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Shuchana Development Human Resource Planning

1. The document summarizes a case study on the implications of lacking human resource planning (HRP) at Shuchana Development Limited (SDL), a real estate development company in Bangladesh. 2. SDL currently has a barebones HR department that focuses only on essential functions like hiring and compensation. They are heavily reliant on temporary workers hired project-by-project without a skills inventory or succession plan. 3. Adopting HRP techniques would help SDL more accurately forecast labor demand, reduce costs from hectic project planning, create a skills inventory, and strengthen performance evaluations and succession planning to better achieve their goals.

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Naveed Adnan
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40 views

Shuchana Development Human Resource Planning

1. The document summarizes a case study on the implications of lacking human resource planning (HRP) at Shuchana Development Limited (SDL), a real estate development company in Bangladesh. 2. SDL currently has a barebones HR department that focuses only on essential functions like hiring and compensation. They are heavily reliant on temporary workers hired project-by-project without a skills inventory or succession plan. 3. Adopting HRP techniques would help SDL more accurately forecast labor demand, reduce costs from hectic project planning, create a skills inventory, and strengthen performance evaluations and succession planning to better achieve their goals.

Uploaded by

Naveed Adnan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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University of Dhaka

Institute of Business Administration


Spring 2023

H 404: Human Resource Planning

“Implications of HRP in a Real Estate Company: A Study on Shuchana


Development Limited”

Submitted to
Professor Dr. Khair Jahan Sogra
Guest Faculty

Submitted by
Mubtasim Shabaab, Roll: 28
Umar SK Pathan, Roll: 79

Submitted on 26 May, 2023


Introduction:
Human resource planning is a sub-discipline of HRM which focuses on keeping a steady flow of
skilled employees to increase the effciency and profitability of a company. The four fundamental
steps of HRP are analyzing present labor supply, forecasting labor demand based of past data,
balancing and maintaining projected labor demand with supply and finally, aligning the current
course of the organization with their organizational goals. In real estate companies, the inclusion
of HRP is essential, because by nature, the real estate sector has a rotating employee base.

Background of the case:


We will be working on Shuchan Development Limited because it is introducing new and
interesting ideas and projects in the real estate and development scene. Unlike most booming
development companies, they are not only focusing on Dhaka but focusing on wider
development across the country. With a goal to urbanize less developed areas, they have worked
on projects in regions like Mymensingh, Feni, and Faridpur. They hope to expand into more
districts around the country to develop them. They hope to change the perception of only Dhaka
being a proper metropolitan and decentralize Dhaka in the longer run.

About Shuchana Development Limited (SDL):


Shuchana was founded by Akhil Akhter Chowdhury in 2007. He was a pioneer in the real estate
sector in Bangladesh, as he was one of the four founders of Suvastu Properties Limited, one of
the biggest and most influential real estate companies in the country. After leaving his first
company, he founded Shuchana Development Limited. Shuchana Development Limited is an
active member of the REHAB (Real Estate & Housing Association of Bangladesh). This
company was formed to enrich the Real Estate Sector of this country with 25 years of
experience. Their professional team consists of engineers, architects, and managerial personnel
who are highly adept. Presently they are operating under the guidance of their Managing
Director, Mr. Rafid Chowdhury.

Absence of HR Planning, Its Implications and Potential Solutions:


Even though SDL have an HR department, they are just a barebones crew of few personnel who
just conduct the most essential HR functions like hiring and remuneration. As they work on a
project-by-project basis, they are heavily reliant on temporary employees, who are just hired for
projects but the core team remains constant. They have a hierarchy of employees of one
managing director, and under him are department heads, who are in charge of the daily activities
of the company. The departments are administration, purchase, engineering, accounts, and
human resources. If the HR department adapts HR planning techniques, it will be able to forecast
the labor demand for each subsequent project more accurately, which will help them budget and
plan projects accordingly. This will in turn reduce the hectic nature of project planning stages.
They also do not have a succession plan in place for the department head or the managing
director. This is caused by a lack of skills inventory. If a skills inventory is created for the core
team, this will help them identify the strong and weak points of all their employees. Based on
this data, they can train their employees to be more efficient. This will also help them with
succession planning and promotions. Along with this, they need to conduct more performance
evaluations. They currently only conduct one performance evaluation per year, and only for the
lower level employees. They should conduct at least two evaluations per year, quarterly if
possible. And also introduce peer evaluations for upper-level managers and department heads, to
assess their prowess as leaders and managers. This will have to be anonymous, as the most
impartial data is required, and not making it anonymous will warp the responses of the lower-
level employees. And outside firms must be hired to assess just department heads and the MD,
and then combined with the employee evaluations, a final report must be prepared.

Conclusion:
As the HR department of SDL is not well structured and their operations are kept at a bare
minimum, the company is facing challenges in maintaining a labor force properly. Their
dependency on temporary workers limited their ability to properly utilize the potential of their
manpower. The workers hired on every project are usually evaluated only once a year which
shows the lack of quality control in the HR department. Through integrating HRP into their HR
department, they will be able to better track and manage their employees to achieve
organizational goals more efficiently and effectively.
Questions for discussion:
1. Is the current organizational structure appropriate for SDL? If not, justify your answer.
2. Explain the steps of creating a skills inventory, and mention what information must be
included.
3. Explain the steps of creating a replacement chart, and create a sample chart for the
department heads.
4. Suggest forecasting methods to predict worker demand for both the core team and
rotating workforce.

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