Assignment

Subject: HRM 360

Section: 2
Group- 7
Faculty: Mr. Shafiqul Alam
Name ID
Sohanur Rehman Sohan 1630410
Syeda Faiza Sultana 1631358
Masum Billah 1630791
Soron Shaha 1810786
 Introduction
Daraz Group is a multinational technology company that focuses on e-commerce, logistics,
payment infrastructure and financial services. Founded in 2012 with the backing of Rocket
Internet, it was first launched in Pakistan as an online fashion retailer and later expanded to
Bangladesh, Sri Lanka, Nepal, and Myanmar as Daraz Group after a shift in its business model.
In May 2018, Daraz Group was acquired by Chinese e-commerce company Alibaba Group.
Daraz was originally founded as an online fashion retailer in Pakistan in 2012 by Muneeb Maayr
and Farees Shah. Daraz's initial funding came from Rocket Internet and focused on the fashion
sector, but was changed to a general e-commerce marketplace in 2015.

Daraz Group was formed in 2015 as the parent company of Daraz’s operations in Pakistan,
Bangladesh and Myanmar.In July 2016, Daraz acquired Kaymu, a consumer-to-consumer online
marketplace in South Asia. With this acquisition, it began operations in Nepal and Sri Lanka.

In September 2015, Daraz secured €50 million in its Series B funding to support the expansion
of operations across its markets. CDC Group, a state-owned Development Finance Institution
(DFI) in the UK, invested €20 million alongside a €30 million investment from Daraz's existing
majority shareholder, Asia Internet Holdings.

In May 2018, Daraz announced it was acquired as a wholly owned subsidiary of Alibaba Group
for an undisclosed amount, as part of Alibaba’s expansion into South Asia. Following the
acquisition, Daraz Express (DEX), Daraz’s in-house digitalised logistics arm was launched in
September 2018 to support its growth into key markets. Today, DEX delivers over 60 per cent of
all Daraz orders.
 Analysing The Job Of A Familiar Company
Process:

There are 11 processes for performing a typical job analysis they are:

1. Get the support of top managers and ensure that all the managers support the job analysis
effort

2. Thoroughly communicated the purpose of the job analysis to all the participants and
ensure they are diligent about completing the tasks objectively

3. Collect background information and analyse how the job contributes to the execution of
the firm’s business strategy

4. Generate the task statements

5. Generate the KSAOs

6. Link the KSAOs back to the job duties

7. Form the job duty and task groupings

8. Collect critical incidents

9. Weight the job duties

10. Construct a job requirements matrix

11. Write the job description and person specification

Out of all these processes there are some which couldn’t be done because of the ongoing
pandemic situation, nevertheless these are the processes which has been analysed in this
assignment and upon interviewing a certain individual who has been working for more than one
year at Daraz.
Job Description:

Job title: Key accounts manager,

Job Purpose: The key account manager is responsible for handling the most important
client accounts in a company. These accounts make up the highest percentage of company
income, and the key account manager must build and maintain a strong relationship with the
client. They will be the lead point of contact for all key client matters, anticipate the client’s
needs, work within the company to ensure deadlines for the client are met, and help the client
succeed. The key account manager will also bring in new business from existing clients or
contacts and will develop new relationships with potential clients.

Job Duties and Tasks:

 Managing communications between key clients and internal teams

 Negotiating contracts with the client

 Collaborating with the sales team to maximize profit by up-selling or

cross-selling
 Meeting all client needs and deliverables according to proposed timelines
 Expanding relationships and bringing in new clients
 Reporting for monthly Targets
 Onboarding different Brands
Weighting Job Duties by their importance:
These weighing is based upon the questions which was asked to the interviewee regarding job
duties and their importance
Relative Importance (out of Job Duty Relative Time spent (%)
100)
30 Onboarding different Brands 30
20 Reporting for monthly Targets 10
20 Expanding relationships and 30
bringing in new clients
20 Negotiating contracts with the 10
client
10 Managing communications 20
between key clients and
internal teams

Knowledge, Skills And Abilities:

Knowledge: Upon joining Daraz for key accounts manager a lot of the knowledge was
gained after and also a lot of work experience from previous job, as a key accounts manager
must have some certain knowledge on how to work with excel. Also new recruits when they are
on the probation period for 3 months they only thing they do is learn and gain knowledge about
everything of Daraz key account manager position.
Skills: Communications skill is a must for this position as has to lead and bring in brands
give pitches to brands. Skill in leadership, after the 3 months probation period a lot of new skills
are learned, also reporting to the supervisor skills and also having the skill to supervise the
people they key accounts manager is in charge off, and Skill in negotiation.
Abilities: to have high endurance and stamina when a certain campaign is going on, the
ability to maintain consistency on reporting and onboarding brands and maintain annual target
sales.
Methods:
The five methods for Job Analysis are:
1. The critical incidents Technique
2. The job Elements method
3. Interview method
4. The task inventory approach
5. The structured questionnaire method

Out of all this methods the method we used to analyse the job of a company is the Interview
Method, we as the interviewer as the interviewee about the job description, duties, tasks,
importance, Knowledge skill and abilities related to the positions the questions formulated for
the interview are given in the appendix.

Job Requirements Matrix for a KEY ACCOUNTS MANAGER:

Characteristics of the Job Characteristics of the Worker
Job Duty Tasks Relative Relative Competency Importance of
importance Time KSAO (1=low,
of job Spent 10= High) (E=
Duty (%) (%) Essential)
Key Onboarding 30 30 Presentability skills 8
accounts different Brands
manager Reporting for 20 10 Knowledge on 9 and E
monthly Targets reporting software
(Excel)
Expanding 20 30 Communications 8
relationships skills
and bringing in
new clients
Supervisio Managing 10 20 Negotiations skills 5
n communication
s between key
clients and Supervising Skills 8 and E
internal teams
Customer Negotiating 20 10 Communications 8
service contracts with skills
the client
Listening skills 9
 Managing Organizational Behaviour During Covid-19
Navigating the implications of the COVID-19 pandemic is unprecedented. Our first and foremost
priorities are ensuring we’re supporting our employees, consultants and clients across the globe.
As a full-stack technology and talent partner, we want to share our experience and offer support
in how to alleviate the uncertainty around workplace services support as many businesses shift to
a primarily remote workforce for an indefinite period of time.
The global COVID-19 pandemic has challenged companies to manage their enterprises in
newfound ways. In the short term, they’re facing enormous scope changes to their business
plans; in the long term, they must adapt and continue to make progress on their original goals.

Expected change can be hard enough in ordinary circumstances. Leading forced change
management for an organization, all while being virtual, can be even harder. Depending on the
magnitude of your working environments, you may feel that you’re not equipped to manage this
dynamic, uncertain change but you’re further along than you think.
While many companies have an organizational change management (OCM) program around
technical aspects, focusing and evolving your contingency plans and business continuity best
practices around your people will help you navigate this new working culture and keep
productivity up and running.

Build a framework for communication and business continuity

Most organizations will be expected to perform as they were prior to the pandemic but will have
to do it differently through virtual and remote management. If you had a business continuity plan
in place, you’ll need to make sure it covers all the needs of the business. This includes
understanding how to make decisions with uncertainty what is the best approach to maintain
focus on execution, collaborate and communicate remotely, and keep the business going?
To do this, organizations need to ensure their business strategy incorporates crisis management,
disaster recovery and risk management in order to adapt and get back on track to true business
efforts. And fueling that productivity may look differently than before—such as building new
progress dashboards or utilizing new collaboration tools. Keep in mind that change initiatives
aren’t all the same, so the approach should be flexible and scalable to match the needs of the
business. This means making sure you’re implementing OCM activities that provide the most
value and desired outcomes. Using structured change management approaches will help build
change awareness as your employees become more comfortable with new ways of working, such
as:

 Serving as extensions of, and connections between, project teams and impacted team
members

 Implementing feedback channels to gauge communications effectiveness, adoption, areas of

resistance and areas of acceptance

 Enabling and increasing the use of virtual/remote demonstrations, training, coaching and
continuous improvement with the use of collaborative tools

 Providing sustained support at the peer level

Creating a structured communications approach for remote work that supports employees will
help them remain efficient in their roles without distractions. This includes best practice methods
to ensure employees and customers are aware of the current situation, how it impacts them, and
the new processes and procedures required to do their jobs. Fear of the unknown and uncertainty
is a big aspect of people unable to remain productive, and any ad hoc approaches to manage
employees that aren’t engaged or prepared won’t be effective. Organizations that can clearly and
consistently communicate will be able to help calm fears and ultimately sustain business
continuity.

Understand how your employees will be impacted

Many project plans are often centered around technology—not people or process. Historically,
crisis concerns have primarily revolved around protecting telecommunications, broadband
networks, servers and data for companies to continue to operate securely. Now, there’s a need for
organizations to focus on connecting their people to each other and leveraging facilitation skills
to foster communications.
In an OCM framework, best practice methods and procedures are used to determine the impact
change has on stakeholders, and how to manage that impact to ensure effectiveness. What’s
sometimes missing is the ability to tap into how stakeholders “experience” the change. For
example, OCM helps manage employee challenges and new methods to enable them to stay
productive on the job. Targeted communications can help address challenges with social
distancing, working in a remote environment, or managing virtual meetings and conference calls.
Therefore, it’s important to execute a communication strategy that quickly shifts employees into
a remote model that they’re previously not accustomed to, in a way that still supports them.

It’s also critical to increase ways for employees to provide feedback and escalate issues or
concerns in a virtual or remote environment. Not having a feedback loop can slow change
adoption immensely, or even cause it to fail. Targeted training can be provided to ensure
employees are aware of the tools and techniques available to provide feedback in a remote
environment and stay connected with team members and managers. In addition, prioritizing
communication lines will provide you a more holistic view across teams, as well as help to lift
productivity dips that inevitably occur during transition states.

Setting guidelines and expectations for virtual work will help keep people focused and
productive during times of uncertainty. Many employees have never had to host or participate in
virtual meetings before—they may not be sure how to act or may not be confident in using
virtual technology or collaboration tools right away. Providing empowering training and
development to your company, such as virtual team management coaching and collaboration
management, can help employees pivot, adopt new ways of working and operate productively.

Navigate the now while planning for the future

In the short term, organizations may find themselves looking for business continuity templates
and contingency packages to help communicate to their teams and set processes in place all of
which will certainly help to begin navigating their change management.
However, it’s critical to consider the bigger picture and ensure your program is adaptable to not
only your new environment, but one that is also sustainable for the long term—with the ability to
evolve as developments, in any kind of crisis, continue to change. By developing and fostering
the behavioral changes within a people-focused OCM plan for remote work, employees will be
able to continue to hone those skills when operations return to “normal” and stay aligned in new
capacities once back at the office. Employees that have learned new skills in remote
collaboration and self-management will be even more effective when put in unique situations
beyond today’s COVID-19 crisis.

Structuring your OCM plan in this way will better speak to the nature of your workforce so they
become more elastic, which can enhance productivity and increase efficiencies. Organizations
will be better positioned to deal with similar crises in the future, with the ability to scale up or
down with ease.

It comes down to the synergy between people, process and technology

What we’re experiencing today boils down to an individual level where we must manage our
teams and ourselves, while leveraging the right tools to succeed. Managing the people most
impacted by change as you move forward in transitioning your organization’s operations will
help build stronger commitment and momentum, reduce stakeholder resistance and increase
speed of adoption. And the resulting benefits can sustain transformation in the long term,
whether you were planning for it or not.
A few tips to help navigate forced change management and adjust business
continuity plans amid COVID-19:

 Focus on the big picture. The strategic business goals and objectives that mattered
yesterday matter more now. Tactics may need to be updated, but staying focused on the big
picture is critical for business performance.
 Adapt to new ways of productivity. This may include building new virtual dashboards on
project or team progress, remote status meetings and team brainstorming sessions, or
utilizing different collaboration tools to support remote communications. Whatever the case
remain flexible and provide support to project teams and impacted team members.
 Clearly and consistently communicate. Creating a structured communications format and
setting expectations for remote work will help keep people focused and productive during
times of uncertainty.
 Increase ways for employees to provide feedback and escalate issues or concerns. This
will help you gauge communications effectiveness, adoption and areas of resistance.
 Enable continuous improvement. Training and development, such as virtual team
management coaching and collaboration management, can help employees pivot, adopt new
ways of working and operate productively.
 Build in elasticity. As you adjust your business continuity plans for the now, ensure your
program is sustainable for the long term—with the ability to evolve as developments, in any
kind of crisis, continue to change.
Appendix:
Questions asked to the interviewee:

1. What is your entry Requirements?

2. You are under which Supervisor position?

3. Which Job family category you are under?

4. What are your tasks?

5. Does daraz has internal selection

6. What is your salary range?

7. Special equipment for your job?

8. Any Special working condition?

9. What is the process for the selection method?

10. Your daily tasks perform ratio

11. Weigh in the task which is the most important

12. KSA achieved in the past or upon joining this organization?

13. Working conditions in corona virus?

14. Satisfied or dissatisfied with the job?

15. Relative time spent on your tasks?

16. Do you have freedom in your job?

References:
 Charting a crisis: Bolstering business continuity with organizational change management,
Paul Burton and Kelly O’Neill, April 10, 2020.
https://www.teksystems.com/en/insights/article/charting-a-crisis?
fbclid=IwAR0gdrgHYm3T3a0Cbr_sKPsKKBpqNC65eGEp4pKiE8cvLRtL-
cEhE1xCUlw

 Performing job analysis, SHRM, https://www.shrm.org/resourcesandtools/tools-and-

samples/toolkits/pages/performingjobanalysis.aspx

 Job Analysis, Shafiqul Alam, https://files.fm/u/pdjsrqd2p