Part –I Introduction

1.1 Introduction
Berger is one of the oldest names in the paints industry and the country’s major specially
paints business with products and ingredients dating back more than 200 years to 1760. Louis
Berger, a German national founded dye and pigment making business in England. Louis
Berger and Sons Limited grew rapidly with a strong reputation for innovation and
entrepreneurship culminating in perfecting the process of making Prussian blue a deep blue
dye , a color widely used for the uniforms of many European armies .Production of the dye
and pigments evolved into production of paints and coatings ,which till today ,remains the
core business of Berger .The company grew rapidly by establishing branches all over the
world and through Berger and acquisitions with other leading paint and coating
manufacturing companies.
Berger’s mission in 2008 was to increase its turnover by 100% with the next five year. To
accomplish this Berger promotes its sales department to increase the gross sales through
direct selling and developing substantial number of new dealers and projects. The company
can increase its sales by 35% in 2010. The company recently introduced a manual production
system called ‘   ‘ for the production of 27 slow moving shades of Robbialac Acrylic Plastic
Emulsion, 10 shades if Robbialac Synthetic Polyvinyl Distemper and 15 shades of Weather
Coat. As the averages monthly sales of these 52 shades are less than their batch sizes, these
are consider as slow moving items. So production of these shades from factory increase the
stock level which finally fixes the working capital and increase the product cost per unit.
Berger’s one of the prime objectives is to provide best customer support-connecting
consumers to technology through specialized services like free technical advice on surface
preparation, color consultancy, special color schemes etc. To bolster customer satisfaction,
Berger has recently launched Home Decor Service from which once can get an array of
services pertaining to painting.
1.2 Definition of Paint
The general definition of paint that I learnt is that, paint is a mixture of chemicals which
creates color, increases beauty and protects from fading away when it is implemented on a
surface. The functional definition of paint that I learned is that, paint can be described as any
fluid material that can be spread over a solid surface and dried or harden to an adherent,
coherent, colored skin or film.

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 Part – II Organizational Structure
2.1 Background of the Organization
Berger is one of the oldest names in the paints industry and the country’s major specially
paints business with products and ingredients dating back more than 200 years to 1760. Louis
Berger, a German national founded dye and pigment making business in England. Louis
Berger and Sons Limited grew rapidly with a strong reputation for innovation and
entrepreneurship culminating in perfecting the process of making Prussian blue a deep blue
dye , a color widely used for the uniforms of many European armies .Production of the dye
and pigments evolved into production of paints and coatings ,which till today ,remains the
core business of Berger .The company grew rapidly by establishing branches all over the
world and through Berger and acquisitions with other leading paint and coating
manufacturing companies.
Berger Paints began its painting in Bangladesh since independence. And this has been a
footstep to bring more than 230 years of global paint industry experience into Bangladesh.
Over the decades, Berger has evolved to becoming the leading paint solution provider in this
country and has diversified into every sphere of the industry – from Decorative Paints to
Industrial Coatings, from Marine Coatings to Powder Coating and what not.
To give a comprehensive and sustainable painting solution to the need of the industry, Berger
has invested more on technology and Research & Development (R & D) than any other
manufacturer in this market. It selects the raw materials from some of the best known names
in the world: MITSUI, MOBIL, DUPONT, HOECHST and BASF are a few to name. The
superior quality of Berger’s products has been possible because of support from its advanced
plants and an international-standard of strict quality.
Investment in technology and plant capacity is even more evident from the new factory of
Berger Paints Bangladesh Limited at Savar. The state-of-the-art factory is an addition to
Berger’s capacity to make it the paint-giant in Bangladesh. Not to forget about the first
Double Tight Can manufacturing unit in its Chittagong factory. All, together with devotion
into R & D to make it the reputed center of Basic & Applied Research in paint and Resin
Technology, proof the commitment that Berger has for this industry.
With its strong distribution network, Berger has reached almost every corner of Bangladesh.
Nationwide Dealer Network, supported by 7 Sales Depots strategically located at Dhaka,
Chittagong, Rajshahi, Khulna, Bogra, Sylhet and Comilla has an unmatched capability to
answer to paint needs at almost anywhere in Bangladesh.

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The sheer innovation and development drive is reflected on the various products Berger has
so far launched in this market. The product range includes, specialized outdoor paints
protective of the worst weather conditions, Color Bank, superior Marine Paints, Textured
Coatings, Heat Resistant Paints, Roofing Compound and Epoxies. In each of the product
category, Berger has always been the pioneer and will continue to do so proudly.
Berger’s one of the prime objectives is to provide best customer support-connecting
consumers to technology through specialized services like free technical advice on surface
preparation, color consultancy, special color schemes etc. To bolster customer satisfaction,
Berger has recently launched Home Decor Service from which once can get an array of
services pertaining to painting.
With world class range and durability, Berger is always ready to answer to all weather
condition
2.2 History of the Organization
Berger is one of the oldest names in paint industry tracing back to 1760.
Lewis Berger, a German national, founded dye & pigment making business in England.
Lewis Berger & Sons Limited grew rapidly with a strong reputation for innovation and
entrepreneurship culminating in perfecting the process of making Prussian Blue, a deep blue
dye, a color widely used for many European armies’ uniform.
Production of dyes & pigments evolved into production of paints & coatings, which till
today, remains the core business of Berger.
Berger grew rapidly by establishing branches the world over and through merging with other
leading paint & coating companies.
Berger has been involved in paint business since 1950 in Bangladesh when paints were first
imported from Berger UK and then from Berger Pakistan.
In 1970, Berger Paints Bangladesh Limited (BPBL) erstwhile Jenson & Nicholson had set up
its paint factory in Chittagong at an estimated investment of TK.4 million. The shareholders
were Jenson & Nicholson (J& N), Duncan Macneil & Co Ltd and Dada Group.
Duncan Macneil subsequently sold their shares to majority shareholder J& N group. The
Dada group’s share ultimately vested with the Government of Peoples’ Republic of
Bangladesh after the independence.
The name of the company was changed from J& N (Bangladesh) Limited to Berger Paints
Bangladesh Limited on 1st January 1980. In August 2000, J& N investment (Asia) Ltd
purchased Government shareholding. Now, Berger Paints Bangladesh Limited is 100%

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owned by J& N Investment (Asia) Limited, UK. With the passage of time Berger has
unfolded its kaleidoscopic wings into all kinds of paint solution be it Architectural paints or
Industrial coatings, Marine paints or Powder coatings. Berger has it all
2.3 The Company Profile
Origin                                      : United Kingdom
Registered Office                   : 43/3, Chtteeswari Road
                                                Chittagong- 4000, Bangladesh.
                                                Email:bergerbd@spnetctg.com
                                                Web:http//www.bergerbd.com
Corporate Headquarter           : Berger House
                                                P#-08, R#-02, Sector#03,
                                                Uttara Model Town, Dhaka.
                                                Email:info@bergerbd.com
                                                Web:http//www.bergerbd.com
Factory                                    : Dhaka factory- Nabinagor, Savar.
                                                Chittagong factory—27D, FIDC Road,
                                                Kalurghat, Chittagong.
Date of Incorporation             : 6th July, 1973.
Commercial Production          : 1973
Business Line                          : Manufacturing and Marketing of High Quality Paints.
Status                                      : Public Limited Company, Enlisted in both Dhaka And
Chittagong Stock Exchange
Position of the Industry          : 1st.
Percentage of Market Share    : 55%
Special Achievement              : ISO 9001:2000.

2.4 Mission
“We shall increase our turnover by 100% in the next five years. We shall remain socially
committed ethical Company.”
2.5 Slogan
“Berger- Trusted World Wide.
2.6 Spirit
“We undertake our quest with the enthusiasm of entrepreneurs, excited by the constant search
for innovation. We value performance achieved with integrity. We will attain success as a

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world class leader with each and every one of our people contributing with passion and an
unmatched sense of urgency.”
2.7 Strategy
Our strategy is to build long-term partnerships with the customers/consumers. With their
support, we aim to maximize the potential of our business – through a combination of
enhanced quality of product, service, creative marketing, competitive pricing and cost
efficiency.
2.8 Objectives of the Company
Objectives of Berger Paints Bangladesh Ltd. is as follows:
 To continue as the market leader by working in Harmony with Customers, Employers
and Employees.
 To achieve total consumer satisfaction by ensuring higher quality with reasonable
price.
 To bolster customer satisfaction from which one can get an array of services
pertaining to painting.
2.9 Functions Of The Company
Giving a far reaching and manageable painting arrangement are as Follows:
 Providing best client support.
 Connecting shoppers to innovation through specific administrations.
 Strong circulation Networking, Berger has achieved pretties much every edge of
Bangladesh.
 to guarantee the proposed dimensions of value are accomplished and kept up

2.10 Production Items of Berger Paints

The Product and Service range of Berger Paints Bangladesh Ltd. are as follows:
 Powder Coatings
 Home Décor

2.11 Color Bank

Berger Color Bank introduces you to the global way to paint with an unlimited choice of
shades to match your taste-instantly. The shade cards in Berger Color Bank stores are merely
indicative of the amazing choice Berger Color Bank can give you. The rest is up to your
imagination and your fingertips. Every Berger Color Bank store has a computerized color
tainting machine to help you choose and take home your own shades from our world class

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range of paints. Availability of your chosen shades is always ensured as the paint is created
and dispensed by the machine before your very own eyes.

2.12 Growth Measurement

Started operation
in Bangladesh
by importing
Establishment of
Paint from
Berger UK in Chittagong
1950 Factory in 1970 Named as Berger
Paints (BD) Ltd.
from Jenson &
Nicholson (J&N)
in 1980

BMRE in
Chittagong
Factory in 1991

Establishment of
Double Tight Can
Establishment Manufacturing
of Most Modern Plant in 1995
Sate-of-the-Art
Paint
Production
Plant in Dhaka
Construction of
own building
for the
Corporate
Establishment Office in Dhaka
of Powder in 2002
Coating Plant
in 2004

Source:www.bergerbd.com

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2.13 Organizational Structure
Like all other manufacturing organizations, BPBL has a conventional organization structure.
Generally six board meeting are called in BPBL during a year where chairman of the board of
Directors presided over the meeting .In BPBL several committees like the Audit committee,
Risk committee, Remuneration committee, Executive committee and the Purchase committee
are formed along with Managing Director (MD) and other Executive & non-Executive
Directors. These committees sit at least once a month to approve various proposals brought
by the management prior to implementation. All the proposals are initiated by the mid level
managers and then forwarded to the Managing Director (MD) through the head of the
divisions or departments. The company has also a legal problems faced by the company and
external auditors to conduct audit activities of BPBL.
There are four Non-Executive Directors, two Executives Director and ten Managers work
under the Managing Director (MD) of the company. Among the ten managers three directly
report to the Executive directors and other report to the Managing Director. The Managers of
each department monitor the work activities of subordinates, convey top management
decisions and provide necessary feed back to reach organizational goals and objectives. In
response the bottom level managers perform their responsibilities sincerely and report
regularly to their immediate superiors.
2.13.1 Future Prospect
The demand pattern of paints is department on economic growth of the country and
Government spending on infrastructure development. Being an election year Government on
spending on infrastructure development may be low due to potential uncertainty. However,
the booming situation in real Estate sector is expected to continue.
2.13.2 Major Competitors of BPBL
Berger paints Bangladesh LTD operates its business in a competitive environment with both
local and multi-national organizations. At present the company holds 55% market share
where as the rest of 45%market share holds by the other multi-national and local companies.
It’s clearly indicated that Berger paints Bangladesh Ltd is in the leading position  among all
other competitors in the paints industry .The majors participant of  the paints industry are ;
Asian  Paints, Elite Paints, Romana Paints , Roxy Paints , Aqua Paints , Pailac Paints ,Al-
karim Paints, Uzalla Paints, etc. Among this company only Asian Paints is multinational and
others are all local producers. Asian Paints striates its operation in Bangladesh very recently.
Already it diversifies its business with huge ranges of color and product verities.

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But still Berger paints Bangladesh Ltd holds its top position with strong distribution
networks, effective and efficient management team and human resource.
2.13.3 People at Berger
Berger paints Bangladesh Ltd, believe that ‘Our People’ are ‘Our Strength’.
These people who with their sheer hard work, dynamism and creative minds have made the
business succeed. Their professionalism, excellent teamwork and strong commitment to their
service, customers, associates and finally to the communities they live in, have enabled us to
remain as the market leader in the Paint industry.
We are proud of the dedication and loyalty of many of our employees who have been with us
for years. They have the in-depth knowledge of our business that only experience can bring.
We place high priority in developing our human resources. Importance is given on relevant
on-the-job, in-house and external training programs, so that our people are well equipped
with necessary skills. We augment those skills through appropriate use of information
technology in order to maintain our productivity and competitive edge.
Berger Bangladesh’s culture encourages professionalism, stimulates teamwork and promotes
innovation reinforced with highest ethical standard.
2.13.4 Working e Environment
Berger provides unarguably the best working environment in the entire painting industry.
They use most modern and efficient technology in their factory as well as in the office .The
physical infrastructure for their office building are well decorated and well equipped. The
company provides a lot of facilities; e.g. free lunch, car facilities for woman employees and
employees above manager level, house maintenance for high officials, transportation
facilities for executives working in the industry. In case of leave, they enjoy what is the set as
per the Government rule. The employees have the opportunity to take loan for sudden need
from the company. Besides the company provides employee benefits like employees
retirement, gratuity, staff provident fund, workers profit participation fund and so on. The
employees with experience of few years at Berger can easily get a lift at any other local
company.
2.13.5 Jobs Satisfaction in BPBL
There is a craze for being an employee of Berger group .The largest and most diversified
name in the painting industry of the country. Among all the paintings companies in the
Berger’s salary structure is better than other company. The accounts and finance department
in the Berger gets most priories and perhaps the head of this department paid highest among
all other heads of departments. The organizational culture, working environment, career path,

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salary package and some other things makes the craze for entry level to top level
professionals to be employed here
The group as well as the company is expanding, so there s always some recruitment in
proceeds. The environment may be either for entry level or any other position. Normally,
mass recruitment occurs for the entry level positions like executives for different
department .Most of the upper level positions are filled up through promotion from their
junior level.
2.13.6 Corporate Social Responsibility
To encourage the young arties in their endeavor, the company has started Berger Young
Painters Art Competition in 2008 and organized it the company. Over this period 3500
painting 500 unique art works including 60 awarded winning paintings were scrutinized and
displayed through exhibition.
To promote and inspire the young Architects, the company has been organizing biennial
competition for Young architects, since 2007 .The second event was during 2008. Besides in
2006, the company has sponsored a good number of socio culture development programs
organized by different social organizations.
The company facilities interns of different academic background to let them gain firsthand
knowledge and experience of the corporate world and thus groom the potential leaders of the
society.

2.13.7 Berger Prolinks

 The Building Professional’s Resource
Prolinks is Berger Paints’ response to a market environment that is increasingly driven by
technology and calibrated by expertise.
Prolink is aimed at placing the initiative in the hands of Builders, Architects and Engineers to
enable them to directly source innovative products and services.
Operating from Dhaka and Chittagong, the pralines team is entrusted with maintaining a
seamless interface between Paint Specifies and Berger Paints’ Sales, Marketing, R& D, and
Manufacturing functions.
The objective is to provide Specifies with complete basis for recommending coatings – data
bases, technical services, color consultancy, site inspection etc. Pralines experts assure
specific solution to specific problems, whether it is a particular shade that needs developing,
special climatic factors that need providing for, or application factors that have to be
observed.

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From know-how to leg work, the prolinks team delivers total support.
2.13.8 Environmental Issues
Berger strives to improve the world and the environment, and to provide peace of mind to all
the parties the company interacts with investors and shareholders, workers and specially
customers. IT is committed to conservation of the environment, the preservation of energy,
the development of manpower, and to improve living standards for employees.
 As part of Berger’s ongoing commitment to protect the environment, its treats the chemicals
and waste water in a modern effluent treatment plant  , ensuring that World Bank guidelines
for standards are not only meet, but surpassed.
 Power cogeneration means waste that heat is recovered and converted into stream,
which is used to provide critical production areas with chilled humidified air.
 Suppliers and specialists conduct training seminars for staff in this connection.
 Berger’s contributes generously to UN and local agencies to rehabilitee child workers

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 Part –III Recruitment & Selection Process

3.1 Recruiting
Recruiting is the process of discovering potential candidates for actual or anticipated
organizational vacancies. Or, from another perspective, it is a linking activity bringing
together those with job to fill and those seeking jobs.
3.1.1 The recruiting constraints
In a number of communities, local firms have a reputation for being in a declining industry,
engaging in practices that result in polluting the environment; poor-quality products, and
unsafe working conditions, or being indifferent to employees needs. Such reputations can and
do reduce these organizations abilities to attract the best personnel available.
In a job market were unemployment rates are low and where a wide range of opportunities
exist creating completion for these architects, engineers, clerks, workers a shortage results.
More over any job that is viewed as boring, hazardous, anxiety-creating, low paying, or
lacking in promotion potential seldom will attract a qualified pool of applicants. Even during
economic slumps, people have refused to take many of these jobs.
Internal organizational policies when followed typically ensure that all positions, other than
the lowest level entry positions, will be filled from within the ranks. Although this is
promising once one is hired, it may reduce the number of applications.
The government‘s influence in the recruiting process should not be overlooked. An employer
can no longer seek out preferred individuals based on non-job related factors such as physical
appearance, sex, or religious background.
Recruiting efforts by an organization are expensive. Sometimes continuing a search for long
periods of time is not possible because of budget restrictions.
3.1.2 Recruiting Sources
Certain recruiting sources are more effective than others for filling certain types of jobs. As
we review each source in the following sections:
3.1.2.1 The Internal Search
Many large organizations will attempt to develop their own employees for positions beyond
the lowest level. These can occur through an internal search of current employees. It helps
like-
 It is good for public relations.
 It builds morale.

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  It encourages good individuals who are ambitious
 It improves the probability of a good selection, since information on the individual‘s
performance is readily available.
 It is less costly than going outside to recruit.
 Those chosen internally already know the organization.
 When carefully; planned, promoting from within can also act as a training device for
developing middle and top level managers.
3.1.2.2 Employee Referrals
Employee referrals also may have acquired more accurate information about their potential
jobs. The recommender often gives the applicant more realistic information about the job that
could be conveyed through employment agencies of newspaper advertisements.
3.1.2.3 The External Searches

These efforts include

 Advertisements
When an organization wishes to communicate to the public that it has a vacancy,
advertisement is one of the most popular methods used.
 Employment Agencies
We will describe three forms of employment agencies public or state agencies, private
employment agencies, and management consulting firms. The major difference
between these three sources is the type of clientele served.
 School, Colleges, and Universities
Educational institutions at all levels offer opportunities for recruiting recent graduates.
Most educational institutions operate placement services where prospective employers
can review credentials and interview graduates. As well as we offer diploma
engineers to come for assessment. Through this we get service from them without
paying anything.
 Cyberspace recruiting
One of the newer arenas for locating resume of qualified employees is looking on the
Internet.
 Unsolicited applicants
Unsolicited applications whether they reach the employer by letter, telephone, or in
person, constitute a source of prospective applicants. Although the number of

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 unsolicited applicants depends on economic conditions, the organizations image and
the job seekers perception of the types of jobs that might be available.
3.1.3 Recruitment Alternative
3.1.3.1 Temporary help services
Temporary employees are; particularly valuable in meeting short term fluctuations in HRM
needs.
3.1.3.2 Employee leasing
Whereas temporary employees come into an organization for specific short-term project,
leased employees typically remain with an organization for longer periods of time.
When a vacancy is to be filled in through direct recruitment, it should be advertised in
newspapers.
Internal candidates are free to apply for any position advertised externally. They are subject
to the normal selection process and the best candidates are always to be selected as
objectively judged against the job responsibilities and person profile for the position. If any
internal candidate is selected for a position, she/he will be given continuity of service.

3.2 The Selection Process

The selection process is composed of number of steps. Each of these steps provides decision
makers with information that will help them predict whether an applicant will prove to be a
successful job performer. One way to conceptualize this is to think of each step as a higher
hurdle in a race. The applicant able to clear all the hurdles wins the race – victory being the
receipt of a job offer. And how long this takes varies. The process may take weeks.
3.2.1 Initial screening
As a culmination of our recruiting efforts, we should be prepared to initiate a preliminary
review of potentially acceptable candidates. This initial screening is in effect a two step
procedure:
 The screening of inquiries and

 The provision of screening interviews.

3.2.2 Completion of the application form

Once the initial screening has been completed, applicants are asked to complete the
organizations application form. In our country, the employer in paper form provides a
prescribed form.
3.2.3 Employment tests

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Organizations historically relied to a considerable extent on intelligence, aptitude, ability and
interest tests to provide major input to the selection process. Even handwriting analysis and
honesty tests have been used in the attempt to learn more about the candidate.
Employment tests is the better known written tests that attempt to assess intelligence, abilities
and personality traits as well as the lesser known performance simulation tests, including
work sampling and the tests administered at assessment centers.
 Written tests
Written tests historically have served as significant input into the selection decision.
This type tests are taken commonly while recruiting. General knowledge,
geographical knowledge, calculative power and psychological strengths are got from
the written tests.
 Performance simulation tests
Other type of written test is called simulation tests. The single identifying
characteristic of these tests is that they require the applicant to engage in specific
behaviors necessary for doing the job successfully. In contrast to the types of tests
discussed above, performance simulation tests should more easily meet the
requirement of job relatedness because they are made up of actual job behaviors
rather than surrogates
3.2.4 The comprehensive interview
Those applicants who pass the initial screening, application form and required tests are
typically given a comprehensive interview. The applicant may be interviewed by
interviewers, senior managers within the organization, potential supervisor potential
colleagues, or some or all of these.
3.2.5 Background investigation
Background investigation include contacting former employers to confirm the candidates
work record and to obtain their appraisal of his or her performance, contacting other job
related and personal references, verifying the educational accomplishments shown on the
application.
3.2.6 Conditional job offer
If a job applicant has passed each step of the selection process so far, it is typically customary
for conditional job offer to be made. Conditional job offers usually are made by an HRM
representative.
3.2.7 Medical Examination

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Physical exams can only be used as a selection device to screen out those individuals who are
unable to physically comply with the requirements of a job.

3.2.8 Job offers

For administrative purposes the offer typically is made by an HRM representative.
But that individual‘s role should be only administrative. The manager in the department
should make the actual hiring decision where the vacancy exists.
3.2.9 Selection of team members on short term contract
Where contract employees are being hired for a term of less than two (2) years, either the
position is advertised as normal or a streamlined process may sometimes be used. For the
streamlined process, a supervisor may recommend a person for recruitment and submit
his/her CV with other necessary documentation to manager, and then forwards it to the
relevant functional head that provides written comments and justification on the application.
Final approval is given by the Managing Director. If interviews are needed a local interview
team may be constituted.
3.2.10 Selection of permanent team members/ team members on contract of two years
or more
All prospective candidates are required to submit a written application for employment. The
Manager is responsible for processing applications.
Selection of permanent team members and team members on contract of two years or more is
undertaken by a Selection Committee. In the case of the job this committee is composed of
the members of the Board of Directors. The Board participates in the interviews of short
listed candidates but may delegate this task where appropriate. For all other positions, the
committee comprises the Managing Director and the Director. The committee may delegate
responsibilities where this is appropriate. For certain technical jobs the selection committee
may co-opt an external expert to assist them with the selection process.
Short listing and interviews of candidates are carried out by the Committee itself or by
officials who the Committee delegates responsibility to, in writing. Manager contacts the
short listed candidate/s and arranges interviews. Written tests may be conducted if the
members of the Selection Committee so desire.
3.2.11 Appointment, joining and induction
All offers of employment require the approval of the Managing Director. The appointment
letter specifies the terms and conditions of employment together with job responsibilities.

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The letter is issued in duplicate, one copy of which is signed and returned to the office as a
token of his/her acceptance of the offer.
Before commencing work the applicant must sign a Joining Report and, if they have left
another employer to join Berger Paint Bangladesh Ltd may present a letter from their
previous employer, which confirms their release from employment.
All newly recruited employees ‘up to the level of Manager in the Head Office is to be given
an induction program when they join. The induction program contains basic information
related to the organization, and information which the employee needs in order to familiarize
himself/herself with the organization‘s culture, norms, rules and regulations. During
induction, employees are introduced to relevant key personnel gain an understanding of
Berger Paint Bangladesh Ltd activities through field visits and given information and training
needed to undertake their role effectively.
3.2.12 Probation
The probationary period for newly recruited permanent employees is three to six (3-6)
calendar months. The probation period is considered as a trial period during which the new
employee and his/her supervisor has an opportunity to evaluate the employee‘s attitude and
performance under actual working conditions.
If during the probationary period the employee‘s performance is found to be unsatisfactory
his/her service is liable to be terminated without assigning any reason. The period of notice
by Berger Paint Bangladesh Ltd or by the employee during probation is two (2) weeks.
During probation, team members are entitled to a maximum of Six (6) days casual leave on
pro rata basis with no more than two (2) days being taken at one time. They are not entitled to
any other leave. Team members who become ill during the first six
(6) Months periods are entitled to the amount of sick leave accrued. Any extension of sick
leave is at the discretion of management and is normally to be charged to leave without pay.
Contract team members may have a contract review after six (6) months, which gives Barger
Paint Bangladesh Ltd and the employee the opportunity to terminate the contract, if desired.
Probation may be extended if the employee has not reached a sufficient standard in the job.
3.2.13 Confirmation
One month ahead of the probationary period there will be an appraisal interview with the
employee‘s supervisor. The interview is structured and conducted according to a format.
Following a successful appraisal interview, letter of confirmation is issued to the concerned
employee.

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After confirmation, the employee is considered as a permanent employee of Berger Paint
Bangladesh Ltd. The notice period for termination of employment is one month for
permanent team members
Part –IV
Training & Development, Companions & Benefits, Performance appraisal
4.1 Training and development
BPBL values their people and understands their needs for personal growth and career. They
provide people with appropriate environment and resources for growth, learning and
confidence are their priority. A career at Berger offers a chance to touch someone's life.
There are extensive training and development programs to enhance and update the skills and
knowledge of its human resources. Their commitment to training and development is a core
value. And they believe in polishing the skills and knowledge of an individual

It is the Company’s policy to provide appropriate learning opportunities to assist employees

in gaining job- related skills and knowledge that will contribute to improved performance and
career development.
Training involves employees acquiring knowledge and learning skills that they will be able to
use immediately and employee development involves learning that will aid the organization
and employee later in the employee‘s career.
Training and development is now a significant part for every organization to update and make
workforce competitive in the company to perform effectively and efficiently. Berger paints
Ltd would take training and development program for its every level of the workforce. It will
conduct based on the performance and base on the situation.
 Recognizing the need for change
 Determining training needs
 Establishing specific objectives
 Selecting training methods
 Implementing training programs
 Evaluating training programs
The following methods are general methods of training:
 Job instruction training
 Class room lectures
 Case study

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  Simulated training
 Business games
 Role playing
The training methods for the factory level workers would be:
 Apprenticeship training
 Job rotation
 Coaching and mentoring
Training and development can include everything from teaching employees basic reading
skills to advanced courses in executive leadership.
Training Options
 Personalized basic training
 2 hours practical training in the factory
 Personalized developer's training
 2 half-day sessions interactive training
 Advanced Training
 4 day interactive training session, detailed training on each textile and
paints components
4.2 Performance Evaluation
Performance Evaluation identifies training and development needs. Management pinpoints
employee skills and competencies that are currently inadequate but for which programs can
be developed to remedy. Performance evaluations can be used as a criterion against which
selection and development programs are validated.
Methods of performance evaluation:
 Critical incidents
 Graphic rating scales
 Behaviorally anchored rating scale
 Forced comparison
 Paired comparison
Performance evaluation serves a number of purposes in organization.
Management uses evaluations for general human resource decisions. Evaluation provides
input into important decisions such as:
 Promotion

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  Transfer
 Termination

4.3 Compensation & Benefits Policies:

Berger paints Ltd is concentrating on competitive compensation package for its all level of
employees to ensure to retain and motivates its employees. To gain competitive advantage it
has conducted salary survey. It is highly encourage performing its employees the best
because Berger paints Ltd will maintain performance based compensation system. On the
other hand, promotion and salary increment will obviously depends on the performance of the
employee in a fiscal year. Other allowances will be provided based on the organizational
hierarchy. The compensation packages of the company is discussing below:
Basic Salary
Basic Salary is the salary, which is paid by the company to the employees for work
performed. That means Basic salary is the Salary will provide based on the individual skills
and knowledge and the salary sheet is given in the appendix.
Festival Bonus
Employees will be given two annual bonuses in the two Eid Festival. Same as basic salary
bonus on two Eid Festivals each, which will be settled on the basis of their basic salary
Increments
An increment is defined as the increase in the salary according to the performance of the
employees. Elite paints Ltd would provide increment to the salary of the employees
according to the satisfactory performance.
House Rent
All employees of Elite paints Ltd would be provided 40% house rent of the basic salary to the
top-level management and for mid level and low level employees, up to 55% of the basic
salary.
Medical Allowances
To ensure that everyone within the company fill secure about their health related issues and
to be motivated towards the work Elite paints Ltd will provide BDT200 to BDT1, 000. From
the top to bottom every level of employees within the company will receive the same amount
of medical allowance in every month.
Utility Bills

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All employees of Elite paints Ltd would be provided utility bills which will include gas,
water, telephone and electricity bills. Utility bills are based on basic salary and it is variable.

Traveling Allowance and Daily Allowance (TADA)

Only lower level employees will get TADA allowance. Employee whose salary is below
BDT 10,000 will get this allowance BDT30 to BDT 50 per day.
Stock Option
Employee whose salary is above BDT 35,000 will get stock option.
Transportation Facilities
Employees whose basic salary is equal to or more than BDT 26,000 will get car facilities and
employees whose salary ranges from BDT 10,000 to BDT 25,000 will get company staff bus
facilities.
Benefits Policy
Employee benefits, sometimes called fringe benefits, are those rewards that employees
receive for being members of the organization and for their positions in the organization.
Unlike wages, salaries, and incentives, benefits are usually not related to employee
performance.
4.4 Performance Appraisal
Performance appraisal is a method by which the performance of an employee is measured
generally in terms of Quality, Quantity, Cost and Time. The roots of Performance Appraisal
can be found in F. W. Taylor's Time and Motion study. Performance appraisals are a regular
review of employee performance within organizations.

The aim of performance Appraisal of Elite paints Ltd will be

 Give feedback on performance to employees.
 Identify employee training needs.
 Document criteria used to allocate organizational rewards.
 Provide the opportunity for organizational diagnosis and development.
 Facilitate communication between employee and administrator.
 Form a basis for personnel decisions-salary (merit) increases, disciplinary action, etc.
 Validate selection techniques and human resource policies to meet federal
 Equal Employment Opportunity requirements.

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A common approach to assessing performance is to use a numerical or scalar rating system
whereby managers are asked to score an individual against a number of objectives/attributes.

Setting work standards

 Assessing the employee‘s actual performance relative to the standards
 Providing feedback to the employee with the aim of motivating that person to
eliminate deficiencies or to continue perform above par.
 The organization will use performance appraisals to get information upon which
promotion and salary decisions are made.

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 Part-V: Recommendations & Conclusion
5.1Recommendations
The following recommendations are formulated to address the proper recruitment and
selection process of BPBL.
 In request to guarantee the correct sort of enrollment and choice of staff implies that
Berger can know about the sort of aptitudes that they need a representative to have.
This implies Berger should be very explicit when they promote an opening. On the off
chance that Berger chooses to utilize the administrations of an office in the enrollment
and choice procedure, at that point he could be exact in their directions to the
enlistment expert.
 One of the most critical parts of the enlistment and choice procedure is to have a
reasonable structure for short posting contender for an opening. This implies Berger
could have some thought of what they need to see on an individual's resume or CV
and what sort of experience they anticipate that a potential representative should have
had.
 The recruitment and selection process is always easier if Berger can provide a
recruitment agency or recruitment consultant with a very specific brief on what they
want in an employee. They may also advise the agency/consultant of their own
processes of selecting the right candidate.
 Whoever interviews candidates for a position can be ready to provide feedback on
that interview, either to the candidate themselves or to the agency representing them

5.2 Conclusion
From the practical accomplishment and execution during the whole period of the practical
orientation in Berger Paints Bangladesh Limited I have reached a firm and concrete
conclusion in a very confident way. The realization will be in harmony with most of the HR
Management thinking. Berger Paints is the culmination of over seven-decade process of
evolution and growth that began in 1923. Appropriate Recruitment and Selection Process is

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an imperative concern for every company around the world. The strongly positive
relationship between HRM practices a wisdom way on how an organization can motivate an
employee to work efficiently. Thus, the organization needs to take a consideration about job
satisfaction and apply HRM practice in the workplace in order to reduce turnover and gain
the organization goals.
Reference
Books:
 Agarwala,Tanuja (2007),Strategic Human Resource Management, new edition,
Oxford University Press, pp.307-312.
 Anthony,William P. &Kacmar,K. Michelle (2009), Human Resources Management:
A Strategic Approach, 6th edition, Custom Publishing,pp.127-136.
 Bohlander,George W. & Snell,Scott A. (2009),Managing Human Resources, 15th
edition, South-Western Cengage Learning,pp.268-270.
Websites:

 www.bergerbd.com
 www.asianpaints.com
 www.wikipedia.org
 www.investopedia.org
 www.quickmba.com
 http://en.wikipedia.org/wiki/Book_value
 http://www.internationalnewsservices.com/view.php?id=2541
 http://www.newagebd.com/2008/may/30/may30/xtra_cover.html
Institutional Publications:
 Berger Paints Bangladesh Limited 2009. Annual Report
 Berger Paints Bangladesh Limited 20010. Annual Report
Others:
 Brochures of Berger Paints Bangladesh Limited.
 Operation Manual on HR Department of Berger Paints Bangladesh Ltd.
 Several reports in Berger Paints on Human Resource Management

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