HRM-460/INB404

04 May 2011

Mr. Monzoor MorshedLecturerSchool of BusinessIndependent University, Bangladesh

Subject: Letter of transmittal

Sir,

It is great pleasure to submit a report on “Effects of multicultural organization in Bangladesh" as the fulfillment of the partial requirement of BBA program.

This report is done to find how multicultural organization operating in Bangladesh. We are working on NGO we find how employee work in multicultural environment. This report has helped me to know the effect of multicultural environment in Bangladesh.

We sincerely hope that you will enjoy reading this report as much as we enjoyed it writing. If you need any further clarification interpreting our analysis, please feel free to ask.

Sincerely

Mir Shabab Ahmed ID#0620046

Ms. Nargis Saba Rani ID#0710210

Md. Jahan Sharif ID#0720278

Omar Sharif ID#0721030

Md. Sami-Ur-Rahman ID#0730120

Md. Ahsanul Hoque ID#0820023

Mr. Zobayer Hossain ID#0820057

S.M. Ikram Ali ID#0820152

Md. Rezaur Rahman ID#0820203

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Acknowledgement

We would like to thank Mr. Monzoor Morshed our faculty who has supported us, assisted us

and guided us through the preparation of this report. He has been patient and understanding

of all our queries and problems, and we are very grateful to him for his help.

We would also like to thank all the employees of Care Bangladesh. They have been very

helpful throughout the preparation of the report & responding to all our queries.

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Executive Summary

Where employees of varied backgrounds, cultures, ethnicities, and experiences can contribute

freely, and achieve their individual potentials for their own and their organization's benefit.

Care is one of the world's leading international humanitarian agencies working to help people

achieve social and economic well being. By working with Care, people get a chance to make

a difference in the world. Our global presence and commitment to ending poverty make Care

an exciting and rewarding place to work. Care Bangladesh team of staff is using their power

to empower people to bring lasting change in poor communities in the country. Care

Bangladesh had first HR policy in Bangladesh. In this paper, we highlight effects of

multicultural organization in Bangladesh. We interviewed two people and talking with few

employees. In Care Bangladesh, one problem is language problem. Now Care Bangladesh

working with 70 countries. We use primary source method. We will also discuss the benefits

and show the job grading. In this paper, we also show the recruitment process, hiring process

and international employees. In Care Bangladesh all employees are contractual if contract

finish if they perform well they also renew their contract

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Table of Contents1.0 INTRODUCTION................................................................................................................6

1.1 Methodology.....................................................................................................................7

1.1.1 Primary source............................................................................................................7

1.1.2 Secondary data............................................................................................................7

1.2 Limitations...................................................................................................................8

2.0 Background of CARE Bangladesh..................................................................................9

2.1 Vision................................................................................................................................9

2.2 Mission..............................................................................................................................9

2.3 Core Values.....................................................................................................................10

2.3.1 RESPECT.................................................................................................................10

2.3.2 INTEGRITY.............................................................................................................10

2.3.3 COMMITMENT......................................................................................................10

2.3.4 EXCELLENCE........................................................................................................10

2.4 CARE Internationals Members.......................................................................................11

2.5 Responsibilities of the Employee and Associated Behaviors.........................................11

2.5.1 Empowerment/Accountability..................................................................................11

2.5.2 Stewardship..............................................................................................................11

2.5.3 Transparency............................................................................................................12

2.5.4 Enabling/Learning Environment..............................................................................12

2.5.5 Gender and Diversity................................................................................................12

2.5.6 Identity......................................................................................................................13

2.6 Behaviors that might result in a Show Cause.................................................................13

2.7 Projects and Donors List.................................................................................................14

2.8 History............................................................................................................................15

2.9 Recruitment.....................................................................................................................21

2.9.1 Composition of the Recruitment Board....................................................................23

2.9.2 Disqualification of Repeat Applicants......................................................................23

2.9.3 Interview Ethics........................................................................................................23

2.9.4 Non-Discrimination..................................................................................................23

2.10 Hiring............................................................................................................................24

2.10.1 Contracts.................................................................................................................24

2.10.2 HRD&M Authority to Negotiate Salary and Issue Contracts................................24

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2.10.3 Hiring of Relatives.................................................................................................24

2.10.4 Appointment Approval...........................................................................................25

2.10.5 Necessity of Job Descriptions.................................................................................25

2.10.6 Personal Confidential Files responsibilities...........................................................25

2.10.7 Medical Examination..............................................................................................25

2.10.8 Grades, Functions and Job Titles Matrix................................................................26

2.11 Composition benefits....................................................................................................27

2.11.1 Housing Benefits....................................................................................................27

2.11.2 Medical Allowance.................................................................................................27

2.11.3 Transportation Benefits..........................................................................................28

2.11.4 New Passport and Renewal of old Passport for Traveling overseas......................29

2.11.5 Other Benefits.........................................................................................................30

3.0 Interview Profile.................................................................................................................32

3.1 Profile 1...........................................................................................................................32

3.2 Profile 2...........................................................................................................................33

4.0 Findings..............................................................................................................................34

4.1 Eligibility........................................................................................................................34

4.1.1 International Temporary Assignment:......................................................................34

5.0 Conclusion..........................................................................................................................34

Appendix..................................................................................................................................35

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1.0 INTRODUCTION

A global multicultural organization is dynamic and complex. This means that multicultural

organizations are very transformative and ever changing. Organization principles and rules

that worked yesterday may not work today in a global multicultural organization due to the

ever-changing demographics and needs of the workforce. The characteristics and practices

necessary for global leaders to successfully manage within the global virtual team

environment are knowledge, vision, understanding, good listener, ethically sensitive, and the

ability and willingness.

Multicultural is when there are people from different countries living in a county apart from

their origin. In Bangladesh, we have so many multicultural organizations like Care

Bangladesh, Citi Bank, HSBC Bank, etc. Multicultural organization helps to know different

culture different people point of view. In this paper, we will highlight the multinational NGO

Care Bangladesh there working style how they mange with different culture employee and

there HR policy. Care Bangladesh NGO had a first HR policy in Bangladesh. Care

Bangladesh is attempting to become a very different type of organization – more efficient,

more streamlined, more consciously values based more able to address the root causes of

poverty, more able to learn from and work through other organizations, and more effective in

field-level outreach. A corporation that has its facilities and other assets in at least one

country other than its home country. Such companies have offices and/or factories in

different countries and usually have a centralized head office where they co-ordinate global

management. Very large multinationals have budgets that exceed those of many small

countries.

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1.1 Methodology

The content of this report is thought to be quite confidential with the organizations.

Therefore, we had to spend a long time to convince the human resource managers of our

selected organizations to help us. We had to convince them about the fact that this report is

totally for internal purpose to supplement our theoretical knowledge.

However, the method of collecting information was an interview type. Since the data

regarding salaries are considered confidential, we did not have access to any written material.

We arranged appointments with the human resource personnel and employees in our selected

organizations and interviewed them. We asked them about their compensation system, salary

ranges and the basis of allocating incentive. Thus, we gathered our required information.

To find out the effect of multicultural organization of Bangladesh we select Care Bangladesh

(NGO). The office held on Dhaka and so many places. Data used in this study were collected

from the following source.

1.1.1 Primary source

face to face interview

set of survey using questionnaire

personal observation while visiting the company

1.1.1.1 Data collection

Employees were interviewed through structured questionnaire in different outlets.

1.1.1.2 Designing questionnaireStructured questionnaires have been used for this study in with multiple choice and open-

ended question.

1.1.2 Secondary data

annual report

internet

newspaper

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1.2 Limitations

The limitations are:

Since maintenance, function entails a vast area it was beyond our scope to describe and

investigate every topic though we tried to cover all the important aspects to make our

report a comprehensive one.

The management of our selected organizations was somewhat reluctant to reveal all the

information about their policies.

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2.0 Background of CARE Bangladesh

Care is one of the world's leading international humanitarian agencies working to help people

achieve social and economic well being. By working with Care, people get a chance to make

a difference in the world. Our global presence and commitment to ending poverty make Care

an exciting and rewarding place to work. Care Bangladesh team of staff is using their power

to empower people to bring lasting change in poor communities in the country. You can be a

proud member of Care's global team and make a difference.

Founded in 1945 Care is working across 70 countries fighting global poverty. By addressing

the underlying causes of poverty, Care promotes sustainable development models to

empower and benefit the poorest and marginalized. Care has been working in Bangladesh for

60 years.

2.1 VisionWe seek a world of hope, tolerance and social justice, where poverty has been overcome and

people live in dignity and security.

Care International will be a global force and partner of choice within a worldwide movement

dedicated to ending poverty. We will be known everywhere for our unshakable commitment

to the dignity of people.

2.2 MissionGuided by the aspirations of local communities, Care Bangladesh works together with poor

and vulnerable people to eliminate poverty and foster human dignity. As part of a dynamic

global and local network, we facilitate lasting change by challenging the forces in society that

produce and reinforce poverty. In solidarity with others, we pursue our mission with

excellence, compassion, and humility.

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2.3 Core Values

2.3.1 RESPECT: We affirm the dignity, potential and contribution of participants, donors,

partners and staff

Provide the opportunities for individuals to work for and shape their development.

Delegate authority, mentor staff and encourage risk-taking and creativity

Treat all human beings with empathy and fairness.

Solicit diverse opinions in decision-making processes.

Our management culture supports and stimulates freedom of expression.

We promote and embrace diversity.

2.3.2 INTEGRITY: We act consistently with Care’s mission, being honest and transparent

in what we do and say, and accept responsibility for our collective and individual actions

Use good judgment in protecting Care's good name.

Ensure transparent stewardship of Care's financial resources.

Communicate in a timely fashion clear standards and procedures for all processes.

Deal fairly, truthfully and constructively in all transactions with all staff, clients and

partners.

2.3.3 COMMITMENT: We work together effectively to serve the larger community.

Promote teamwork across boundaries within Care.

Seek participation at every level we work.

Develop strategic partnerships and alliances.

2.3.4 EXCELLENCE: We constantly challenge ourselves to the highest levels of learning

and performance to achieve greater impact.

We learn from others and ourselves.

We are responsible for the most effective applications of our resources.

We promote innovation.

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2.4 CARE Internationals Members Australia

Canada

Denmark

Thailand

Germany

France

Japan

USA

Netherlands

Austria

UK

2.5 Responsibilities of the Employee and Associated Behaviors

2.5.1 Empowerment/Accountability – Care Bangladesh seeks to entrust its staff,

particularly “frontline” staff that are closest to communities and partners, with more

autonomy and decision making power. Along with this decision-making authority comes

greater accountability. As a result:

All employees adhere to the highest standards of professional behavior in their

dealings with colleagues, counterparts and community members.

Staffs are not afraid to make decisions on issues for which there is no explicit rule.

Senior managers encourage the empowerment of staff by allowing independent

decision making by their supervisees.

Recognition and rewards are aligning accordingly.

2.5.2 Stewardship - For Care, this is to define as the responsible acquisition, deployment,

and control of human, material, and financial resources. All employees are encouraged to

identify how they can become more effective stewards of Care Bangladesh’s resources, thus

contributing to greater organizational cost-effectiveness. As a result:

Staff weighs multiple options in using resources and takes the most appropriate

action, keeping in mind the best interest of the program participants and organization.

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Senior staff does not ask or allow supervisees to perform personal household tasks at

any time.

2.5.3 Transparency - Staff are expected to demonstrate transparent behavior in their work.

In both internal matters and external relations, those who have access to information are

expected to be open, sharing it freely and generously with others. As a result:

All staff will be transparent in exercising authority or influence in hiring processes

(both internal and among partners) to avoid nepotism.

Managers give room for grievances to be expressed.

Managers will volunteer information that affects or concerns staff in a timely manner.

Managers will create an environment where staff can express opinions or feedback

freely and without any fear.

Care staffs are willing and able to explain key information about the organization

when required by an external audience.

When changes in family relationships occur (new relatives), management will be

informed.

Reports of impropriety within the organization will be made openly.

2.5.4 Enabling/Learning Environment - All staff are responsible for ensuring a

workplace environment that is non-hierarchical and which allows everyone to perform to the

best of their ability. On-the-job learning will be seen as a process that continues throughout

an entire Career. Constructive self-criticism, both individual and collective, will be

encouraged as a means to deeper, more profound institutional learning. As a result:

Staffs are not afraid to make mistakes.

Senior staff seeks to play coaching and mentoring roles.

Senior management teams/managers regularly ask feedback from supervisees.

Critique and constructive criticism is appreciated.

Teamwork and team spirit are encouraged.

On-the-job training is promoted and valued.

2.5.5 Gender and Diversity - The richness of diversity found in the socioeconomic and

cultural environment of Bangladesh, encompassing gender, race, ethnicity, religion, age and

disability will be reflected in our staff and partners at all levels of power and authority. We

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believe that each person, by virtue of his or her particular context and qualities, has a unique

identity and combination of aspirations and abilities. Having a diverse staff composition

enhances our chances to better understand the various perspectives of the poor and

marginalized with whom we work; it will also help Care Bangladesh earn their confidence.

As a result:

Men and women staff value each other, and with respect.

Positive discrimination is consciously promoted.

The perspectives of individuals of diverse background and experience are sought and

used.

Staff show respect to other staff, Care partners and program participants irrespective

of ethnicity, gender, religion, class or place of origin.

2.5.6 Identity - Staff are encouraged to identify first with Care Bangladesh, and to its

mission, vision and core values, and then to their particular project or department. As a result:

Staffs do not routinely identify themselves as belonging to a particular project, but

rather to Care Bangladesh.

The hierarchical relationship between CBHQ and field offices is de-emphasized.

Project and program support staff recognize their complementarily.

Senior program staff look beyond their projects (e.g. when on field visits).

2.6 Behaviors that might result in a Show Cause

Care follows the Bangladesh Labor Code in determining what constitutes misconduct subject

to a "Show Cause" procedure. For Care's purposes, the following types of misconduct might

result in show cause:

Willful insubordination or disobedience, either individually or jointly with a group of

employees.

Theft, fraud or dishonesty in connection with the Mission's or counterpart's business

or property;

Taking or giving bribes or any illegal gratification in connection with his/her works;

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Habitual "Absence without Leave" or absence without authorized leave, disciplinary

action can be taken if the employee is absent without leave for more than 10 days.

2.7 Projects and Donors List

Donor name Name of the Project

GOB, USAID Strengthening Household Abilities for

Responding to Development Opportunities -

(SHOUHARDO)

Bill & Melinda Gates Foundation Strengthening the Dairy Value chain in

Bangladesh

Save the Children, USA, Provision of Essential Harm Reduction

Services for Injecting Drug Users (IDUs)-

GFATM- 906

The Timberland Company CEPZ Corporate Pilot Project (CCPP)

SDC Flood Risk Reduction Activities in

Sunamganj District (FRRAS)

European Commission (EC) Food Security for Sustainable Household

Livelihoods-CARE (FoSHoL- CARE)

European Commission (EC) Adolescent and Women Reproductive and

Sexual Health Initiatives (ARSHI)

European Commission (EC) Promoting Rights of the Disadvantaged by

Preventing Violence Against Women

(PROTIRODH)

Japan International Cooperation Agency

(JICA)

Safe Motherhood Promotional Project

(SMPP)

Gap Foundation Competitive Literacy Initiatives

UNICEF Sanitation, Hygiene, Education and Water

Supply Program (SHEWA-B)

Centers for Disease Control and Prevention

(CDC)

Avian Influenza Community Based

Surveillance Project

CARE-France Providing women with Functional Education

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and Marketable skills

CARE-USA Patsy Collins Trust Fund Initiative (PCTFI)

USAID Cost of Violence Against Women

European Commission-EC Building Pro-Poor, Inclusive and Gender

Sensitive Local Governance Project

European Commission-EC Food Security for the Ultra Poor in the Haor

Region (FSUP-H)

GOB/Unicef Establishing Community Support System

(ECSS)

CARE-USA Akhonee Shomai

Big Lottery Fund (BLF) Enhancing Mobile Access to HIV/AIDS

Services, Information and support

(EMPHASIS)

CARE-USA Innovation through Sport: Developing

Leaders. Empowering Youth (ITSPLEY)

USAID-OFDA Shelter Assistance and Restoration of

Sanitation for the Cyclone AILA affected

poor and Marginalized people in Bangladesh

2.8 History

1971 Delta Housing Project trained Village Co-

operatives workers to build 7,500 housing

units

1974 CARE signed Basic Operational Agreement

with the Government of Bangladesh.

1974 Bangladesh's largest Integrated Food For

Work Project started

reconstruction/maintenance of rural earthen

roads.

1976 Deep Tube well Irrigation and Credit

Program started increasing agricultural

productivity of the farmers owing lands near

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the Deep Tube wells.

1977 Kashimpur Agricultural Development project

assisted disadvantaged peasant farmers to

become self- sufficient by increased cash

cropping of vegetables and food cropping of

staples.

1979 Strengthened health Care resources by

tutoring rural health and family planning

extension workers. 

1980,s Many current programs began

1980 Women's Development Project linked health

instructions with Income Generating

Activities.

1983 Rural Maintenance Program employed

61,500 destitute women to repair rural roads.

1985 Landless Owned Tube well Users' Support

project trained land-less to operate Deep

Tube wells.

1985 Women's Health Education project provided

lessons to assist destitute women in RMP in

improving their and their family's health.

1986 Training Immunizes in the Community

Approach project strives to achieve universal

child immunization. 

1986 Local Initiatives for Farmer's Training

project promoted bio-intensive homestead

farming among marginal and land-less

farmers.

1990 Expansion and diversification in major

programs

1991 Delivered relief to more than a million

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cyclone victims in the coastal districts.

1991 Water, Sanitation and Hygiene project

provided Deep/Shallow Tube wells, Ring

well and Sanitary Latrine in the coastal areas.

1991 Child Health Initiatives for Lasting

Development Project promoted child survival

1991 New Options for Pest Management project

helped farmers managing rice pests without

using toxic chemicals.

1992 Chittagong Homestead Agro-forestry project

initiated activities in Cyclone damaged areas.

1993 Integrated Rice and Fish project promoted

Rice/Fish Cultivation, Dike Cropping and

Integrated Pest Management in rice.

1994 Integrated Food for Development Project

promoted socio-economic development in

rural Bangladesh.

1994 INCOME Project ensures the economic

security of the participating 30 small NGOs.

1995 CAGE-Aquaculture for Greater Economic

Security project Promoted cultivation of fish

in cage.

1995 Stopping HIV/AIDS through Knowledge and

Training Initiatives project address the

growing threats of HIV/AIDS in Bangladesh.

1996 Greater Options for Local Development

through Aquaculture Project promotes

diversification of freshwater prawn farming

systems.

1998 Water and Sanitation Partnership project

changes hygiene behavior and mitigates

arsenic.

1999 The Homestead Gardening projects promote

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the concept of homestead gardening with bio-

intensive and low external input

technologies.

2000 Integrated Food Security Program promotes

and protects food and livelihood security of

vulnerable groups in underdeveloped high-

risk rural and urban areas.

2000 Polio Eradication Initiatives worked to

eradicate polio from the 45 Thanas in

Bangladesh

2001 LIFE-NOPEST project works to improve the

food security of food insecure households

who depend primarily on agricultural

production for their live hoods.

2001 CHT Children's Opportunities for Learning

Enhanced Project will develop and promote a

sustainable system of education in CHT

communities.

2001 HIV program works to reduce the risk of

transmission of STDs/HIV among high risk

groups. 

2001 CEPZ project started works with Chittagong

Export Processing Zone workers to improve

their living conditions.

2002 RVCC project works to build local capacities

to disseminate climate change information

and forecasts and to extend proven grassroots

techniques to include specific measures

aimed at addressing impacts that will occur

as a result of climate and environmental

change.

2002 PHL project works to improve the quality of

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life through empowering community,

building community's capacity to raise their

voice, facilitating governance at the GOB and

promoting stakeholder participation at

upazila level health services facility.

2002 Manuser Jonno project is working for

ensuring civil, political, economic and social

rights and improving the security and well-

being of poor women, men and children.

2002 Environmental, Sanitation, Hygiene and

Water Supply in Urban Slums and Fringes

(ESHWSUSF) Project works to reduce

mortality, morbidity and malnutrition due to

diarrhea and other water borne and water

related diseases, among 1 million slum

dwellers.

2003 Community Empowerment Project works for

facilitating CHT people to

build their capacity.

2004 Strengthening Household Ability to Respond

to Development Opportunities

(SHOUHARDO), works to sustainable

reduce chronic and transitory food insecurity

of 40,000 vulnerable households in 18

districts of Bangladesh by 2009.

2005 Food Security for Sustainable Household

Livelihoods project will contribute to

improvements in the livelihoods, especially

the food security of targeted rural farm

households, by increasing the ability,

improving access and utilization of food by

targeted household.

2005 Local Governance Program works at multiple

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levels to empower and strengthen the

capacity of local government authorities and

communities to enhance responsiveness of

local institutions to the poor, especially

women.

2005 Flood Risk Reduction Activities in

Sunamganj District (FRRAS) project works

to reduce flood risks and, thereby, achieve

secured livelihood opportunities of the

vulnerable and poor communities in four

selected upazilas (sub-district).

2006 Adolescent's Women's Reproductive and

Sexual Health Initiative (ARSHI) supported

by the European Commission (EC), aims to

decrease maternal mortality and morbidity of

adolescent girls and women in Sunamganj

district (Northwest of Bangladesh) in Sylhet

division.

2006 Bangladesh Urban Development Initiative

works on developing appropriate capacity for

CARE Bangladesh to support co-ordinate

programs to ensure both immediate needs

and underlying causes of the urban poor are

addressed in a sustainable way.

2006 Save Motherhood Promotion Project aims to

make significant improvements in the

maternal and neonatal health in the project

areas.

2006 Partnership Brokering Project, supported by

KATALYST Bangladesh, works to initiate

partnership between private sectors and it's

stakeholders, as a mean of encouraging

businesses to be more socially responsible in

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Bangladesh.

2006 Establishing Community Support System

(ECSS) project targets to reduce maternal

mortality and morbidity through identifying

and removing barriers, which lie between

women and the EmOC (Emergency Obstetric

Care) facilities? CARE Bangladesh along

with the Bureau of Health Education and

UNICEF has undertaken activities to

establish a 30-community support group in

six upazlias of six districts.

2006 Promoting Rights of the Disadvantaged by

Preventing Violence Against Women

(PROTIRODH) aims to reduce violence

against women and reinforce the fulfillment

of women's rights in four unions (lowest

administrative structure) in rural Dinajpur,

and among sex workers in Dhaka, Khulna,

and Tangail cities in Bangladesh.

2.9 Recruitment

Project Managers (for project staff) and Office Managers (for support staff) are authorized to

recruit and recommend for previously approved and budgeted positions within Grades A to

C. For new positions prior approval from the concerned Coordinator and GM, HRD&M must

be obtained. In Field offices, respective PM/RM/ROM shall initiate the process but the

FOMT members shall be responsible for overall recruitment process while ROM/RM will act

as HR Representatives. Before initiating such recruitment, HRD&M must be notified by the

field office so that adherence to fair processes can be closely monitored. Regional/Project

Coordinators should be involved in the recruitment process and provide recommendations to

HRD&M. GM; HRD&M is responsible to recruit staff for all Grade levels depending on

projects and funding availability. Hiring managers and Recruitment Boards are accountable

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for correct screening and short-listing procedure. Members of Recruitment Board are required

to sign a declaration that none of the short-listed and interviewed candidates is relatives.

Minimum Age

No one below 18 (eighteen) years of age may be hired as a Care employee.

Minimum Notice Period

The minimum notice period between advertisement and competition closure is ten working

days.

Promotion of Gender and Diversity

During recruitment, special attention will be given to the gender and diversity balance. To

ensure this, positive discrimination such as reserving some position for women and people of

different ethnic and religious background may be applied.

Costs Associated with Interview of Internal Candidates

CARE no longer pays staff expenses for attending interviews. Respective Supervisor should

monitor the time involvement in the interview process. If extended time (i.e. >2 workdays) is

devoted to interviews, the time should be utilized against annual leave.

Recruitment Board Conflict

Recruitment Board members will be required to state any of Interest real or apparent conflicts

of interest they have relating to applicants. A conflict of interest occurs when:

a) An individual’s private interest differs from his or her professional obligations.

b) Professional actions or decisions occur that an independent observer might reasonably

question. Potential conflicts of interest must be disclosed and managed as per policy.

A relative of the applicant cannot be a Recruitment Board member.

2.9.1 Composition of the Recruitment Board

The Recruitment Board must consist of a minimum of three Care employees including one

representative from HRD&M. It must represent diversity in terms of gender and program

approach. While it is vital that at least one member of the Board have adequate knowledge

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about the job and have specific skills and competencies of the position being interviewed

(generally the line manager can do this), it is equally important that others bring a broader

perspective about what Care does to the recruitment process.

2.9.2 Disqualification of Repeat Applicants

Unsuccessfully applying for five positions within six months will disqualify an internal

applicant from further consideration for six months. However, before applying for any

position, applicant should carefully read the vacancy announcement to ensure that his/her

educational background, experience and other qualifications meet the requirement of the

position.

2.9.3 Interview Ethics

Interview questions should focus on areas relevant to the performance of the job. The same

minimum set of questions must be asked of all candidates, although the Board may ask

additional questions at their discretion. Any question, scenario or situation given to

candidates during written or oral tests must bear a relevance to the required skills or

competencies for the position. Questions must present a positive professional image of Care

and shall not cast doubt on the integrity or capacity of any person or unit within Care or in

another organization.

2.9.4 Non-Discrimination

Care is an equal opportunity employer. Care will not discriminate against a candidate's

religion, culture, physical handicap, age, etc., unless such aspect is directly related to

requirements of the job. However, consideration in a positive sense may be given to a

person's religions, sex, and ethnicity to promote gender and diversity.

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2.10 Hiring

2.10.1 Contracts

All staff will be hired on contracts, the maximum duration of which will be the time

remaining under the current funding contract (for program staff) or five years (for program

support staff); however, an employee’s contract may end depending on funding availability.

Contracts of both project and program support staff will be renewable, subject to performance

and funding.

2.10.2 HRD&M Authority to Negotiate Salary and Issue Contracts

Negotiation of salary and benefits of the candidates will be handled by HRD&M in

consultation with project.

2.10.3 Hiring of Relatives

In general, relatives of Care employees should not be hired. Any exceptions require the

Country Director’s explicit approval (Grades D-F) or GM HRD& (Grades A-C). This written

approval must be placed in the Personnel Confidential File for future reference. In cases

where two existing Care-B staff are relatives, either one can apply for other Care jobs on a

competitive basis. However, they will not be considered for jobs in the same project, section

or unit. Under no circumstances, should Care staff be involved in the recruitment processes of

PNGO’s when relatives of such staff are applying. A relative is defined as being any one of

the prospective employee's parents, children, brother, sister, in-laws, cousins, uncles, aunts,

nieces and nephews.

However, Spouse is eligible to work in Care Bangladesh in same office but under different

line management. This change has been made in the policy for increasing and retaining more

women in the organization. Any Care employee may become the relative of another Care

employee through marriage. However, neither may supervise the other at any time during

their service with the organization. It is the responsibility of the employees to inform

HRD&M of any new relationships (relating to marriage) so as to update the HRIS database

using a Personal Information Update Form. A copy of Preliminary Job Application Form is to

be kept in the Personnel Confidential File (PCF). The sections stating, "Have you any

relatives working with Care?" should be filled in and the document signed. Any

misinformation or misrepresentation is grounds for dismissal.

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2.10.4 Appointment Approval

Appointment approval must be obtained from the authority as per the parameter below:

Grade Approval

Grade E-F

Grade A-D

Grade A-C

CD or Designate

GM, HRD&M

Manager-HRD&M/Office Manager With recruitment of field posts in grade A-B, the GM-

HRD&M can delegate appointment responsibility to the FOMT.

2.10.5 Necessity of Job Descriptions

Each employee should be provided with a job description, upon re-designation, employment,

promotion or change of assignment by the supervisor.

2.10.6 Personal Confidential Files responsibilities

Field offices or departments must maintain an up-to-date Personnel Confidential File (PCF)

in each employee's name. PCFs for staff in Grades A-C will be maintained by respective field

offices under the custody of the Project Manager or Office Manager. HRD&M will maintain

PCFs of all staff of CBHQ, as well as for field office staff in Grades D and above.

2.10.7 Medical Examination

Employees are responsible to prove that they meet any standards required by the job. The

medical allowance is intended to cover these costs. Pre employment medical examination

costs will be borne by Care. Pre-employment medical examination is not required for

employees hired for six months or less and Re-hired staff that had medical examination

within the past one year period.

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2.10.8 Grades, Functions and Job Titles Matrix

Grade Functions Job Titles Program Support Job Titles Program

F Leadership Assistant Country Director Assistant Country Director Program Director (X)Deputy Chief of Party (X)

E Coordination General Manager (X)Finance ControllerHead of ITHead of Internal AuditGender Equity and Diversity Advisor Coordinator (X)

Coordinator (X)Regional Coordinator Deputy Team Leader (X)Team Leader (X)

D Management Manager (X)Assistant General Manager Analyst (X)

Manager (X)Coordinator (X)Advisor Specialist (X)Engineer

C Supervision Action Researcher Internal Auditor Officer (X)Finance and Administrative officerSection Support Manager (X)Supervisor (X)Administrative Officer (X)

Officer (X)Supervisor (X)Assistant Project ManagerManager (X)Project Development Officer (X)Technical Officer (X)Training Officer (X)

B Implementation Administrative Support OfficerOfficer (X)PABX OperatorPersonal Assistant

Program Support OfficerOfficer (X)Facilitator (X)Field Trainer (X)

A Support DriverCockDay Care AssistantTechnicianOfficer Helper

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2.11 Composition benefits

2.11.1 Housing Benefits

The housing allowance is intended to partially subsidize employee’s housing costs. The

subsidy is based on fixed amount by grades. Actual expenditures for housing will, of course,

vary for each individual and for each area. The Care Bangladesh subsidy is intended to cover

a portion of employee's housing costs. Although the housing allowance may be sufficient for

many employees to cover their entire housing costs the housing allowance is not intended to

cover all housing costs for a given person.

2.11.1.1 Calculation

Existing employees will continue to receive the housing allowance as before. However, new

employees who will be hired after the implementation of the revised policy will receive 50 %

of the basic as housing allowance.

2.11.2 Medical Allowance

All employees receive a monthly medical allowance of Tk. 1500/- per month, for which no

receipt needs to be submitted. The allowance will be paid together with the employee's

monthly salary as a separate item. The medical allowance is paid on a calendar month basis.

2.11.2.1 Accident Claims

If an employee sustains any bodily injury because of an accident while on official duty, Care

will provide, subject to the approval of the Project Manager/Office Manager doctor's fees,

the cost of medicine directly related to the injury, and other medical costs related to the

injury. The total reimbursable amount will not exceed Tk. 140,000.00 per occasion. The

Country Director or designate reserves the right to waive the limit.

2.11.2.2 Death Benefit

Care Bangladesh maintains a group insurance policy with Delta Life Insurance Company

Limited, Dhaka. In case of death of an employee, the organization will pay death benefit to

his/her nominee(s) or to the proven legal heir(s) of the deceased equivalent to 30 months

basic salary as death benefit irrespective of the cause of death (except suicide in the first year

of the coverage of an employee and AIDS).

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2.11.3 Transportation Benefits

2.11.3.1 Transportation Allowance

Transportation Allowance is intended to offset actual transportation costs getting to and from

work. The allowance given covers all travel an employee makes in the line of duty. The

allowance given, therefore, covers any travel to work on weekends and holidays. No

additional transportation claims for work on weekend or holiday.

2.11.3.1.1 Eligibility

All staff will receive Transportation Allowance except site-based staff or anyone who is

required to keep an assigned bicycle, motorcycle or any other vehicle at their place of

residence including working on weekends & holidays. Staffs that are unable to keep their

assigned motorcycle in their residence may keep the assigned motor cycle in Care premises

and be eligible for transport allowance.

2. 11.3.1.2 Amount

All staff will continue to receive transportation allowance as before. Transportation

allowances for different Grades are as follows:

Grade-A: Tk. 1000/-per month; Grade-B: Tk. 1000/- per month;

Grade-C: Tk. 1,500/- per month; Grade-D: Tk. 5,000/- per month;

Grade-E: Tk. 7,500/- per month; Grade-F: Tk. 20,000/- per month.

Staff members in Grades D to F will get pick-up and drop, subject o availability of vehicle

and convenience of route, with a deduction of Tk. 5,000 per month from the transport

allowance. The month someone joins, separates or is promoted mid-month s/he will receive a

prorated Transportation Allowance for the actual days worked at the respective Grade

amounts.

2.11.3.2 Motorcycle Hire/Purchase

Motorcycles are one of the major tools of Care-Bangladesh for implementing its project

activities at the field level. All relevant staff in the field level has an assigned motorcycle for

his/her day-to-day activities. The cost (acquisition, maintenance, fuel, etc.) of these

motorcycles are paid for by the organization. In most cases, the staff keep their assigned

motorcycles in their residences and the maintenance/repair are carried out by Care employed

Assistant Technicians. Other then Care staff, no one else is allowed to drive the motorcycle.

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In addition, Care staffs are not allowed to use their assigned motorcycles for personal

purposes. After a certain period, the staff gets a replacement motorcycle when the existing

one becomes damaged or unusable. Later on, the unusable motorcycle is sold through auction

upon approval from concerned donor. With a view to make, the previous system more cost

effective.

2.11.3.2.1 Eligibility

Staffs who are involved in extensive fieldwork spending at least 50% of their working time in

the field, on average, and running of at least 200 kms per month are eligible for Hire

Purchase. Eligibility to obtain a hire-purchase motorcycle will be recommended by the

OM/PM/APC or respective Project in charge in a prescribed form and duly approved by GM-

TSD.

2.11.3.2.2 Cost Reimbursements

For covering maintenance and fuel cost of the hire purchase motorcycle, the allowance will

be as follows:

Tk.2.25 per km for 50cc

Tk.2.50 per km for 80cc

Maintenance means all sorts of major and day-to-day maintenance of the Motor cycle

including routine (A, B & C) servicing. Care will not bear any expense relating to

maintenance and or damage caused by an accident.

2.11.4 New Passport and Renewal of old Passport for Traveling overseas

Any Care employee who is required by the organization to attend a Training, Workshop or

Seminar outside of Bangladesh, or Travel for official business (e.g. Temporary Duty

Assignments) may have their new passport and visa and/or renewal of old passport (if

required) arranged by GSS. Care will incur the legitimate expenses for the purpose. However,

employees may arrange on their own obtaining new passport and/or renewal of old passport

(if required) with prior approval of the concerned supervisor. In this regard, Care will

reimburse the legitimate expenses upon submission of relevant documents.

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2.11.5 Other Benefits

2.11.5.1 Official Holidays

Employees are entitled to 15 days of officially designated holidays at full pay. HRD&M will

prepare a yearly Holiday List for the Country Director's review each December. The Care list

of official holidays (including festival leave) based on the list of officially designated

holidays issued by the Government of Bangladesh. The Country Director will, after due

consideration, issue the approved list on or before 31 December of the year before the year

the holidays list covers.

Although Care Bangladesh official holiday list shall be 15 public holidays, however, 14 days

shall be fixed as per Care Bangladesh Holiday List and remaining 1 day shall be observed by

an employee to fulfill his/her religious/social and/or personal obligations during any time of

the year, this is to be considered as Personal Observation Day (POD). An employee will

be entitled POD once in a year.

2.11.5.1.1 Government-declared

If the Government declares any public holiday through announcement, then the field and

headquarters offices will observe that day as a holiday provided prior notification to do so has

been announced by HRD&M, CBHQ. However, in case of an unanticipated announcement

(announced after the close of business of the previous working day) of such a holiday, and

the mission has not been able to notify all field offices, the mission's offices will observe the

same.

2.11.5.1.2 Compensating unanticipated holidays

If an unanticipated holiday exceeds the mission's limit of 15 holidays per year, the Country

Director may require that an additional working day be scheduled to compensate for the extra

holiday. The additional working day will normally be scheduled for a Saturday and will be

announced at least two weeks prior to the scheduled date. The Country Director may also

schedule make up days to compensate for working days lost due to unanticipated events.

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2.11.5.2 Sick Leave Entitlement

Each employee shall be entitled to fifteen (15) working days of sick leave per year, at full

pay, accrued at the rate of 1.25 days per month.

2.11.5.2.1 Sick Leave carry-over

Sick leave shall be accumulated and carried forward to succeeding years.

2.11.5.2.2 Justification of Sick Leave

Sick leave taken for 3 (three) days or more must be supported by a Medical Certificate signed

by a registered/legitimate practitioner which should be submitted to the person granting Sick

Leave as per Section 2.B.2.14.a on the third day.

2.11.5.3 Maternity Leave Entitlement

Women staff are entitled to 16 calendar weeks of Maternity Leave, six weeks before delivery

and ten weeks after, providing she has been employed by Care at least 9 months immediately

prior to the expected date of delivery. Whether actual childbirth takes place before or after

expected date of delivery, there will be no change in total sixteen weeks of Maternity Leave.

Any woman who is pregnant may, on any day, give notice in writing to her supervisor that

she expects to be confined within the next six weeks, together with a medical certificate

confirming the expected delivery date and period of confinement. The concerned employee

may also submit written application if she wants to change the distribution of leave before

and after delivery along with registered practitioner’s recommendation.

2.11.5.3.1 Paternity Leave Entitlement

Male staff will avail Paternity Leave for ten working days at the time of when their wives are

giving birth. Paternity leave days may be availed before, after child delivery, or in

combination of days before and after delivery, and it should be availed within one year of the

child’s age.

2.11.5.3.2 Compensatory Time off (CTO)

Care Bangladesh management always gives emphasis on maintaining a balance between

work & personal life of its employees. However, due to unavoidable circumstances, we

sometimes have to work extra hours. Though we always encourage staff to maintain regular

office hours for work but still if a staff member is required to work extra hours on

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Government holidays or weekends, this can be compensated by availing Compensatory Time

Off. Temporary duty (TDY) assignments to other Care Country Offices are also recognized

as an important staff development opportunity. Care Bangladesh will allow employees to take

advantage of short-term international assignments whenever possible.

3.0 Interview Profile

3.1 Profile 1

32

Md. Rashedun NabiProject Manager, EDU-SHOUHARDO II Collaboration CARE BangladeshPragati Insurance Bhaban (Level - 11)20-21 Kawran Bazar, Dhaka -1215, Bangladesh. Contact: (88) 01922797727 Email: rashedun@bd.care.orgMaster of Business Administration (MBA) in International Business from University of Dhaka 2011.Bachelor of Business Administration (BBA) major in Marketing from Brac University 2007. HSC in Business Studies from Chittagong Public School & College.

SSC in Business Studies from Nasirabad Govt. Boys High School

HRM-460/INB404

3.2 Profile 2

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ISLAM ARAFATProject Officer, SDVC Project CARE Bangladesh20-21 Kawran Bazaar, Dhaka -1215, Bangladesh Contact: (88) 01716088695, siddiquee@bd.care.orgMaster in Development Studies in BRAC University, Dhaka 2011.Bachelor of Commerce major in “Finance & Banking” from Daffodil International University, Dhaka 2008.HSC from Notre Dame College, DhakaSSC from Udayan Bidyalaya, Dhaka.

HRM-460/INB404

4.0 Findings

In Care Bangladesh, they have few problems with foreigners in communicating.

In Care Bangladesh, there recruit those who effort hardly for works.

4.1 Eligibility

4.1.1 International Temporary Assignment:

Normally 5 years experience with Care, although this could be relaxed in a case-by-

case basis for women and for others potential employees.

For emergency response TDYs, she/he must have the experience of working in at

least two disaster operations in Bangladesh for at least two weeks in each event.

Gender equality would be considered on the nature and type of the TDY. Potential

employee's consent will also be considered.

Proficiency in English.

Grade C and above

5.0 Conclusion

In Bangladesh, we have so many multicultural organizations like Care Bangladesh, Citi

Bank, HSBC Bank, etc. Multicultural organization helps to know different culture different

people point of view. Care Bangladesh NGO had a first HR policy in Bangladesh. Care

Bangladesh is attempting to become a very different type of organization – more efficient,

more streamlined, more consciously values based more able to address the root causes of

poverty, more able to learn from and work through other organizations, and more effective in

field-level outreach. Now Care Bangladesh working different projects. Their aim is to reduce

the poverty and change the rural people life. Like Strengthening Household Abilities for

Responding to Development Opportunities - (SHOUHARDO), Food Security for Sustainable

Household Livelihoods-Care (FoSHoL- Care), providing women with Functional Education

and Marketable Skills. A Corporation that has its facilities and other assets in at least one

country other than its home country. Such companies have offices and/or factories in

different countries and usually have a centralized head office where they co-ordinate global

management. Very large multinationals have budgets that exceed those of many small

countries.

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Appendix

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