Recruitment And Selection Process For Gsk 4s4j62

Letter of Transmittal Date: 28th, July 2013 To MD.Tanvi Newaz Lecturer BRAC Business School BRAC University 66, Mohakhali,Dhaka Subject: Submission of Term paper Report on GlaxoSmithKline Bangladesh. Dear Sir, With

due

paper

report

fulfillment

respect, on

the

we topic

are

submitting

our

“GlaxoSmithKline”

titled

our

my

term

as a

part

Management

of 425

course. It’s our pleasure to inform you that we have already finished our term paper on a reputed It

was

undoubtedly

“GlaxoSmithKline”.

organization in an

interesting

opportunity

for

us

to

work

on

this assigned topic to enhance our knowledge in the practical field. We would like to give you thank for giving us the opportunity to do the study. This report explores the job analysis, Recruitment and Selection of “GlaxoSmithKline” Therefore we sincerely hope that you will appreciate our effort and we will be grateful if our report is accepted for the appropriate purpose. Thanking you

Sincerely yours Sl No

ID

Name

1

10104022

Md.Iftehajur Rahman Abir

2

07304083

Tuli kamalika Das

3

10104179

Mahmuda Sarker

4

10104145

Shamim Ahmed

Signature

1

5

11101079

MD.Safeyn Sadaat Mridul

6

10104152

Walid Hossain

Acknowledgement First of all, I would like to thank my Course instructor MD.Tanvi Newaz for his untiring guidance, help, effort, and suggestion. Really we are thankful to him. Without his direct guide this report couldn’t be possible. A very dynamic personality, MD.Tanvi Newaz constantly inspired us all the time to develop our report and share his knowledge with us. We shall remain ever grateful to MD.Tanvi Newaz for his extraordinary gesture and relentless effort. We are also thankful and acknowledged to Sarwar Azam Khan (Finance Director & Company Secretary) and Mohammad Masud-Al-Monwar(HR Manager),GlaxoSmithKline, Bangladesh. Without their direct help, suggestion, and assistance it was impossible for us to complete this report.

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EXECUTIVE SUMMERY “Strategy & HRP, Human Resource Forecasting, Job analysis, Recruitment and Selection process” is a segment of human resource process; as such we have chosen this topic to make it understandable. We have divided this report in some sub segments. We have tried our best to go through their Strategy & HRP, Human Resource Forecasting, Job analysis, Recruitment and Selection process within small time. The report starts with a general introduction “GlaxoSmithKline,Bangladesh” As well as its purpose, scope and limitation. Then this report proceeds onto the preliminary talk about GlaxoSmithKline,Bangladesh . It is one of the famous Multinational companies in our country and across the world. It is famous for its quality consumer and Pharmaceutical products. Afterward here discuss about GSK’s Strategy & HRP, Human Resource Forecasting, and Job analysis. After that we focus GSK Bangladesh’s Recruitment and Selection process describing the different steps of it. Following steps are arranging written exam, taking interviews, and finally the medical checkup. In this report, some other important topics of their HR division are also discussed. After completion of this report it can easily say that efficient, competent and active part in Strategy & HRP, Human Resource Forecasting, Job analysis, Recruitment and Selection process take a company to the peak of the success.

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TABLE OF CONTENTS Title

Page No.

Objectives of the Study

5

Company profile

6

Staffing strategies

8

Job analysis

10

Recruitment process

14

Selection process

17

Human Resource Forecasting

20

Conclusion

23

4

Bibliography

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Objectives of the Study Broad Objective: To know overall about the company of GSK Ltd. and the Strategy & HRP, Human Resource Forecasting, Job analysis, Recruitment and Selection process of that company. Methodology Source of Information: 1. Primary: The primary information collected through face to face interview. 2. Secondary: The secondary information collected from website, some other relevant sources. Scope of the research The report conduacts with the Strategy & HRP, Human Resource Forecasting, Job analysis,. The study will allow learning about the Strategy & HRP, Human Resource Forecasting, Job analysis, Recruitment and Selection process, importance, modern techniques and models used to make it more efficient. Moreover the study will help to differentiate between the practice and the theories that direct to realize how the organization can improve their Strategy & HRP, Human Resource Forecasting, Job analysis, Recruitment and Selection process. Limitations of the research The main limitation of the study is the collection of information because most of the information is confidential. So they don’t want to disclose them.

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Company profile: GlaxoSmithKline is a worldwide recognized company. Products of GlaxoSmithKline are used by millions of people around the world, helping them to do more, feel better and live longer. They have three primary areas of business in pharmaceuticals, vaccines and consumer healthcare. GlaxoSmithKline started operations on 1 January 2001 following the merger of GlaxoWellcome plc and SmithKline Beecham plc. Headquarters is situated in London, United Kingdom. GlaxoSmithKline (GSK) Bangladesh Limited carries with it an enviable image and reputation. In 1949 the Company commenced its journey in Bangladesh with its’ corporate identity as Glaxo in Chittagong as an importer of products from the Glaxo Group Companies. It started spreading its spectrum from being an importer to a manufacturer by establishing its own manufacturing unit at Chittagong in 1967. The fGSKlity till date is considered as one of the Centers of Excellence in Global Manufacturing & Supply Network of the Group. The global corporate mergers and acquisitions have seen the evolution of the Company’s identity in the past 6 decades. In line with mergers and acquisitions the identity changed from Glaxo to Glaxo Wellcome Bangladesh Limited following the Burroughs Wellcome acquisition in 1995 and finally to GlaxoSmithKline Bangladesh Limited during 2002 after merger with SmithKlineBeecham in December 2000. Mission: Improve the quality of human life by enabling people to do more, feel better and live longer. Vision: 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 6

world class leader with each and every one of our people contributing with ion and an unmatched sense of urgency

Value: Transparency Their business evolves to meet global challenges and transparency is integral to this. They are open to challenge and innovation. This effect the way they do business, work with external groups and interact with each other. Respect for people For developing respect for the people they develop following behaviors: 

flexible thinking



building relationships



developing people



enabling and driving change



continuous improvement



customer driven

Focusing patients They try hard to improve the health and wellbeing of people, in spite of where they live or their ability to pay Integrity GSK has ed long time in their business. Every day they think about innovation and improvement for patient and consumers. They believe they will ensure what is right for their

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patients and consumers are at the heart of every decision they make. In so doing, they’ll demonstrate integrity in action, at every level, every day. Product names of GSK Bangladesh: Consumer goods are: Horlicks, Chocolate Horlicks, Junior Horlicks, Mother Horlicks, Horlicks Lite, Boost, Maltova, Glaxose, Viva, Engerix B, Havrix, Varilrix, Priorix are few vaccines. Acticol, Ceporex, Zinnat, Lotrix are few reknow prescribed medicins.

Organizational hierarchy (highlighting HR department)

Director of HR

HR Manager

HR Development Manager

HR Executive

Training Manager

Staffing Strategies: Staffing is one of the most important jobs of Human Resource Management. This refers to filling open position - either by hiring new employees or by reasg persons already employed. a) Acquiring or Developing talent: We can see both of the strategies in the organization. Most of the times GSK acquire the employees for the pharmaceutical department vacancy. Basically it occurs in the lower level. In Consumer department Acquiring is too

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few. On the other hand, we can see developing talent is more in top level of the organization. GSK follow developing strategy more in Pharmaceutical. b) Lag or Lead system: GSK follow lead system. They are in Growth stage so they totally fill their vacancy of the organization. c) External and internal hiring: For the starting position, means the fresher position GSK hire employees in an external basis from different external sources, for example through advertising, part time worker. Internally they hire employee from the fulltime employees. d) Core and flexible workforce: Regular fulltime and part time employees are known as the core work force of the organization. On the other hand, flexible work force refers the employees who work as contractual based or temporarily. All top positions and mid level positions of GSK are filled by core work force. Mainly security staffs and cleaners are from flexible work force. e) National or Global: Most of the employees of GSK Bangladesh are national. GSK Bangladesh followed Global staffing strategy for the Chairman and GM Consumer healthcare position. INITIAL DECISIONS TAKEN BY THE ORGANIZATION BEFORE STARTING HRP Comprehensiveness of planning: Project and population based, these two types of planning process are used to achieve a business plan. When company need employee for certain time in that time they think about project based HRP. As GSK also offer Pharmaceutical products, it needs expert people is specific field like PharmGSKsts. In that situation organization think about population based HRP.

Planning time frame: GSK use short term planning. In the third quarter they analysis the total scenario of their business and find out the lacking of Business. If they see any vacancy in the third quarter, they fill that gap. They also use long term planning frame for the skill based work force.

Roles & Responsibilities: The roles & responsibilities has been determined as part of HRP. HR staff takes the lead in proposing which types will be undertaken and also making suggestions. Final decision is taken by the Director of HR. 9

Job Analysis The analysis of subdivision work in the organization both at the level of individual job and for the entire flow of the production process. job analysis can be defined as an examination of the jobs in an organization with a view to documenting the knowledge, skill and abilities (KSAs, Experience) associated of this process are referred to either as a job description or a job specification. In GSK the Human Resource Department performs Job Analysis for each and every job. While Interviewing the HR manager, we figured out how they conduct their job analysis and the entire process.

Jobs Analysis process:

1)Determine the job or process: firstly comapnay decides which information it’s needed and how to use it. concurrent is every depatment participates genenarally to fill-up vacancy and sequential is every indibidual department takes own’s employee separately. GSK is following concurrent. 2) Determine the Method depends on cost, time, flexibility,validity & reliability organization chooses method. GSK takes candidates interview with 360 degree evalution and Questionnaires are used by human resources personnel to analyze jobs, understand the traits necessary for performance and create accurate job descriptions. Such documents are usually completed by current employees. In GSK structured questionnaire method are followed by the organization. Here the employees are given 10

a properly designed questionnaire aimed at eliciting relevant job-related information. After completion, the questionnaires are handed over to supervisors. After everything is finalized, the data is given to the job analyst. Questionnaire method is highly inexpensive as it covers a large number of job holders at a time.

3) Examine the recorded data GSK review information and stickly maintaince chain of command. therefore it’s become easy to clarify all datas. 4)Define & formalize new Method & performance stander job After the above steps are completed they actually analyze the job through checking the Questionnaire or the interview results that they have taken. This helps the manager to understand the job activities, the human traits and skill needed to perform the job, etc. 5)Maintain New Method & performance standard for the job it is one thing to have formal written documeents specifying the duites, tasks and KSAs required for job success, but it is quite another to ensure that these new methods and standers for performsnce are put into practise.there are four methods Communication and training Supervisory reinforcement Enployee Reward systems

Job analysis is a very current process. The day to day life of people is changing very rapidly. People’s choice, needs are changing every day. Competitors are offering various things every day. With the speed of the world the job responsibilities are changing. So is important to do job 11

analysis after every certain time. But unfortunately GSK Limited does not do this. The job analysis they are using is very old. It was done at the beginning of the company’s establishment. From then it is used without doing it updated. We could not much information about this as the person we have talked has ed GSK very recently and he does not know much about this. So we cannot provide information about the job analysis process of GSK Limited. But still, the role of job analysis information is very important in HR activities of GSK Limited. They are used in: HR planning: like all other organization, job analysis is important for GSK Limited too. From job analysis information the duties of a job is find out. So for doing those duties how many people will be needed, how many persons are extra, these things can be found out easily. So on the basis of the information of job analysis, HR planning is done. Recruitment: when the ment of any vacancy of GSK is given, a lot of applicants apply for the job. From them who are suitable for the job can be finding out by using job analysis information. Among all the applicants, most suitable applicants can be finding out like this. Selection: before selecting a person in a particular position, the person’s KSAOs must have to match with the duties of the job. So the information of job analysis is important to choose the right person for the right job. Performance appraisal: the performance of a person on a particular position is measured in comparison to the job analysis information in GSK. Training and development: if any employee of GSK lacks any particular issue or needs some development in any area, they are selected for training and development. Job analysis information is used for this. Deg compensation system: the compensation of the employees of GSK is given on the basis of how much work they are doing. It is based on the information of job analysis as well.

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Succession planning: like all other organizations, succession planning is important for GSK. The employees are nominated and given proper guidance as per as the duties and responsibilities of the particular position.

HR planning Succession planning

Recruitment Job analysis

Deg compensation system

Selection

Performance appraisal

Training and development

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purpose of jobs analysis

• • • •

Internal staff or external consultant expense organization and coordintion communication workflow and time frame

Recruitment The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organizations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. If we look for the more specific definition of recruitment process we can say, Recruitment refers to the process of attracting, screening, and selecting qualified people for a job. For some components of the recruitment process, mid- and large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies. Now let’s see what GSK do regarding recruitment.

External recruitment: The external recruitment procedure is a very difficult HR Process, which involves several parties and the apparent follow up of the individual process steps is essential. The HRM Function is 14

responsible for setting and defining the external recruitment process and it has to be sure to solve several success factors in the external recruitment process. The objective of the external recruitment process is to identify and attract job applicants from outside the organization. In external recruiting, the organization is trying to sell itself to potential applicants, so many principles from marketing are applied improve recruiting yields. From among these applicants hiring decisions are to be made. GSK is mainly done the external recruitment for their sales force in the entry level for the pharmaceuticals department. Sometimes they do it also for the upper position. Planning Phase issues: Organizational issues: The external recruitment of GSK is centralized. It is coordinated by the central HR group. Equal employment opportunity of all employees is maintained here very strictly. istrative issues of internal recruitment: Requisition: This is done by using an exact form. At first the line manager’s then HR managers, then finally managing director approves this. After this recruitment process starts. Timing: GSK uses time sequence concerns. They recruit people only when it is needed. Selecting recruiters: The person who have strong interpersonal knowledge about the job and the organization, career development, technology skills and who is zeal about the organization, such kind of persons are selected as recruiters in GSK. Training recruiters: The recruiters are given proper training so that they can find out the proper candidates for GSK. Rewarding recruiters: Like the other employees, the effective recruiters of GSK are given bonus and other fGSKlities as reward.

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Strategy: GSK mainly uses targeted strategy for recruiting people. It recognizes division where qualified applicants are likely to be found. Better person job match is maintained by this strategy. The candidates with specific strategy are easy to found by this so they use this strategy. For example for the position of a sales executive, the person has to graduate and have science background in HSC. This type of information is given in the vacancy ment of the job of medical representative. External sources of recruitment for GSK We have said before that GSK uses external recruitment process in hiring new employees. So it’s obvious that they will have very sound built external sources. Here are some sources are mentioned below: Open recruitment: For the external recruitment GSK follows the open recruitment process. They give ment in the newspaper and inform the candidates so that anyone can apply for the job. Walk –in-interview: Sometimes GSK organize walk-in –interview for the recruitment Executive search firms: Executive search is the counseling process of

recruiting

individuals to fill senior executive positions in organizations. Executive search may be performed by an organization's board of directors, or by an outside executive search organization. GSK uses this source in sometimes but as this source is a little bit expensive they usually try to avoid this method or the source. Job Fair: A job fair is also referred generally as a career fair or career expo. It is a fair or exhibition for employers, recruiters and schools to meet with potential job seekers. Expos usually include company or association tables or booths where resumes can be collected and business cards can be exchanged. In the college setting, job fairs are commonly used for entry level job recruiting. GSK recruit entry level employees from job fairs usually held in the reputed universities. Steps in External recruitment for GSK Bangladesh

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To hire employee externally GSK go through some steps. The steps are described briefly below:

Database Search: In this step the HR people people decide their need for new employement. Usually they decide their new employement need at the beginning of the first quarter of the year. They usually select their need in a hypothetical manner. Beside that here the HR personals set with the line managers to find the line managers need. After that they decides their feture need. ment: Here they go for ment for their job opening. They usually put on ment of the reputed newspapers. Networking and referrals: Usally the HR people know so many people so that they make their network usally. By this way they also use refarrals. Processing of application: In this step GSK HR personals procedure the application that they get from the interested employees. This means they bit down the applications and select the persons they will call for the next steps of their recruitment progression. Submission and Interview: In this step GSK takes written exam and from the written exam the select some person and ask them for the interview and they took the interview. and offer: Here HR people basically select the person whom they are going to recruit and sent them offer later.

Internal Recruitment

Internal Recruitment is the planning phase deals with organizational and istrative issues regarding identification of applicants. Internal Recruitment Strategy is formed to know when, where and how to look for internal applicants. Searching for internal candidates establish the message to be communicated and the medium through which to notify a vacancy. 17

Mobility path and policies: Mobility path is the occupational progress of an employee in an organization. This can be in the form of getting promotion, demotion or job transfer both in and out or getting more responsibilities. Traditionally 90% of the organizations follow the upward movement of the career mobility path i.e. getting promotion to the upper position of the organization. Here the employee may have to compete for the post from their performance appraisal records or their experience. Usually the employee who would receive the promotion is identified earlier by the organization and he/she receives the promotion in proper time. The promotion is also a part of internal recruitment. The only mobility path that the GSK BD Ltd follows is giving promotion to the employee. The upward promotion ladder depends on the seniority and experience. The more experience the employee gets, the more chance he/she has for getting promoted.GSK BD LTD identifies the potential employee for promotion by counting the employees’ experience. Although they also count the performance appraisal, this does not affect the mobility path much. Since the number of employee is less in GSK, so there is also not much competition for the upward promotional ladder.

istrative Issues: GSK mainly focuses on istrative issues. In this issue certain things are specific that helps them to recruit employees. First of all, Requisition refers to fill a position by higher-level management is essential to the internal recruitment process. Secondly, GSK internal recruitment budgeting process is most important issues. This process is closely mirror to the budgeting process that occurs within the external recruitment. Finally, GSK also follows recruitment guide. It is a formal document that details the process to be followed to attract applicants to a vacant job. Included in the plan are details such as the time, money and staff activities required to fill the job, as well as the steps to be taken to fill the vacancy

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Strategy: mainly closed strategy is followed for internal recruitment. At first managers notifies the vacancy then gives list. Positions are filled by the managers. It is usually done in the mid level. Strategy taken for Internal Recruitment in GSK

According to HR Organization can follow three strategies .They are open, closed and targeted.GSK follows closed strategy which means they informed all the employees about the vacancies .According closed recruitment strategy they follow the following steps for recruiting internal employees. 1) Manager Notifies HR of vacancies 2) HR searches files of candidates 3) HR gives list of candidates to managers 4) Manager interviews candidates 5) Position filled by applicant chosen by manager

Sources of candidates: 

Nomination: line manages of GSK Ltd nominates some employees and by judging their performance some of them are chose. In house temporary pools: from interns they select employees. But the interns must have to go through all the tests and interviews.

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

Skill inventory: Use HRIS for recruiting internal employess. They have own database sytem. It’s very developed , secured and keep confidential. GSK’s information sytem provide adequet information and it is friendly.

Communication Message and Medium: As communication message managers tell the employees abot there realistic job posting and work condition. In addition, they tell about the real senario of the job to the candidates. Emphasize the value and culture of the organization which is called branded the organization. Managers also pointout how the job matches the needs of the applicants. Potential supervisor’s and peers recommendation is used. Besides grapevine (informal system) plays an important role in internal selection of employees. The overall selection process and factors having an impact on the selection process: The selection process includes the reference and background checks that are carried out to if the facts and matters mentioned in the CV are valid and correct. Once the candidates are being shortlisted for a job, they check the background and reference etc. and thorough out evaluation, if the skills mentioned in the CV are right or not are being re-evaluated. Even in GSK, the candidates that come through reference and those who are about to be recruited are being checked thoroughly. The manager examines the qualification, skill, and work experience of each candidate and determines his suitability for the job through the selection procedure. Initial Screening

Interview

Assessment

Background Check 20

Medical Check Job Offer

Subjective Method of Forecasting (Demand) GSK do only the subjective or judgmental techniques for forecasting. They do not use quantities forecasting technique for forecasting. Subjective techniques rely heavily on qualitative information supplied by managers, supervisors, human resource planners and other to develop estimation on personnel needs. The techniques are

Managerial Estimate/Expert Forecast



Delphi Technique



Nominal Group Technique



Zero Based Forecasting

 Managerial Estimates: It is a bottom up approach. The line managers of the GSK do the first forecasting. Each unit manager makes an estimate of human resource needs for the period of time and encloses them by the planning cycle. As the process moves upward in the company each higher level of management estimates its own needs and incorporates the input from each of the immediate preceding levels.  Delphi Technique: Delphi technique is a program of sequential and interrogation which is conducted through questionnaire combined with information on the opinion expressed by the other participants in previous rounds. Advantage of this technique is that it avoids any problem associated with face-to-face groups. Disadvantage is that the time and cost associated with the technique and the subjectivity. It is not used frequently. 21

 Nominal Group Technique: It is a cooperative/team decision of line managers of the GSK. There is face-to-face meeting and interaction within the groups. Each demand estimate is considered to be the property of the entire group and to be the interpersonal in nature. After estimating demand experts voted all the groups and rank them. Experts receive the highest rate during the voting process is deemed to be the group’s forecast.  Zero Based Forecasting: In this technique use the organization’s current staffing level as the starting point for estimating future requirements. GSK Company use Zero Based Forecasting for filling any vacant position or the creation of any new positions or jobs. This approach is also use for addition to staff or replacements of current staffing. Among these demand forecasting techniques GSK use Managerial Estimates, Nominal Group Technique and Zero Based Forecasting hypothetically. They do not use Delphi Technique so far. There is no questionnaire for forecasting demand and supply.

Actions taken if there is gap between demand and supply: If there is a shortage of employees in any department, GSK usually goes for external hiring. They don’t prefer internal hiring. For a temporary basis, they use overtime for that position. But they try to recruit as soon as possible. Usually GSK follows fully stuff approach. So it never happens that there are more employees than needed. So surplus of employees never happen in GSK so far. Recommendations: 1) GSK don’t do job analysis frequently, using the old one for a long time. So they should do job analysis on a regular basis for the betterment of their business.

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2) GSK use only qualitative method for demand forecasting. It is not possible for getting the perfect information by this. So they should use some quantities approaches trend analysis, ratio analysis as well. 3) GSK takes a huge number of employees from reference rather than judging their qualities. It could affect the quality of the work.

Conclusion GlaxoSmithKline ia one of the most prominent multnationl pharaceuticals company in bangladesh was wstablished to provides a good and sound health protection medicine to our people. it can be said that GlaxoSmithKline Bangladesh limited has created leadership position in pharmacetical field through its high quality product, service and research and development programs. however, it should maintain its existing goodwill as improve its market share to survive.

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Reference:

Websites www.wikipedia.com www.investopedia.com http://www.assignmentpoint.com/science/pharmacy/internship-report-on-financialbackup-of-glaxosmithkline-bangladesh-ltd.html http://www.gsk.com.bd/search-result.aspx?cs=jods

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