Professional Documents
Culture Documents
HR Practices of Accenture BD
HR Practices of Accenture BD
Name
ID
Riad-us Salehin
1521108660
Punam deb
1521624660
Santono Ghosh
1421371660
1430608660
Letter of Transmittal
30th November, 2015
Mr. Dr. Mohammad Thoufiqul Islam
Course Instructor
School of Business and Economics
North South University
Bangladesh, Dhaka.
Dear Sir,
Here is the final report on HR Practices of Accenture CIS Bangladesh that you asked our
group to accomplish for our BUS601 (Human Resource Management) course. In this report, we
have tried our best to apply our learnings of Human Resource Management in the practical field
to understand the HR practices of Accenture CIS Bangladesh.
We would like to cordially thank you for your great presence and giving us the opportunity to
work on a topic that is relevant to real life situations which has taught us a useful lesson. Despite
some limitations, we tried our level best to make this report as precise as possible. If you have
any additional enquiry about this project or any other information, we would be happy to give it
to you. You can contact us at this Email address: salehin28@gmail.com.
Thankfully Yours,
Riad us Salehin
_____________________________________
Punam Deb
_____________________________________
Santono Ghosh
_____________________________________
_____________________________________
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Acknowledgement
At first, we would like to express our supreme gratitude to Almighty Allah for giving us the
opportunity with strength and patience to complete the report successfully. In preparing the
report, we have received munificent assistance from many quarters, which we like to mention
with gratitude. First and foremost, we are highly indebted to our supervisor, Mohammad
Thoufiqul Islam (phd), School of Business Administration, North South University. His
suggestions and directions greatly motivated us to prepare this report successfully. Our gratitude
goes to Ms. Shamma Tasnim, working as a Recruiter in the Recruitment department of
Accenture CIS Bangladesh, who assisted us by providing different types of information relating
to this study. Finally, we like to thank our family and friends for helping us in various aspects.
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Executive Summary
This report seeks to understand the HR Practices followed in Accenture CIS Bangladesh.
Accenture CIS Bangladesh is a newly formed company that took over GPIT in 2013 by
purchasing its 51% share. The company is a subsidiary of Global Accenture which is a global
consulting agency which provides technology solution to increase the productivity and efficiency
of its clients, thus converting its clients to high performance business (Abid, 2015).
In Bangladesh, Accenture Bangladesh is currently working on two projects namely, Wintel and
Chicago. It provides Business Process Outsourcing (BPO) on finance, accounting and
infrastructure to its clients. As a newly formed company, its organization culture is in transition
period and so its HR practices. This report will try to figure out the new HR practices adopted by
this company within these 2 years (Shamma, 2015).
The report starts with the overview of the company and its HR department which is named as
People and Organization (P&O) in Accenture CIS Bangladesh. As its in its very inception, it has
a small HR with around 30 people working in 5 departments namely Recruitment, Total
Rewards, training and Development, HR Operations and Field HR and ER, each team headed by
one team lead. The P&O department is leaded by the Chief People Officer, Mrs. Syeda Yasmin
Rahman.
The report focuses mainly on 6 areas of HR practices including, Job Analysis, Personnel
Planning and Forecasting, Recruiting and Selection, Performance Management, Training and
Development and the Compensation structure of the Accenture Bangladesh.
The report provides some of significant findings of the job analysis of Accenture Bangladesh. It
has found that the HR of Accenture Bangladesh has just supervisory role in the job analysis
whereas the stakeholders (team leaders or line managers of the projects) do the job analysis since
the jobs are highly technical and cant easily be understood by HR.
The report also provides with in-depth insight on the personnel planning and forecasting as well
the recruitment and selection process. The Recruitment department plays a pivotal role to gather
information on the current and future personnel needs. It continuously seeks information from
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the stakeholders about their personnel needs. However, the numbers of new employees to be
recruited and the budget required for the enrollment must be passed from the Global Accenture.
The recruitment and selection process of the Accenture CIS Bangladesh has 5 stages which
includes Job posting, CV collection and sorting, written assessment and interview and the final
selection. Since most of the jobs are technical and needs specialized knowledge to understand the
subject matters, stakeholders do the CV sorting and the question formats of the written
assessment and interview. Recruitment department plays a supervisory role in this phase to
ensure accuracy and fairness.
The fourth HR agenda of the report is the Perfomance management. The Accenture CIS
bangladesh highly focus on the performance appraisal and performance management to align the
performance of the employees to its desired objectives, thus aligning the performance with its
strategy. The performance management of the employee is performed by the Total Reward
Rewards Team to ensure high quality performance. It has quarterly employee performances
appraisal program which they call as employee moderation and is done fairly and transperently
in front of management.
The fifth HR agenda of the report is to understand the trainging and development programs
conducted by Accenture. Its found that the traing development team highly focuses on the off
the job training which are instructed by Accentures foreign and local specialists depending on
the needs. On the other hand,it provides extensive online traing to its employee to internalize the
core values and behavior of employees.
Last but not the least, compenstaion package of accenture is discussed on the report. Accneture
compensation package is directly dependent on performance of the employee. It has linked the
employee benefits with the performance. It does not disclose its salary structure. However, its
above market average and mixed with other benefits including 2 festival bonus, yearly profit
sharing and medical insurance.
The whole report is prepared on the basis of secondary sources available and the interview done
with Ms. Shamma Tasnim, working as a recruiter in the recruitment department of Accenture
Bangladesh. The report is expected to provide an extensive overview of the HR practices of
Acccenture Bangladesh.
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Table of Contents
Letter of Transmittal ........................................................................................................................ i
Acknowledgement .......................................................................................................................... ii
Executive Summary ....................................................................................................................... iii
1.
Introduction ............................................................................................................................. 1
1.
1.2.
1.2.1.
Stewardship: .............................................................................................................. 2
1.2.2.
1.2.3.
1.2.4.
1.2.5.
1.2.6.
Integrity: .................................................................................................................... 3
1.3.
1.4.
1.5.
1.6.
1.7.
1.8.
1.8.1.
1.8.2.
1.8.3.
1.8.4.
1.8.5.
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1.9.
2.10.
Infrastructure Outsourcing:........................................................................................... 6
2.11.
HR Organogram ........................................................................................................... 8
3.
Methodology ........................................................................................................................... 8
4.
HR Agenda.............................................................................................................................. 9
4.1.
4.1.1.
4.1.2.
4.1.3.
4.1.4.
4.2.
4.3.
4.3.1.
4.4.
4.4.1.
4.4.2.
Appraisal Interview:................................................................................................ 19
4.4.3.
4.5.
4.5.1.
4.5.2.
4.5.3.
4.5.4.
4.5.5.
4.5.6.
5.1.
6.
Recommendations ................................................................................................................. 25
7.
Conclusion ............................................................................................................................ 25
8.
Reference .............................................................................................................................. 26
9.
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1. Introduction
This report seeks to understand the HR Practices followed in Accenture CIS Bangladesh.
Accenture is one of the fortune global 500 companies in the world renowned for professional
services, with competence in consulting, strategy, digital technology and operations. Accenture
is serving clients in more than 200 cities of 120 countries with its 319500 employees (Accenture,
2015). Accenture assist organization to optimize their operations by combining unparalleled
experience, widespread competencies across all the industries and extensive research on most
successful companies. Accenture works together with clients to assist them become highperformance businesses and governments.
The company has started their operation in Bangladesh by acquiring GPIT when it bought 51%
of its share in 2013. The 49% of the share are still acquired by Grameenphone (Tasnim, 2015).
However, the beginning was not so easy for Accenture in Bangladesh as it had to restructure the
dangling management of GPIT and strategically align it to the global strategy of Accenture.
Accenture India has been playing a vital role since its inception in Bangladesh to converge the
GPITs values with global Accenture values.
2. Company Overview
Accenture is a name of a leading professional service company with capabilities in consulting,
strategy, digital, technology and operations. Accenture mainly focused on maximizing their
performance and achieving their vision. Accenture also assists with global clients to help them
high performance business (Accenture, 2015).
Accenture has embarked their business in Bangladesh by taking over GPIT (An IT subsidiary of
Grameenphone) by acquiring 51% of global share. It is working in Bangladesh in the name of
Accenture CIS Ltd. Bangladesh. The share transfer is a subject to board approval and in an
Extraordinary general meeting (EGM) the approval to transfer the shares to Accenture is taken
placed. There is also a proposal to grant GP an option for selling remaining GPIT shares to
Accenture at a later date.
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2.1.
Hierarchy of Accenture
Level (1-5), they are called Accenture leadership position; they do not disclose the
designation who are of those level.
Level 11-Analyst
2.1.
Accentures core values focused on shaping the culture, defining the character and defining the
character of the company. These core values are foundation for how Accenture acting and
making decisions. The people of Accenture live the core values through individual behaviors
(Accenture, 2015).
2.1.1. Stewardship:
Stewardship refers to build a better company for future generations, to act with an owner
mentality, to develop their people and to help improve communities of the global environment
(Accenture, 2015).
2.1.6. Integrity:
Integrity refers to be ethically unyielding, honest and inspiring, to matching their behaviors to
their words and to take responsibility for their actions (Accenture, 2015).
2.2.
Accenture Strategy:
Accenture Strategy handles the intersection of business and technology. Every organization
depends on technology and it is transforming every organization. So, in that case technologyenabled strategy is needed to take advantage of the opportunities. All strategies business,
technology or operations; drive value, shape new business and design operating models for the
future. Accenture also execute industry-specific strategies that support enterprise- wide
transformation (Ahmed, 2014).
2.3.
Accenture Consulting:
Accenture consulting consists with the people who work in five operating groups;
communications, media & technology, financial services, health & public service, product &
resources. They are industry experts having the insights and capabilities to assist the world are
leading companies. Accenture consulting orchestrates are responsible for building and sustaining
long-term client relationships (Ahmed, 2014).
2.4.
Accenture Digital:
The combination of capabilities in digital marketing, analytics and mobility to help clients and
unleashing the power of digital to transform their businesses are the main acts to digitalize. They
assist clients to use digital technologies to deliver more meaningful and relevant customer
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experiences through the all channels and customer segments. It is also focused to create new
products and business models and to optimize the efficiency and effectiveness of their internal
operations (Accenture, 2015).
2.5.
Accenture Technology:
Technology leads to drive innovation, deliver cutting edge solutions and increase productivity. It
has two primary areas: Technology Delivery which includes global delivery capabilities and the
application services and it is also includes spanning systems integration and application
outsourcing. Another area is Technology Innovation & Ecosystem which includes the R&D
activities in global Technology labs and the management of the alliance relationships across the
ecosystem (Accenture, 2015).
2.6.
Accenture Operations:
2.7.
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2.8.
Accenture gives a huge range of BPO services to enable high performance. This includes
function specific services such as procurement, supply chain, learning, HR, finance and
accounting. Accenture also has experience in infrastructure outsourcing. It provides ongoing
management of companies IT infrastructure capabilities or functions. They provide both discrete
skills and fully managed service in which they take complete responsibility to manage end-toend function of one or more of their infrastructure outsourcing services.
Accenture Bangladesh is now outsourcing BPO Finance & Accounting and infrastructure.
Telenor is the main client of Accenture Bangladesh. They started their journey at outsourcing
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services in 2013 and first client was GP Telenor and gradually they expand the client network
and providing services to other Telenor around the world (Shamma, 2015).
BPO-Finance & Accounting Outsourcing
BPO services are1. P2P (procure to pay)
2. R2R(Record to report)
3. O2C (Order to cash) (Abid, 2015)
Accenture Bangladesh has two projects in order to provide their services
1. Wintel
2. Chicago
WINTEL
GP WEB
SERVIA AND MONTENEGRO
SWEDEN, DENMARK,NORWAY
CHICAGO
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PROJECT
NUCLEUS
GP
TP
DiGi
DTEK
Figure: Business Clients (Abid, 2015)
Accenture support their activities from Accenture Bangladesh Delivery Centre (ABDC). There
are 9 towers to support to assist these activities.
1. Monitoring
2. Storage
3. Backup
4. Network
5. Network Securities
6. Server
7. Linux
8. Unix
9. Database Administrator
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2.11. HR Organogram
Cheif People
Officer
Policies
Recruitment
Team Lead
Total Rewards
Team Lead
Divisional
Coordinator
Training &
Development
Team Lead
HR Operations
Team Lead
Field HR & ER
Team Lead
Figure : HR Organogram
3. Methodology
To prepare the report, information is collected both form primary and secondary sources. To
know detail information, an unstructured interview was done with the Ms. Shamma Tasnim who
is a recruiter, working at Accentures Recruitment team. The interview has given us a detail
insight of Accentures HRs detail structure and practices.
On the other, secondary sources such as previous internship report and Accentures website are
used to gather information. In addition, an video interview of Accentures Chief People officer
is used to understand their vision and strategy. All information are analyzed and scrutinized to
prepare this report.
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4. HR Agendas
4.10. Job Analysis:
4.10.1.Process of Job Analysis in Accenture Bangladesh
Accenture Bangladesh is a high-tech software company in which the jobs are mainly developing
company specific software and supporting different organizations to upgrade global existing
software. In addition, it provides technical assistance to improve the software experience through
debugging the existing software error. So, the majority of the jobs in Accenture Bangladesh is
highly technical and requires specialized technical persons to conduct the jobs analysis.
However, most of the software jobs are standardized and the jobs analysis is done by headquarter
situated in Ireland. Since the jobs are highly technical and programming language specific, the
jobs analysis are done mainly by the supervisors and team leader of different projects which are
managed by the project manager of that project.
The whole process are reviewed and monitored by a Senior Analyst of HR Recruitment
department. However, the jobs analysis for Finance and HR departments are done by the
immediate supervisors of the specific position and the whole process is monitored by Senior HR
specialist of HR Recruitment department
Developing solution
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Developing Algorithm
Writing programs using different lagnguages such as, C++, SQL, JAVA etc.
b. Human Behavior: The team leader and the immediate supervisors also try to find the
human behavior required for the position such as sensing, communicating, deciding and
writing etc. For example, a associate software developer requires moderate writing skills
and cummunication skills but requires good decision making skills in some cases.
c. Machine, Tools, Equipment and Work Aids: The team leader and the immediate
supervisor tries to collect information on the equimpent and tools the and knowledge
requires to deal with those machine. For example, a suppor engineer dealing with a server
must know how to operate the server.
d. Job Context: The team leader and immediate supervisor also collect informatio on the
job contexts as many support engineers need to work in risky enviroment with highly
complicated machines and server.
e. Human requirements: This is very important for team leaders to know the specific
programming languages (C++, JAVA, SQL etc.) required to do the job which he/she is
required to analyse. Since the jobs are highly technical and required specfic programming
language skills, it is imperative for a team leader and the supervisor to find out the
information on the programming languages required for the position. In addition, the
immediate supervisor needs to collect informaton on the physical charectaersrics required
to perform the jobs effectively.
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Step 2: Here the team leader and immediate supervior create process flow chart to understand
the detail workflow of the position. In addition, organization charts are used to determine where
the position fglobal in the organization.
Step 3: The team leader and immediate supervisor try to find the representative positions. For
example, if a team leader tries to find a represantative jobs for associate software engineer he/she
will analyze the similar jobs from different projects and find the traglobal and skills required for
performing the jobs.
Step 4: This is the most important step where the team leader and immediate supervisor actually
analyze the jobs by collecting the information mentioned earlier. Since the company is highly
technological, the information cant be collected by observation techniques. Here the information
is collected mostly through structured interview to the representative position using Job analysis
questionaire and position analysis questionaire.
Step 5: The team leader and the immediate supervisor try to verify and reviwe the infromation
collected by using other information sources like previous job description and specification. The
whole process is review by the Senori Analyst of the HR Department.
Step 6: Finally develop a new descripyion and specification are conducted by the designated
team leader and the immediate supervisor which is alsow reviewed by the Senior Analyst.
Job identification
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Job location
Job responisibility
Job specification
Job context
Following figure gives an idea about the job description and job specification of Accenture
Bangladesh:
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Future
Projects'
personnel
needs
Current
Projects'
personnel
needs
Personnel
Forceasts
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Job Posting (Stage 1): According to the demand of the line managers and team leaders of
different departments, Accenture P&O makes decision on the amount and types of personnel
needed. Then job postings are done both in External & Internal Source depending on the type of
the jobs. This process is done within 2 days.
The source are given below:
Interal source (BD jobs, Referral Program, HR consultancy, University Career Services
office and facebook page)
CV Screening and Sorting (Stage 2): After collceting the CV, P &O send those CVs to the
diferent stakeholders for shortlisting. Then thecreening is done by the different departments
according to the requirement. Since most of the jobs are highly specialized and technical, the
requirments of the candidates are understood better by the stakeholders (line manager or team
leader). This process is done within 7 days.
Requirements to be identified:
Entry Level/Fresh Graduates
Educational Requirements:
BSc in CSE/EEE
BSc/MSc in CSE/EEE
BBA/MBA in Finance/Accounting/HR
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Experience: 3-10 years of experience on relevant field (depends of the job level) (Abid, 2015)
Written Assesment and Interview (Stage 3): The selection process for the Fresher/entry level
position and experienced candidates are given below:
For Fresher/entry level position:
i.
ii.
The candidates who perform well are called for an interview with stakeholders (line
managers or team leaders).
First, they are called for initial interview with the stakeholders (line managers or team
leaders).
ii.
They persons who perform well in the first interview are called for the second interview
with stake holders in which they are tested vigorously to understand their technical
knowledge
iii.
The person who do well in the second interview are called for the final interview in
which they sit with the departmental head and P&O head (Tasnim, 2015).
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Interview Format
The interview can be both structured and unstructured depending on the requirements of the
position. Each interviewers are given an assesment sheet in which they evaluate a specific
candidates on their skills and aptitutde. The content of the interview are mainly,
a. Highly technical and knowledge based
b. Job related and Skill based
c. Situational questions
The interviews are mostly pannel interviews which includes stakeholders and HR personnel.
Final Selection (Stage 4):
The steps of the final selection are given below:
i.
The interviewers send their individual assessment sheet to the Recruitment department.
Recruitment department finds the best candidates from the individual assessment sheet
and comes to conclusion through finally selecting the best candidates.
ii.
Selected candidates name and details are sent to the total rewards team and the
Background Checking (BGC) team (Tasnim, 2015).
iii.
The total rewards team communicates with the final candidate to fix the remuneration
and other benefglobal. Meanwhile, the background check is done.
iv.
If remuneration issue is fixed and background check is found alright, the candidates are
sent final confirmation both through email and phone.
v.
The whole process is unbiased as the interviewers have to maintain individual assessment sheet.
As a result, a single interviewers attitude towards a specific candidate cant affect his or
selection as different individuals have different assessment sheet and no interviewer can change
other interviewers assessment.
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4.13.1.Performance Appraisal:
In Accenture CIS Bangladesh, Performance Appraisal is called as Performance moderation. Its
done quarterly by the immediate supervisor in front of the management. The whole process is
monitored by Total Rewards Team of Accenture Bangladesh P&O. In creating performance
appraisal graphic rating scale is used which is mainly provided by Total Rewards team.
However, the specific department mainly appraises the employee depends on his/her attaining
the targets.
Establishing
Employee
Target
Moderation
Feedback
Reward and
Recognition
and Recognition site for completing each target. This information are clearly shown in global
Rewards & recognition site. Along with the data about performance in Reward & Recognition
site, Graphic Rating Performance form are used to
Step 3 ( Feedback) : After each four month, the immediate supervisor sglobal with the
subordinate in front of the managment to do the final moderation. Here, the supervisor discuss
with the subordinate about his/her performance and makes plans to imrove.
Step 4: (Reward and Recognition) : In Accenture Bangladesh, top 3 performers from each
departments are nominated from each category. Total Rewards team selects the best performer
and awards him as the best employee of the quarter.
4.13.2.Appraisal Interview:
The appraisal interview is done quartely for each department. In this interview, the supervisor, in
front of the managers and other line managers, discusses the performance with the subordinate to
commuicate his/her performance overview. The supervisor not only provide feeback about the
result but also provide necessary imrovement suggestions. The outcome of the result of the
interview is communicated to the total rewards team
On the other hand, the subordinate is given chance to defend his/her performance.
The format of the Appraisal interview is given below:
i.
ii.
iii.
Feedback Session : In this sesseion, the supervisor provides feedback about the
performance of the subordinate. The supervisor also provide necessary sugesstion to the
subordinate to improve his/ performance.
iv.
Defense session: In this session, the subordinate is given chance to clarify his
performance. He/she is also given the chance to share views about the targets and the
problems he has faced to achieve the targets.
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4.13.3.Performance Managament:
Since Accenture Bangladesh admire continous growth and improvement, the highly focus on
performance management. To foster contious imrovement of global employee, the company has
established an continous online evaluation system named Reward and Recognition system.
Its an online continous evaluation sytem in which the supervisor provides points to the
subordinate for his target completion. The performance evaluation system also shows the overall
performance of the employee to ensure continous imrovement and growth.
Establishing
Establishing
Continuous
Continuous
Strategic
Target
Evaluation
Feedback
Target
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Step 4 (Continuous Feedback) : The supervisor provides daily or weekly feedback either
personally or through online Recognition System to global subordinate to ensure continuous
imrovement.
4.14.1.Training in Accenture
The employees of Accenture are provided with a framework of training and career development
provision that helps to enable an employee to be the driver of his/her career journey. In
Accenture Bangladesh, employees are encouraged to be a part of global inclusive training
culture. To do that it has established the state of the art online and ofline training module with
the help of global parent company.
4.14.2.Types of Training
Accenture has devoted adequate amount of time, energy and funding to provide world class
training facilities to all of global employees, including the fresh graduates. The training facilities
are of two types in Accenture CIS Bangladesh such as,
i.
ii.
organized by the parent companies and instructed by the foreign experts from different
parts of the world (Tasnim, 2015).
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a. Podcasts
b. Curriculums
c. Reading materials
d. Books and journals
e. Training session recordings
f. Knowledge groups and global own career counselor
Most of the resources are available online in global learning websites. This website contains
customized training materials specific to the employees. The employees can also search and read
thousands of other learning resources from the company website according to their wish. The
resources provide employees with valuable sources to upgrade their skills and capabilities.
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6. Recommendations
The P&O department should be more organized so that it can organize the employees in a
proper way to have proper coordination
Delaying interview is a problem for Accentures P&O team. So it should eliminate this
culture to improve its image
The HR team should be more dynamic rather than following a conventional way of
treating employee
As Accenture is a new company in Bangladesh, its needs to develop their work process to
be successful in Bangladesh.
7. Conclusion
Since the birth of Accenture Bangladesh, it has to face severe challenges in its HR operations as
it has to bring about a new way of management which fosters continuous growth and challenges.
To incorporate new ways of doing things and the core values of global Accenture, the Accenture
Bangladesh has to work hard on its training and development efforts.
As a technological consultant company, training and development is essential for Accenture CIS
Bangladesh to keep its employee prepared for the upcoming challenges and trends. Accenture
CIS Bangladesh is still in womb and needs to tune up its human resource to create a dynamic
company through adequate training and development facilities. Even though Accenture CIS
Bangladesh has the capacity and capabilities of providing world-class training development
facilities to its employee, it is highly dependent on the Accenture India in many cases.
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8. Reference
Abid, S. (2015). Recruitment and Selection Process of Accenture. [online] BRAC University,
pp.1-15. Available at: http://dspace.bracu.ac.bd/handle/10361/4367 [Accessed 16 Nov.
2015].
Accenture, (2015). Accenture Strategy. [online] Available at: https://www.accenture.com/bden/strategy-index.aspx [Accessed 29 Nov. 2015].
Ahmed, A. (2014). HR Operations Activities. [online] BRAC University, pp.1-14. Available at:
http://hdl.handle.net/10361/3688 [Accessed 14 Nov. 2015].
Tasnim, S. (2015). Interview on the Accenture's HR Ractices.
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9. Case Study
Introduction
Accenture is one of the fortune global 500 companies in the world renowned
Curriculum
Training
Development
Skills
Training needs
Glossary
when it bought 51% of its share in 2013. The 49% of the share are still
Strategy: Long-term
Glossary
HR Policy: Human
resource policies are the
formal rules and guidelines
that businesses put in place
However, the policies and coordination of the P&O are done by another two
teams namely policy and coordination. This policy team provides the company
workforce.
The whole P&O department works under Chief People Officer, Syeda Yasmin Rahman.
According to Syeda Yasmin Rahman, we usually take the fresh graduates form universities and
invest large amount of resources to train and develop them so that they can grow with our
company.
The company has already invested a lot in identifying the areas of improvement and
has started to train employees recently in a more strategic and goal oriented way.
The training needs of employees entails from the skill gap which can be found by
investigating the performance related documents. The skill gap is not a big problem
for a company like Accenture which has highly skilled trainers and specialists to
fulfill the gap.
assessment is a
systematic process for
determining and
addressing needs, or
"gaps" between current
Training at Accenture
The employees of Accenture are provided with a framework of training and career development
On the Job Training
(OJT): Employee
provision that helps to enable an employee to be the driver of his/her career journey.
In
training at the place of
Accenture Bangladesh, employees are encouraged to be a part of its inclusive training culture.
work whileTo
he or she is
doing the actual job.
do that it has established the state of the art online and ofline training module with the help
of its
parent company.
Accenture has devoted adequate amount of time, energy and funding to provide world class
training facilities to all of its employees, including the fresh graduates. The training facilities are
of two types in Accenture CIS Bangladesh such as,
iii.
behavioral skills. Employees with training needs are either trained on the job (OJT) or off
the job. However, most of the training programs are off the jobs and includes lecture
session and audio-visual based training in different training centers. It also provides inhouse training on stress management and value creation etc.
iv.
organized by the parent companies and instructed by the foreign experts from different
parts of the world.
g. Industry
h. The employees specific talent area and specialization
Global expert panels that have specialization in different subject matters design and formulate
the content and the materials for the training. The training is conducted both by the foreign and
local experts who have in depth skills and specialization on the given subject matter.
Conclusion
As a technological consultant company, training and development is essential for Accenture CIS
Bangladesh to keep its employee prepared for the upcoming challenges and trends. Accenture
CIS Bangladesh is still in womb and needs to tune up its human resource to create a dynamic
company through adequate training and development facilities. Even though Accenture CIS
Bangladesh has the capacity and capabilities of providing world-class training development
facilities to its employee, it is highly dependent on the Accenture India in many cases.
Questions:
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a. Describe what type of challenges Accentures P&O are facing in its inception in
Bangladesh
b. What is the difference between skill gap and behavioral gap? Suggest what Accenture
P&O should do to reduce behavioral gap of employees.
c. What kinds of training procedures are followed in Accenture? Give pros and cons of
each.
d. How does Accenture identify the training need of employees? Describe briefly.
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