quantitative measurements such as reviewing employee files to determine the
number of times managers provide employee feedback. Organizations that require regular,
ongoing feedback from managers often codify their requirements in leadership training
manuals or within performance standards for managers. Human resource staff can then
review employee files to determine if managers are providing employees with the level of
continuous feedback necessary to maintain performance levels.

  Legal Fees

The human resources process for auditing compliance with state employment laws includes
reviewing employee relations files. When conducting an audit for compliance with equal
employment opportunity policies, human resource staffs examine the types of complaints
employees file.
Employee relations staff responsible for investigating workplace issues is usually
knowledgeable of the most effective ways to audit employee relations matters as well as the
best methods for measuring the integrity of an employee relations program. Overall reduction
in legal fees is considered a valid measurement. Auditing the amount spent in legal fees
requires access to employee relations files and human resources budget information for
expenditures related to settling employment disputes.

  Employment Eligibility

Employment eligibility audits are common human resources audits – whether they are
performed in house or external. to verify the employees domestic performance by asking
employees up line or his or her co-workers.
POLICY 20 : Grievance Policy

1. - An actual or supposed circumstance regarded as just cause for complaint.

- A complaint or protestation based on such a circumstance: The warden addressed the
inmates’ grievances.
2. Indignation or resentment stemming from a feeling of having been wronged.
3. - The act of inflicting hardship or harm.
    - The cause of hardship or harm.
4. A real or imaginary wrong causing resentment and regarded as grounds for complaint
5. A feeling of resentment or injustice at having been unfairly treated
6. Affliction or hardship
Grievance Procedures:
1.      At any grievances by the employees will be reported at his/her direct supervisor
written/verbal. If up line solve the issues protectively no need to forward to the HOHR or his
representative (must be informed to HOHR) but in fail he will discuss with the HOHR for
permanent solution. HOHR will just information to the Top Management regards issue &
solved.  

2.      At Factory : see bellow grievance cycle 

                                        

Top management

Welfare officer
                       
                                                                                                                                
               

Grievance issuer

Head of HR, Admin & Compliance.

Deputy Manager Compliance

 

POLICY 21: Harassment & Discrimination Policy

The employer is committed to offering all employees a workplace that treats people with
dignity and respect. The Harassment and Discrimination-Free Workplace Policy supports a
respectful workplace that recognizes and welcomes differences, promotes diversity,
encourages communication and employee engagement, offers feedback and recognition,
supports collaboration and team work, and provides a safe and healthy workplace for all.
The employer is ultimately responsible for providing and supporting a harassment and
discrimination-free workplace for all employees. All employees are expected to carry out
their duties in a respectful manner.
This Policy encourages managers and employees to deal with harassment and discrimination
at the onset. This Policy does not restrict the employer’s right to manage the workplace.
Harassment and discrimination do not include supervisory and management actions, such as
the assignment of work, performance reviews, coaching, and disciplinary action, when
conducted in a respectful manner and in good faith for valid reasons.

Policy Statement

All employees are entitled to pursue their duties in a respectful workplace. The employer will
foster a respectful workplace through the prevention and prompt resolution of harassment and
discrimination. The employer will provide a forum for resolving harassment and
discrimination early and make available a means through which employees can seek
resolution options to address harassing and/or discriminatory behavior.
Harassment and discrimination are unacceptable and will not be tolerated. When harassment
or discrimination has been determined to have occurred, disciplinary action, up to and
including dismissal, may be taken.

POLICY 22: Festival Bonus Policy

In Bangladesh, as per Bepza rules every employee having completed a minimum of six
months continues service, shall be entitled to two months basic wages as festival bonus in a
year payable in two installments i.e. one on the eve of Eid-ul-Fitre & the other on the
occasion of Eid-ul-Azha.

Company License & Certificates-

  Collect the necessary company license & certificates like environment certificate, group
insurance policy, fire license, industry license, trade license etc. and keep the copy in
department to place where required.
  Water test report for drinking water.
Ethical Compliance-
  Ensure that HR is following company recruitment policy & prohibit child labor.
  Ensure that every worker’s getting service contact letter as par law from HR & workers are
well aware about the same.
  Ensure minimum wages according to Bepza Instruction/law.
  Ensure training to all workers about company policy, worker’s right, working
environment, leave policy & procedure etc.
  Ensure HR is maintaining the personal file with all relevant documents for each individual
worker.
  Ensure that HR & Accounts is paying the wages/salary within legal time limit.
  Follow up the leave benefits, leave procedure, compensation benefits & other workers
benefit is maintaining by HR. 
  Ensure the disciplinary procedure is following by HR according to law.
  Ensure that the production management is following the working hour limit as par law.
  Ensure that the CT-Pat Related Policy & Procedure in factory.

Health & Safety-

  Ensure working place clean ness keeping by admin department.
  Ensure working place Safety.
  Ensure that production management is following the using of personal protective
equipment (PPE) by all relevant workers.
  Ensure that all user are aware about the using of personal protective equipment & also
aware about MSDS for all harmful substance.
  Ensure Machinery safety is following by maintenance section.
  Ensure fire safety is following by fire & safety section.
  Ensure fire drill training program is following by fire & safety section.
  Monitor & ensure all safety equipment are workable & can use whenever necessary.
  Ensure treatment by company doctor to all the workers whenever they required.
  Ensure using of fast aid equipment whenever necessary.
  Ensure training to fast aid team members.
  Ensure supplying pure drinking water to all workers.
  Arrange training to all workers for awareness for all above issue.

Environmental Compliance-

  Ensure work place environment as required by law.

  Ensure Effluent Treatment Plant water is not environment harmful. 

Some Corporate Values:

SB Garments Ltd core values are Presented Symbolically by – CARCLE

   C -    stands for Commitment

   A  -  stands for accountability
   R -   stands for Respect
   C -   stands for Challenge
   L -    stands for Loyalty
   E –    stands for excellence

ZERO Tolerance of SB Garments

  Dishonesty
  Stealing
  Sexual scandal
  Grouping

Some Corporate Facility –

  Local & abroad professional training- may be taken based on below:

  Senior most potential candidate

  Considering organizational benefit
  Training  importance
  Pioneer role player within the Organization.

  Special trip for better performance – based on below:

  Most experienced  employee

  Best performer
  Organizational benefits  viability