Introduction:

Biman Bangladesh Airlines (Bengali: ) partly transcribed from

English into Bengali and the other way around, commonly known as Biman, is the flag carrier of
Bangladesh. Its main hub is at Shahjalal International Airport in Dhaka and it also operates flights
from its secondary hubs at Shah Amanat International Airport in Chittagong and Osmani
International Airport in Sylhet. The airline provides international passenger and cargo services to its
destinations; as of April 2015, it has air service agreements with 42 countries, but flies to just 16 of
them. The airline's headquarters, Balaka Bhaban, is located in Kurmitola, Dhaka.
Annual Hajj flights; transporting tourists and non-resident Bangladeshi workers and migrants; and
the activities of its subsidiaries form an integral part of the airline's business.
Biman Bangladesh Airlines L t d has Stared its journey from scratch virtually with no aircraft,
no ancillaries. It came into operation immediately after the war of independence. Despite many
odds on its journey t o w a r d s a long and challenging way to progress. Biman has been able to
establish i t s reputation as an airline of welcome smile and an ocean of hospitality.
A steady progress has been made with better services ensuring increased
passengers. To make Biman passengers feel "once Biman always Biman" the
airline has recently brought in some qualitative changes in its service concept.
Biman has been aiming in achieving the goal of being truly international
commercially viable airline of the region with its warmth and friendliness, care,
safety record, traditional hospitality and comfort of the services it offered.
Biman in now flying even higher with great pride around the globe with the
bicolor, the nation.

BIMAN BANGLADESH AT A GLANCE

Biman Bangladesh Airlines( )

Founded

4 January 1972; 44 years ago

IATA ICAO Call sign

BG BBC BANGLADESH

Commenced operations

4 February 1972

Fleet size
 14

Hubs

Shahjalal International Airport

Destinations

21

Secondary hubs

Shah Amanat International Airport

Osmani International Airport

Headquarters

Balaka Bhaban
Kurmitola, Dhaka 1229,Bangladesh

Frequent-flyer program

Biman Loyalty Club

Profit

BDT2.72 billion (FY 2014-15)

Airport lounge

The Maslin Lounge

Website

www.biman-airlines.com

Subsidiaries

Biman Flight Catering Centre

Biman Poultry Complex

Biman Ground Handling

Bangladesh Airlines Training Center

 Key people

Air Mshl (Retd.) Jamal Uddin Ahmed (Chairman)

A M Mosaddique Ahmed(CEO & MD)

Vision
To Project Biman Bangladesh Airlines Ltd. in the aviation market as a world-
class airlines.
Mission
To Provide Safe, Reliable, Efficient and Economical air transport services and to
satisfy customers exceptions while earning sustainable profit and continuing to
be a caring employer.
Goal
To provide and develop Safe, Efficient, Adequate, Economical and properly
coordinated air transport services, internal as well as international.
Slogan
Your Home in the Sky.
Logo:

History

Biman Bangladesh Airlines was established on 4 January 1 97 2 to be Bangladeshs national

airline under the- Bangladesh B i m a n Ordinance. Biman enjoyed an internal monopoly in the
aviation industry of Bangladesh until 1996. Biman Bangladesh was started operations in February
1972, when a Douglas DC-3 that had seen action in World War II was given to the company as a
present by the Bangladesh Air Force. Soon after, a Boeing 707 and Fokker F27 Friendship aircraft
joined the airline's fleet, allowing Biman to begin international flights. In 1983 Biman acquired
Douglas DC-10 aircraft, and subsequently other planes such as the Airbus A310, Fokker F28 and
British Aerospace BAe ATP. On January 31, 2003, the airline received 2 Boeing 737s.

At its peak, Biman operated flights to 29 international destinations, extending from New York City
in the west to Tokyo in the east. The airline was wholly owned and managed by the government of
Bangladesh until 23 July 2007, when it was transformed into the country's largest public limited
company by the Caretaker Government of Bangladesh. Since becoming a public limited company in
2007, the airline has reduced staff and begun to modernize its fleet. The airline has made a deal
with Boeing for ten new aircraft along with options for ten more. Biman Bangladesh Airlines is
certified as safe to fly in Europe by the European Aviation Safety Agency and it also successfully
passed the IATA Operational Safety Audit and since then, the airline has resumed flights to some of
its previous destinations in Asia and Europe.
The primary customers in the aviation sector are the government-owned Biman
Airlines and the Civil Aviation Authority of Bangladesh (CAAB), also a
government entity. Biman has a fleet of about a dozen aircraft, including DC-
10s and Airbus 310s for mid to long-haul flights. Biman performs much of its
own maintenance, presenting opportunities for sales of spare parts, including
engines. Two Airbus A310-300 aircraft (with U.S. engines) are operating on
Biman's Middle East routes. To transport pilgrims to Mecca from Bangladesh,
Biman leases at least two aircraft annually. Biman has been planning to buy
additional long-haul aircraft since FY1997, as well as a variety of aircraft for
shorter routes, but funding constraints have delayed the addition of the much-
needed aircraft

Corporate structures
Key people:
A Biman Bangladesh Airlines Boeing 777-300ER on short final to London Heathrow Airport in
2013.

As of June 2016, the chairman position is held by Air Mshl Muhammad Enamul Bari; A. M.
Mosaddique Ahmed is the managing director (MD) and chief executive officer (CEO).
Kevin John Steele, who served as MD and CEO of Biman from March 2013 to April 2014, was the
first foreign national in the airline's history to be appointed CEO and MD of Biman. He was chosen
from a pool of 42 local and foreign candidates after a competitive selection process. Steele is a
British citizen who has many years of experience working in management and administrative
positions at British Airways and other airlines around the world. Steele resigned to Biman's MD and
CEO positions in December 2013 citing health issues. Steele left office on 19 April 2014.Kyle
Haywood took office as Biman's MD and CEO on 5 January 2015. A British national, Haywood
was the second foreign national to hold the airline's CEO position after Kevin Steele.
OWNERSHIP
The airline was wholly owned by the Bangladeshi government through the Bangladesh Biman
Corporation since its inception. In 1977, Biman was converted into a public sector corporation
which afforded Biman limited autonomy, led by a government-appointed board of directors. The
authorized share capital was increased to BDT 2 billion in 1987, and Biman was transformed into a
public limited company, the largest in Bangladesh, in 2007.

DESTINATIONS AND ROUTE MAP

Biman Bangladesh offers 16 Domestic and 102 International flights, consisting

13 local and 28 worldwide branch offices. At Present Biman operates:
Domestic:
1. Shahjalal International Airport in Dhaka
2. Shah Amanat International Airport in Chittagong and
3. Osmani International Airport in Sylhet.
Domestic scheduled destinations: Barisal, Chittagong, Cox's Bazar, Dhaka,
Jessore, Rajshahi and Sylhet.
Internanonal:

Biman now carries the nation's flag to 8 South Asian destinations, 6

South-East and Far-Eastern destinations, 9 destinations to Gulf and
Middle-East region, 6 European and North American points and other.
31 international destinations Hong Kong in the west to London in the west.
International scheduled destinations: Abu Dhabi, Bahrain, Bangkok, Brussels, Dammam, Delhi,
Doha, Dubai, Frankfurt, Hong Kong, Jeddah, Karachi, Kathmandu, Kolkata, Kuala Lumpur,
Kuwait, London, Mumbai, Muscat, New York, Paris, Riyadh, Rome, Singapore, Tokyo and Yangon.
Recently, Biman Bangladesh Airlines has decided not to operate its flights to some international
routes, including Paris and Frankfurt because the Civil Aviation and Tourism Ministry found poor
turnover from Paris and Frankfurt flights of Biman during a review. Biman would also readjust
some of its international and national flights. Chittagong-Rangoon flight might face closure due to
continuous loss and flights to Bangkok, Singapore and Kuala Lumpur would be reduced. On
domestic route, Barisal flight has been closed.
 Present Condition of Ban gladesh Biman

According to various top-level managers, Pilots & Engineers they think lack of strategic
planning, unskilled administration and severe corruption involve in the selling &
purchasing, also leasing air craft results The Bangladesh Biman falls into a great
losses.
From the last four years Biman Bangladesh Airlines facing problem and some
employees are involved in corruption for purchasing & selling air bus taking Liz and
repairing engine and purchasing other machineries. Biman Bangladesh Airlines bought
two focar F-28 air plan a cost of more than 6 corer 60 lakhs from Indonesian Haibard
Company. Where 625 faults were found in two F-28 plans before in comes to the
country, still these two air plans are serving to Bangladesh Biman.

In 2001 Biman Bangladesh lease two DC-10 from USA Pegasus company by spending
60 corer taka having fault with this two DC-10.Though Biman Bangladesh have 50 - 60
qualified pilot, they lease air plan with pilot. For those pilots they have to spend a large
amount of money for their salary and other compensation. In 2003 Biman Bangladesh
lease two Bowing - 737 from Singapore with pilots. Generally Airlines do not lease Air
Plan with pilots because if they lease Air plan with pilot, their own pilot have to seat
and they bound to spend a huge amount of money for those pilots.
 Analysis of Bangladesh Biman: SWOT
ANALYSIS
5. Sufficient resources WEAKNESS
4. Long term Experience. 1. Excessive number of
Human Resources.
3. Number of people.
2. Little salary.
people.
2.Its infrastructure may attract 3.Corruption.
government. 4.Motiveless employees.
1.Captive Market - created by 5.Management-Staff
relationship.
STRENGTH 6.Top-Head Administration.
7.No intention to implement
strategies.
SWOT 8.Lack of empowerment.

1.The whole country is not yet connected 6.Less trained pilot.

through Biman, So it can increase the routes by
improving services.
operators.
5.New entry of multinational
2.Because of reputation people eager to do job
here. It can select properly eligible employees 4.Management issues
from many numbers of employees. 3.Government control on it.
3.people feel interest on its shares and bonds. rate
2.Competitor's higher wage
shortageStrikes.
OPPORTUNITIES
1. Potential labor

THREAD
S

H U M A N R E S O U R C E D EPARTM E N T O F B A N G L A D E S H B I M A N

Biman Bangladesh Airlines Ltd. has a policy to expand its business in future. Because of this, Biman
need more knowledge workers to establish it as a profitable organization. As I noted earlier that Biman
is going to buy new aircrafts in the following years. In those aircrafts, more pilots and cabin crews are
needed. At present, they have no exact planning that how many employees they will recruit but they
have the plan to expand the workforce
 PLANNING

A good human resource plan will almost always include a management resources plan. The
objective of such a plan is to provide strategies, tools, technology and expertise for the planning for
and development of current and potential management human resources in order to allow for
enhanced management of the Biman Bangladesh makes the future HR demand so that there will
be no shortage or surplus of employees. But sometimes the scenario of shortage or surplus can be
seen. It happens because of the practicing nepotism at Biman. Many times, Biman has to satisfy the
request of Ministers and Member of Parliaments. In that case, HR Department of Biman has to lose
the independence to take decision.

Job Analysis: Job Analysis is a primary tool to collect job-related data. The process results in
collecting and recording two data sets including: job description and Job specification.
Any job vacancy cannot be filled until and unless HR manager has these two sets of data. It is
necessary to define them accurately in order to fit the right person at the right place and at the right
time. This helps both employer and employee understand what exactly needs to be delivered and
how.
Both job description and job specification are essential parts of job analysis information. Writing
them clearly and accurately helps Biman Bangladesh Airline and workers cope with many
challenges while onboard.
Though preparing job description and job specification are not legal requirements of Biman Bangladesh
Airline yet play a vital role in getting the desired outcome.

Job Description: Biman Bangladesh Airline job description need not be limited to explaining the
current situation, or work that is currently expected; it may also set out goals for what might be achieved
in future. Biman Bangladesh Airline job description is a written statement of what the jobholder does,
how it is done, under what condition and why. Biman has job descriptions for its every designation.
Before recruiting any employee, Biman outlines the activities of that particular job.

For example, on the advertisement of a vacancy post of Manger at Employment Section, Biman says
that the Manager has to regulate all activities related to recruit and select employees. The Manger has
to ensure proper implementation of recruitment procedures adopted by the Management from time to
time. He/she has to integrate the purpose of Employment Section with the overall mission of the
Biman Bangladesh Airlines Limited.

Job Specification: job specification is an integral parts of job analysis of Biman Bangladesh. They
define a job fully and guide both employer and employee on how to go about the whole process of
recruitment and selection. Both data sets are extremely relevant for creating a right fit between job
and talent, evaluate performance and analyze training needs and measuring the worth of a particular
job.

JOB DESIGN: Job design follows job analysis i.e. it is the next step after job analysis. It aims at outlining
and Biman tasks, duties and responsibilities into a single unit of work for the achievement of certain
objectives. There are various steps involved in job design that follow a logical sequence. The sequence
is as follows:
1. What tasks are required to be done or what tasks is part of the job?
2. How are the tasks performed?
3. What amount are tasks are required to be done?
4. What is the sequence of performing these tasks?
Benefits of Job Design in PLANNING:
The following are the benefits of a good job design of Biman Airlines:
1. Employee Input: A good job design enables a good job feedback. Employees have the option to
vary tasks as per their personal and social needs, habits and circumstances in the workplace.
2. Employee Training: Training is an integral part of job design. Contrary to the philosophy of leave
them alone job design lays due emphasis on training people so that are well aware of what their
job demands and how it is to be done.
3. Work / Rest Schedules: Job design offers good work and rest schedule by clearly defining the
number of hours an individual has to spend in his/her job.
4. Adjustments: A good job designs allows for adjustments for physically demanding jobs by
minimising the energy spent doing the job and by aligning the manpower requirements for the
same.

RECRUITMENT:
Recruitment Strategies:
Recruitment is of the most crucial roles of the human resource professionals. The level of performance of
Biman Bangladesh Airlines depends on the effectiveness of its recruitment function. A successful recruitment
strategy should be well planned and practical to attract more and good talent to apply in the Biman Bangladesh
Airlines.
For formulating an effective and successful recruitment strategy, the strategy should cover the following
elements:
Identifying and prioritizing jobs
Candidates to target
Sources of recruitment
Trained recruiter.
Recruiting Cost

Recruiting cost is an important factor of Employment Section. Biman had to scrutinize almost 1500 CVs
against 130 post of Junior Traffic Assistant job. Scrutinizing CVs, sorting them, giving exams, hiring college
rooms and giving wages of the teachers who guard the exam rooms etc activities cost a lot. Those activities
cost almost 40,000 taka. Employment Section gets this amount from HR affairs. Biman has been facing great
amount of loss for last many years and it has no way but to expend a lot to recruit people. Every year Biman
has to expend lots of money because of recruitment and selection of employees.

Recruitment Process
 The recruitment process is immediately followed by the selection process i.e. the final interviews and the
decision making, conveying the decision and the appointment formalities.

SELECTION AND ORIENTATION

Selection Procedure:
Initial screening based on experience and eligibility criteria.
Psychometric Test
Written and Oral Examination
Attractive Salary Package.
Selected Candidates will have to undergo training for a specified
period at Bangladesh Airlines Training Centre and any other
institute approved by Biman.
after successful training, the candidates will be confirmed as First Officer in B
737-800 aircraft.
selected candidates shall have to execute an agreement and a surety bond
separately on non-judicial stamp of Taka.
No TA/DA will be admissible for interview, test etc.
Employee orientation, also commonly referred to as onboarding or organizational socialization, is the
process by which an employee acquires the necessary skills, knowledge, behaviors, and contacts to
effectively transition into a new organization (or role within the organization).After selecting the
employee, BIMAN BANGLADESH arrange the orientation programs for the new
employee.

T r aining & Development

Training and development is a function of human resource management concerned with

organizational activity aimed at bettering the performance of individuals and groups in organizational
settings.

In order to maintain a competitive edge in the marketplace, your company must invest in the training and
development of your employees. Human Resources Development (HRD) focuses on both training employees
for their current jobs and developing skills for their future roles and responsibilities. HRD activities include:
training for managers, supervisors, and teams; tuition reimbursement programs; customer service training;
performance management; harassment prevention training; 360 degree reviews (multi-rater feedback
system); career coaching.

Everybody stressed the need to ensure quality service for survival of airlines business in a competitive world.
So, airlines need more trained and skilled people. The employees and pilots of Biman Bangladesh get
trained from domestic and foreign institutions. Selected Candidates will have to undergo training for a
specified period at Bangladesh Airlines Training Centre and any other institute approved by Biman.

Training in Biman is Organized and conducted by instructors from:

1. International Air Transport Association (lATA).

2. Bangladesh Airlines Training Centre (BATC) in Dhaka.
3. Aviation Training and Development Institute (ATDI).
4. European Union-South Asia Civil Aviation Co-operation Project.
SOME TRAINING COURSES OF BIMAN:

1. Cargo marketing - Dangerous Goods Regulations for Cargo Agents Personnel.

2. Airlines Quality Audit - with especial emphasis on safety management system.

3. Legal regime of service conditions of workers in Industrial and Commercial Establishment.

4. Statutory safety requirements for employees, entitlements on leave and holidays and compensation for
injury by accident.

TRAINING CENTRE OF BIMAN BANGLADESH:

Bangladesh Airlines Training Center (BATC) is a Civil Aviation Authority of Bangladesh (CAAB)
approved training facility in the country since the inception of Biman Bangladesh Airlines Ltd. It has
 also achieved EASA Part 147 approval from European A v i a t i o n S a f e t y A g e n c y ( EASA) in
2012. Under the privileges of this approval, BATC offers B1.1 and B2 courses on Aircraft
Maintenance Engineering for national and international students.
Mission of the Program
To develop human resources for Aircraft Maintenance Engineering at European Standard.
To m e e t t h e l o c a l a n d i n t e r n a t i o n a l requirements of Aircraft Maintenance arena.
To earn remittance by exporting skilled human resources.

The Program
Category Name of the Course No. of Modules Course Duration No. of Seat
B1.1 Aero plane Turbine 13 3 years(approx.) 16
B2 Avionics 12 3 years(approx.) 16
The duration of the courses include Practical Training on Live Aircraft like F-28, Airbus A310, Boeing 737, Boeing 777
aircraft at Biman Engineering Hangar Complex

Benefits from the program

Successful c o mp l e t i o n o f each module includes
EASA Part 66 licensing examination at BATC.
On completion of the training the students will be able to work in Aircraft Maintenance ar e na .
This Course will meet the initial requirement of obtaining license from Civil Aviation authorities of
any EU countries, Bangladesh and other countries.

A Dedicated Team of Professionals

T h e professional team of Instructors is developed
with a minimum qualification of B.Sc. in Mechanical
/Electrical/ Electronic Engineering. All of them
hold Aircraft Maintenance Engineering (AME)
License.
They are approved by CAAB and EASA
Part 147 to conduct AME courses.
Instructors are highly trained at home and
Abroad to conduct professional training on Boeing 737, Boeing 777, Airbus A310 and F-28 Aircraft.

Participants of the course would be able to improve:

The quality of management and services through imparting their knowledge and expertise in their
respective fields.
Knowledge about dangerous goods and its carriage regulations to cope with the increasing demand
for airline safety and smooth operation
And to enhance good governance in management.

During training at BATC, the participants will undergo an intensive learning process on their related field and
they will be familiarized with 'theoretical aspect' and 'On-job-training'.

International facilities for training and development

The lATA Training & Development Institute offers the largest selection of management and skills courses for
airline, cargo, airport, civil aviation and air navigation services professionals. Whether your expertise is in
the field of law, management, finance and accounting, revenue accounting and control, marketing and sales,
fares and ticketing, operations, safety and security, or professional training, you will find the most effective
tools to help you perfect you're administrative, management and leadership skills.

The demands of high-performance, quality oriented workplace require extra attention to some aspects of
human resource planning. Successful planning, proper training and development often means that the same
amount of work can be done by fewer skilled people.

OUTCOME OF TRAINING AND DEVELOPMENT BIMAN BANGLADESH AIRLINES

After discussing about training and development we would like to focus on the service and customer
satisfaction of Biman Bangladesh. Because an employee is trained and developed for a better outcome of the
company.

BIMAN BANGLADESH AIRLINES is a service oriented company. So, customer satisfaction, media news,
survey reports and other exclusive news will refer the real outcome of training and development program.
Which we collect from secondary sources such as survey results, online newspaper sites, online airline news
sites:

1. SKYTRAX published the report on Wednesday. http://www.dhakatribune.com/airlines/2015/aug/26/biman-

bangladesh-rated-second-worst-airline-globally#sthash.skuk7uDJ.dpuf

Bangladesh Biman Airline has been ranked one of the second worst airlines in the world, according to
reports
2. BIMAN BANGLADESH AIRLINES LACKS SMILE (DAILY SUN) http://www.daily-
sun.com/printversion/details/129773/Biman-Bangladesh-Airlines-lacks-smile
Last but not the least, the food menu and services needs to be changed as well.
Our Prime Minister also expressed dissatisfaction over Bimans food menu in 2013
and that came to newspapers. Here goes the news published in the Financial
Express on 13th July, 2013: Civil Aviation Minister Faruk Khan has called an
emergency meeting with the high officials of the Biman Bangladesh Airlines on
Sunday to improve in-flight service quality. The minister has taken the quick
initiative after Prime Minister Sheikh Hasina expressed her dissatisfaction over the
in-flight service quality when she arrived at Hazrat Shahjalal International Airport
from a visit to London and Belarus, sources said. The Prime Minister commented
that the service of the Biman remained the same for last 30 years. Enraged by her
own bitter experience, she asked Faruk Khan:Don`t you fly on other airlines? How
do they provide better service?Honourable Prime Minister voiced the minds of the
countrymen about Bimans service. To make us think to fly by Biman, they have to
really think on how to improve the service in all respect of this national carrier.

3. According to the survey results, Diagnosis of Bimans Problems: TRANSPARENCY

INTERNATIONAL BANGLADESH Social Movement against Corruption
(http://www.tibangladesh.org/research/exSummaryBimaneng.pdf)

Biman does not recruit any staff directly (i.e. from external qualified candidates) in
officer level. Maximum of them are promoted from lower positions. As a result, the
scope of getting quality staff for Biman becomes lower. Hence in all directorates
 external efficient candidates are deprived, no competitive environment among the staff
prevails, the existing staff remains reluctant as they feel that they will be promoted
somehow. The promotions that occur are mostly executed through political lobby, which
also deter internal competitions. Moreover, it has been alleged that Biman does not
want to equip their staff with modern technologies, thus making their productivity even
lower.
Biman have lack of Modern technology, Mismanagement, Labor union, and Corruption
Unethical use of power and government involvement and lot of problem.
Passengers give their response that customer services are average
Bimans Dilemma: The government is utilizing Biman to render services for the nation,
e.g. operating government VVIP flights, relief flights and hajj flight, and carrying
perishable items at cheaper rates. Due to this dilemma Biman cannot operate itself
distinctively either as commercial organization or as service organization. Employee
should trained up more to fulfill the demand of customers to Biman Bangladesh.
Lack of Authority and Accountability of the Executive Body: The Board is not
accountable to a higher authority because the Minister of Aviation, who is the
designated chief of the organization is the Chairman of the Board himself. Therefore,
the Board is neither directly accountable to any other body, nor is it under obligation
to report to any other authority for its activities an Performance. This
existing hierarchy creates problem in delegating the duties for the Managing Director,
CEO of Biman. In this sector they cant hope for a good development among employee.
Because Lack of Authority and Accountability employee gather negative attitude.
Corruption: Corruption in different sectors of Biman is another significant barrier that
is making it difficult for the organization to break away from loss making ways. Biman
Bangladesh need a good training and development program to create ethical attitude in
their work.in Biman Bangladesh we review these corruption:

Corruption in Purchase and Lease of Aircrafts

Corruption in relating to outstations of Biman
Corruption in tender process
Corruption in buying tickets and reconfirmation

One third of the passengers (37.6%) who reconfirmed/purchased tickets from Biman sales
centers reported about encountering problems. Major problems faced during reconfirmation
and purchase are wasting time (59.4%), take extra money for reconfirming/ticketing (21%),
creating artificial ticket crisis (15.1%). In addition, some travel agents are illegally favored,
the Travel agents purchased amount of money is not deposited to Biman and submission of
everyday statement and money deposit on weekly basis is not maintained by the travel agents
properly.

Flight Schedule Delay:

According to the survey results,
(http://www.tibangladesh.org/research/exSummaryBimaneng.pdf)
About 75% of the respondents had experienced flight delay during their last travel by Biman.
This gives an indication of the large amount of funds that have to be spent by the airliner on a
regular basis to compensate waiting passengers. Moreover, such schedule disruption creates
negative impact on Bimans commercial viability and the members of the traveling public tend
to choose other airlines.
Poor Quality of Customer Service:
According to the survey results,
(http://www.tibangladesh.org/research/exSummaryBimaneng.pdf)
After assessing the service level of Biman in terms of the satisfaction of the passengers,
 majority of the respondents (72%) termed the service quality of Biman as poor. It has
been revealed from the survey that about 85% of the respondents were not provided
any information about flight delays.
Furthermore, 77% of the respondents reported that during the flight delay no one from
Biman came and wanted to know, if the passengers were having any problem or not.
About 65% of the respondents termed Bimans in-flight services to be worsening than poor. Pre
requisition of quality in-flight services is sufficient number of crew. Our analysis shows that 42% of
the surveyed domestic flights moved with under compliment, 87% of the surveyed shuttle flights
moved under complement, while
82% of the surveyed international flights moved with under compliment. In terms of routes, the
highest portion of passengers who were found to be disinterested to fly with Biman in the future
came from the East, Middle East and South East
Asia (50%) while the lowest portion (15%) come from Gulf and Middle East. Greater portion of
passenger (49 and 39 percent respectively) mentioned schedule problem and mismanagement
respectively as reasons for not flying in Biman next.

Due to the above-mentioned shortcomings Biman is now in a very bad shape. It has fallen into severe
financial crisis. Furthermore, this organization is also suffering from lack of strategic planning and proper
training and development program to overcome all other drawbacks.

FINDINGS:

1. No Exclusive development program is arranged for employee to increase

their expertise level in Biman Bangladesh airlines.

2. Customers and passengers are not getting a good value added services from employee.

3. Employee are not skilled to overcome delay services and schedule problems.

4. Training program cant increase employees work speed.

5. Sometimes Biman Bangladesh has to focus on mass passengers and

government VIP services. It creates hazard situation. And Employee cant work
under pressure and cant feedback on time.
RECOMMENDATIONS:

To help Biman move out from its old-fashioned way of management, to accommodate the
future opportunities and to avert the current crisis and threats, it is extremely essential for
Biman to undertake the following steps set forth as recommendations.

1. Biman Bangladesh airlines should arrange exclusive development programs

for employee to increase their expertise level in Biman Bangladesh airlines.

2. Employee needs exclusive training to give a good value added services with the core ser
3. Management need to be more skilled by a good training to overcome delay
service and schedule problems.
4. A training program should be arranged in order to boost up employees work
speed.

5. Multi task oriented training program should be arranged in order to create the attitude of working under
pressure when urgently needed.

CONCLUTION:
Biman Bangladesh Airlines is the national airlines company of Bangladesh. Moving forward, we have found
that Biman has a very good Brand Personality, though, unfortunately, the product is not very well positioned
in the consumers perception. While, doing this research, I have found that Biman Bangladesh Airlines
cannot satisfy their passengers properly through their service, scheduling, comfort etc. They should improve
their services and other facilities. But now the HR Department is stronger than before. If this development
continues, Biman will have the most competent employees at every section.

Human Resource policies ensure proper training and development of employees. The main target of these
policies is to maximize the working capacity and strengthen the skills to fulfill the goals or objectives of the
company. Biman Bangladesh airlines Ltd. has its own human resource policies which are developed under a
long-term process. Their employee training and development process is standard and good practices. To
eliminate the weakness of employees activities some good measures are needed.

We have tried to point out strength and weakness of the system. With Limitations of time and preoccupation.
We had to work on the study. We have tried our best to collect all available data and other information
regarding present recruitment and selection, Compensation, Training and Development practices in Biman
Bangladesh Airlines Ltd. The ultimate result is that Biman Bangladesh airlines Ltd. shall be benefited if it
guides to its employee is a positive manner.

People - HR can enable airlines to provide that. The formula is universal: to quote Fortune, 'Hire nice
people, treat them well, encourage them to bind emotionally with the company, train them continuously,
and equip them with the best technology. Then the customers and the profits will follow.'