Welcome to the Presentation

HRM-502: Human Resource Management

Instructed By:
Zahir Rayhan Salim
Faculty, CBA, IUBAT.

IUBAT - Friends Caf

Kamroon Nahar Sharmin Juthy

16204007

Rabeya Akter Pinky

16104008

Nazmun Nahar Rumi

16104007

Jannatul Ferdoushi Jui

16204003

MD. Saidur Rahman Said

16204006

Training and Development

of Biman Bangladesh Airline

Table of Contents:

Bangladesh Biman at a glance.

Corporate structure.

Services

Present condition

Management issues.

Human Resource Management Process.

Recruitment and selection policy.

Training and development process.

Drawback within the system.

Suggestion for betterment.

At a glance

Bangladesh Biman the national flag carrier airlines of Bangladesh.

Founded
Hubs
Secondary hubs
Fleet size
Destinations
Headquarters
Subsidiaries
Key people
Website

4January 1972; 44 years ago

Shahjalal International Airport
Shah Amanat International Airport
Osmani International Airport
14
21
Balaka Bhaban
Kurmitola,Dhaka1229,Bangladesh
Biman Flight Catering Centre
Biman Poultry Complex
Biman Ground Handling
Bangladesh Airlines Training Center
Air Mshl(Retd.) Jamal Uddin
Ahmed(Chairman)
A M Mosaddique Ahmed (CEO&MD)
www.biman-airlines.com

At a glance

(cont.)

Vision

To Project Biman Bangladesh Airlines Ltd. in the aviation market as a world-class

airlines.

Mission

To Provide Safe, Reliable, Efficient and Economical air transport services and to
satisfy customers exceptions while earning sustainable profit and continuing to
be a caring employer.

Goal

To provide and develop Safe, Efficient, Adequate, Economical and properly

coordinated air transport services, internal as well as international.

Slogan

Your Home in the Sky.

Corporate structures

Key People

Chairman: Air Mshl Muhammad Enamul Bari

CEO and Managing Director: A. M. Mosaddique Ahmed
CEO and Managing Director (Former): Kevin John Steele (March 2013 to April
2014)

Ownership

Bangladeshi Government through the Bangladesh Biman Corporation since

its inception.
In 2007 Biman was transformed into a public limited company.

Services

Biman Bangladesh offers 16 Domestic and 102 International flights,

consisting 13 local and 28 worldwide branch offices. Biman Bangladesh
operates the following:

Domestic:

1. Shahjalal International Airport in Dhaka

2. Shah Amanat International Airport in Chittagong and
3. Osmani International Airport in Sylhet.

Domestic scheduled destinations: Chittagong, Cox's Bazar, Dhaka,

Jessore, Rajshahi and Sylhet.

Services

(cont.)

International:
Biman now carries the nation's flag to 8 South Asian destinations, 6
South-East and Far-Eastern destinations, 9 destinations to Gulf and
Middle-East region, 6 European and North American points and other.
31 international destinations Hong Kong in the west to London in the
west.

International scheduled destinations: Abu Dhabi, Bahrain, Bangkok,

Brussels, Dammam, Delhi, Doha, Dubai, Frankfurt, Hong Kong, Jeddah,
Karachi, Kathmandu, Kolkata, Kuala Lumpur, Kuwait, London, Mumbai,
Muscat, New York, Paris, Riyadh, Rome, Singapore, Tokyo and Yangon.

Present Condition

Failed to create any significant impact in its business, either locally or

globally.

Lack of strategic planning, unskilled administration and severe corruption

involve in the selling & purchasing, also leasing air craft results The
Bangladesh Biman falls into a great losses.

Corruption for purchasing & selling air bus taking Liz and repairing engine and
purchasing other machineries for last 4 years.

Number of domestic destination either have been closed, or on the verge

closing.

Opportunities is being utilized by other private airline.

Had brought some qualitative changes in its service concept to make Biman
passengers feel "once Biman always Biman.

Management issues

10

Lacking of professional Managing Director:

Non-commercial bureaucratic oriented poor management coupled with frequent change of

Chief Executive Officer (CEO) and old and unreliable fleet still haunting the national flag
carrier even after three decades.

Mismanagement:

The Biman authority refused to carry the non balloty HAZZ pilgrims. Upon their several
request Biman later agreed to carry them with higher airfare. The entire scenario turned into
a worst one when the whole non balloty HAZZ pilgrims decide to refuse the government
offer and arrange aircrafts by themselves for their HAZZ. This results huge loss to Biman.

Lack off Freedom:

The influence from the higher level including head of the government can be found in
almost all sectors of its operation. Flexibility in assigning works and absence of unique work
environment.

Lack of coordination:

Lack of coordination among employees and management has caught our attention that
need to be revised. Very recently, the 10 hours long strike in Biman makes the situation
much severe in nature. Let's put some light on this strike issue.

Management issues

11

(cont.)

Pilot crisis & Unskilled Pilots:

Accident at Chittagong Shah Amanat International Airport, July 01,

2005.

Another accident at Osmani International Airport in Sylhet occurred

due to the pilot's failure in handling the aircraft.

Lack of recruiting policy:

Political influence in recruiting policy especially for top level managers.

Too much dependency on defense people for the top level management

Gender discrimination:

Believe in a myopic ideology that, stewardess over 35 years of age lacks

in smartness and efficiency.

Outdated Customer centric policy.

12

Human Resource Management Process

OF BIMAN BANGLADESH

13

PLANNING
A good human resource plan will almost always include a management
resources plan. The objective of such a plan is to provide strategies, tools,
technology and expertise for the planning for and development of current
and potential management human resources in order to allow for enhanced
management of the Biman Bangladesh makes the future HR demand so
that there will be no shortage or surplus of employees.

PLANNING CONT..

14

Job Analysis: Job Analysis is a primary tool to collect job-related data. The process
results in collecting and recording two data sets including: job description and Job
specification.

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

Job Specification: job specification is an integral parts of job analysis of Biman

Bangladesh. They define a job fully and guide both employer and employee on how to
go about the whole process of recruitment and selection.

JOB DESIGN: Job design follows job analysis i.e. it is the next step after job analysis. It
aims at outlining and Biman tasks, duties and responsibilities into a single unit of work for
the achievement of certain objectives.

15

Benefits of Job Design in

PLANNING:
The following are the benefits of a good job design of Biman Airlines:

Employee Input:A good job design enables a good job feedback. Employees
have the option to vary tasks as per their personal and social needs, habits and
circumstances in the workplace.

Employee Training:Training is an integral part of job design. Contrary to the

philosophy of leave them alone job design lays due emphasis on training
people so that are well aware of what their job demands and how it is to be
done.

Work / Rest Schedules:Job design offers good work and rest schedule by
clearly defining the number of hours an individual has to spend in his/her job.

Adjustments:A good job designs allows for adjustments for physically

demanding jobs by minimising the energy spent doing the job and by aligning
the manpower requirements for the same.

16

RECRUITMENT
Recruitment is of the most crucial roles of the human resource
professionals. The level of performance of Biman Bangladesh Airlines
depends on the effectiveness of its recruitment function. A successful
recruitment strategy should be well planned and practical to attract more
and good talent to apply in the Biman Bangladesh Airlines.

For formulating an effective and successful recruitment strategy, the

strategy should cover the following elements:

Identifying and prioritizing jobs

Candidates to target

Sources of recruitment

Trained recruiter.

17

Selection Procedure:

Initial screening based on experience and eligibility criteria.

Psychometric Test

Written and Oral Examination

Attractive Salary Package.

Selected Candidates will have to undergo training for a specified period at

Bangladesh Airlines Training Centre and any other institute approved by
Biman.

After successful training, the candidates will be confirmed as First Officer in B 737800 aircraft.

Selected candidates shall have to execute an agreement and a surety bond

separately on non-judicial stamp of Taka.

No TA/DA will be admissible for interview, test etc.

18

Employee orientation
also commonly referred to as onboarding or organizational
socialization, is the process by which anemployeeacquires the
necessary skills, knowledge, behaviors, and contacts to effectively
transition
into
a
new
organization
(or
role
within
the
organization).After selecting the employee, BIMAN BANGLADESH
arrange the orientation programs for the new employee.

19

Training & Development

20

For survival of airlines business in a competitive world,

airlines need more trained and skilled people.
The employees and pilots of Biman Bangladesh
get trained from domestic and foreign institutions.

Some training courses of Biman:

1. Cargo marketing
2. Airlines Quality Audit
3. Legal regime of service conditions
4. Statutory safety requirements

Training in Biman is Organized and conducted by instructors from:

1. International Air Transport Association (lATA).

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

21

Training & Development

(cont.)

International facilities for Training and Development

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

Training & Development

22

(cont.)

OUTCOME OF TRAINING AND DEVELOPMENT BIMAN

BANGLADESH AIRLINES

1.SKYTRAXpublishedthe reporton Wednesday.

Bangladesh Biman Airline has been ranked one of the second worst airlines in the
world about their services, according to reports

2. BIMAN BANGLADESH AIRLINES LACKS SMILE (DAILY SUN)

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

TRANSPARENCY INTERNATIONAL BANGLADESH Social Movement against
Corruption

Biman does not recruit any staff directly in officer level. Maximum of them are
promoted from lower positions.
Passengers give their response that customer services are average
Flight Schedule Delay
Poor Quality of Customer Service

23

Findings
1.Biman Bangladesh is now trying to follow higher European Standard of
training program.
2. No Exclusive development program is arranged for employee to increase
their expertise level in Biman Bangladesh airlines.
3. Customers and passengers are not getting a good value added services
from employee.
4. Biman have lack of using Modern technology.
5. Employee are not skilled to overcome delay services and schedule
problems.
6. Training program cant increase employees work speed.
7. Sometimes Biman Bangladesh has to focus on mass passengers and
government VIP services. It creates hazard situation. And Employee cant
work under pressure and cant feedback on time

Recommendations

24

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

1. Biman Bangladesh has to work hard to implement the higher European Standard of training
program
2. Biman Bangladesh airlines should arrange exclusive development programs for employee to
increase their expertise level in Biman Bangladesh airlines.
3. Employee needs exclusive training to give a good value added services with the core services.
4. Biman Bangladesh have to expand the using of Modern technology in their work to increase
work speed.
5. Management need to be more skilled by a good training to overcome delay service and
schedule problems.
6. A training program should be arranged in order to boost up employees work speed.
7. Multi task oriented training program should be arranged in order to create the attitude of
working under pressure when urgently needed.

25

Conclusion
Human Resource policies ensure proper training and development of employees. The
main target of these policies is to maximize the working capacity and strengthen the
skills to fulfill the goals or objectives of the company.
Biman Bangladesh airlines Ltd. has its own human resource policies which are
developed under a long-term process. Their employee training and development
process is standard and good practices.
To eliminate the weakness of employees activities some good measures are
needed.
The formula is universal: to quote Fortune, 'Hire nice people, treat them well,
encourage them to bind emotionally with the company, train them
continuously, and equip them with the best technology. Then the
customers and the profits will follow.'

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Gallery

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