INTERNSHIP PRESENTATION

CHITTAGONG ASIAN
APPARELS
NAME: MAHIDE HASAN
ID:12302163
MBA SESSION:2015-2016(HRM)
DEPARTMENT OF MANAGEMENT
UNIVERSITY OF CHITTAGHONG
INTRODUCTION
Organizations worldwide are striving for success and out-
competing those in the same industry. In order to do so,
organizations have to obtain and utilize Its human resources
effectively. Training program keeps employees up to date.

SCOPE OF THE STUDY

I have got the scope to study on Training process of Chittagong
Asian Apparels Limited. In this project I have tried to present
details about the training process being presently followed and
the feedback, I collected from different employees during my
interaction with them.
Objectives of the Study
General Objective
analyzing the Training process of Chittagong Asian Apparels
Limited.
Specific Objectives
• To identify what types and methods of Training Programs are
conducted in Chittagong Asian Apparels Limited.
• To know about the Training Evaluation Process of CAAL.
• To identify the problems of training process at CAAL.
• To give recommendation for CAAL.
 Methodology of the
Study
Two sources of data
• Primary Data
• Secondary Data

Sampling techniques
Convenience sampling technique

Population
Employees and Workers of Chittagong

Sample Size
Sample size is 50.
Limitations of the Data
• The company do not disclose the confidential matters.
• In my case up to date information is not published.
• Lack of adequate practical knowledge about modern training
process.
• Only limited excess to human resource policy.
• Unavailability of sufficient documents.
• Unwillingness of the busy key persons.
Chittagong Asian apparels limited is one of the pioneer Garments business in Bangladesh. It is sister
concern of Asian group. It is established in 2004 with a synopsis to establish a best woven top & bottom
garments factory

Unit statistics
Business Established: 2004

Total Area: 160025 Square Feet

Total Line: 21 sewing lines

Total Machinery: 1500 set

Monthly Production Capacity: 1.2 Million Units

Security Assessment: Approved by CT-PAT. Rating Points: Wal Mart-90,Target-84.77% (Green).

Alliance Audit: Initial Audit Date -14 August 2017 (Overall Progress -100%).

Accord Audit: Initial Audit Date - March-2017.

Factory Location: 132, Nasirabad Industrial Area, Chittagong Bangladesh.

 A short overview of Chittagong Asian is shown in below
Name Chittagong Asian Apparels Limited
Location 132 Nasirabad Industrial Area, P.S.Bayzid, Chittagong-4210.Bangladesh

Chairman Alhaj Md. Abu Taher Sowdagar

Market served Garments
No. of total employees 2988

Export to USA
Nature of business Export oriented garments (manufacturing) company.

Board of Directors Management of the organization

Nature of Ownership Private Ltd. Co.

Nature of employee Skilled , Semi-skilled, Unskilled

Working environment Good

Trade Union Present

Performance grade Good
Business growth Gradually
Social welfare Present
Experience of management Good

Policy Competitive
Supervisor-subordinate relation Fairly good

Port of loading Chittagong

Total factory area 160025 square fit
Goals of Chittagong Asian Apparels Limited

• To be a leader in the chosen market

• To build a strong bond with Customers, Stakeholders and Employees

Missions of Chittagong Asian Apparels Limited

Mission of Chittagong Asian apparels Ltd is to deliver the latest and advanced style of
products to the International Market and maximizing the export revenue also
contribute to the national income through develop of national employment
opportunities. By considering this mission Chittagong Asian Apparels Ltd has
adopted different new policies for attaining this mission.
Mission of Chittagong Asian apparels Ltd is providing boost to these companies to do
the work for better improvement of the Garments Industry of Bangladesh.
Products and Clients of Chittagong Asian Apparels
Limited
Products:
• Woven shorts
• Trouser
• Skirts
• Shirt
• Jacket

Clients:
• WALMART
• TARGET
• GARANIMALS
• CARTER’S
• H&M
• KMART
• PVHLC
• WAIKIKI
• JCPENNEY
• MACYS
 Internal Training Program
 External training program
 Evaluation of Training
 Participants Reaction
In the fast pace changing world of business an organization train its
employees to deal with new challenge.
Training enhances the capacity of workforce of any organization to meet
current and future needs.
Less training programs are held in CAAL.
Non-availability of skilled trainers.
Proper trainee selection is crucial task in training process.
Management attitude toward training is positive.
Based on requirement training is given at CAAL.
Enough practice time is given in CAAL.
Based on information acquired from CAAL, a SWOT Analysis of training is provided.
Strength:
 CAAL is a sister concern of Asian Group.
 CAAL is member of various associations like BGMEA, BKMEA, BEPZA etc.
 Top management pay special care to training need analysis.
 Asian Group has many professional trainers for planning and conducting training program.
Weakness:
 The worker of CAAL is not well educated.
 The turnover rate of worker in CAAL is high.
 All identify need are not addresses for implementing in CAAL.
 The response from mid level is poor.
Opportunities:
 Every employee has a good opportunity of skills and career developments.
 New MBA and BBA holder are joining in the firm as executive. Therefore the
management attitude will be change.
 As Asian Group has many garments unit, CAAL can get branching out
options.
 CAAL have chance to fill the gaps of lacking by implementing new training
policy.
Threats:
 Capability to hold the trained employee for long term is the main threat for
CAAL. It can create trouble for company in long run.
 If training performance is not satisfactory, there is a threat of less
Performance Incentives Profit Sharing plan.
 Manny multinational competitors.
PROBLEMS
 The training evaluation is basically made through observation and interview rather than
performance and monetary perspective.

 At CAAL management attitude is positive, but less number of training program is conducted.

 70% of training in CAAL is on the job training.

 No health and nutrition training is held.

 The time selection for training session is not convenient.

 No incentives are provide for regular training.

 Fire and safety training programs are not conducted regularly.

 trained worker leave the job.

 Same trainers are conducted training every time.

 The training cost is increased by middle level management deficiency.

 too many gaps between the training sessions.

 Reduce the gap between the training session.

 Set a new policy for retaining the trained employee.

 Fixed a convenience schedule for training session.

 Management should focus on future need of company.

 CAAL can hire professional skilled trainer.

 To establish required infrastructural development.

 All level management should involve in planning step.