HRM-460/INB404

04 May 2011

Mr. Monzoor Morshed

Lecturer
School of Business
Independent 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 Contents
Table of Contents.....................................................................................................................................................4
1.0 INTRODUCTION..............................................................................................................................................5
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. ..................................................................................................................................5
1.1 Methodology..................................................................................................................................................6
1.1.1 Primary source.........................................................................................................................................6
1.1.2 Secondary data .......................................................................................................................................7
1.2 Limitations......................................................................................................................................................7
2.0 Background of CARE Bangladesh ..................................................................................................................8
2.1 Vision.............................................................................................................................................................8
2.2 Mission...........................................................................................................................................................8
2.3 Core Values ...................................................................................................................................................9
2.4 CARE Internationals Members....................................................................................................................10
2.5 Responsibilities of the Employee and Associated Behaviors......................................................................10
2.6 Behaviors that might result in a Show Cause...............................................................................................12
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.......................................................................................13
2.7 Projects and Donors List..............................................................................................................................13
2.8 History..........................................................................................................................................................14
2.9 Recruitment..................................................................................................................................................20
2.9.1 Composition of the Recruitment Board.................................................................................................21
2.9.2 Disqualification of Repeat Applicants..................................................................................................21
2.9.3 Interview Ethics.....................................................................................................................................21
2.9.4 Non-Discrimination...............................................................................................................................22
2.10 Hiring .........................................................................................................................................................22
2.10.1 Contracts..............................................................................................................................................22
2.10.2 HRD&M Authority to Negotiate Salary and Issue Contracts.............................................................22
2.10.3 Hiring of Relatives..............................................................................................................................22
2.10.4 Appointment Approval........................................................................................................................23
2.10.5 Necessity of Job Descriptions.............................................................................................................23
2.10.6 Personal Confidential Files responsibilities........................................................................................23
2.10.7 Medical Examination..........................................................................................................................23
2.10.8 Grades, Functions and Job Titles Matrix.............................................................................................24
2.11 Composition benefits..................................................................................................................................25
2.11.1 Housing Benefits.................................................................................................................................25
2.11.2 Medical Allowance..............................................................................................................................25
2.11.3 Transportation Benefits.......................................................................................................................26
2.11.4 New Passport and Renewal of old Passport for Traveling overseas...................................................27
2.11.5 Other Benefits......................................................................................................................................28
3.0 Interview Profile...............................................................................................................................................30
3.1 Profile 1 .......................................................................................................................................................30
3.2 Profile 2........................................................................................................................................................31
4.0 Findings............................................................................................................................................................32
4.1 Eligibility......................................................................................................................................................32
4.1.1 International Temporary Assignment:...................................................................................................32
5.0 Conclusion........................................................................................................................................................32
Appendix................................................................................................................................................................33

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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

Data collection
Employees were interviewed through structured questionnaire in different outlets.

1.1.1.2 Designing questionnaire

Structured questionnaires have been used for this study in with multiple choice and open-
ended question.

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1.1.2 Secondary data

• annual report
• internet
• newspaper

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 Vision
We 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 Mission
Guided 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:

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• 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.
• 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.

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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
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;

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

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 Safe Motherhood Promotional Project
(JICA) (SMPP)
Gap Foundation Competitive Literacy Initiatives
UNICEF Sanitation, Hygiene, Education and Water
Supply Program (SHEWA-B)
Centers for Disease Control and Prevention Avian Influenza Community Based
(CDC) Surveillance Project
CARE-France Providing women with Functional Education
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

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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
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.

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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
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

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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
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

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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
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

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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
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

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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
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.

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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
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

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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
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.

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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.

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

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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.

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

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employees hired for six months or less and Re-hired staff that had medical examination
within the past one year period.

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) Coordinator (X)
Finance Controller Regional Coordinator
Head of IT Deputy Team Leader
Head of Internal Audit (X)
Gender Equity and Diversity Team Leader (X)
Advisor Coordinator (X)
D Management Manager (X) Manager (X)
Assistant General Manager Coordinator (X)
Analyst (X) Advisor Specialist (X)
Engineer
C Supervision Action Researcher Officer (X)
Internal Auditor Officer (X) Supervisor (X)
Finance and Administrative Assistant Project
officer Manager
Section Support Manager (X) Manager (X)
Supervisor (X) Project Development
Administrative Officer (X) Officer (X)
Technical Officer (X)
Training Officer (X)
B Implementation Administrative Support Officer Program Support Officer
Officer (X) Officer (X)
PABX Operator Facilitator (X)
Personal Assistant Field Trainer (X)
A Support Driver
Cock
Day Care Assistant
Technician

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Officer Helper

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.

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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).

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.

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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.
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

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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.

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

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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.

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

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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
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

Md. Rashedun Nabi

Project Manager,
EDU-SHOUHARDO II Collaboration
CARE Bangladesh
Pragati Insurance Bhaban (Level - 11)
20-21 Kawran Bazar, Dhaka -1215,
Bangladesh.
Contact: (88) 01922797727
Email: rashedun@bd.care.org
Master 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

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ISLAM ARAFAT
Project Officer, SDVC Project
CARE Bangladesh
20-21 Kawran Bazaar, Dhaka -1215, Bangladesh
Contact: (88) 01716088695,
siddiquee@bd.care.org
Master in Development Studies in BRAC
University, Dhaka 2011.
Bachelor of Commerce major in “Finance &
3.2 Profile 2 Banking” from Daffodil International University,
Dhaka 2008.
HSC from Notre Dame College, Dhaka
SSC from Udayan Bidyalaya, Dhaka.

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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

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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.

Appendix

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