Report On

Summit Power Ltd.

Overall HRM Activities and Procedures

By

Fariha Alam Oishee

17104119

An internship report submitted to the BRAC Business School in partial fulfillment of the
requirements for the degree of
Bachelor of Business Administration

BRAC Business School

BRAC University
September 2024

© 2024. BRAC University

All rights reserved.
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Declaration
It is hereby declared that.

1. The internship report submitted is my original work while completing my degree at BRAC
University.
2. The report does not contain material previously published or written by a third party, except
where this is appropriately cited through full and accurate reference.
3. The report does not contain material accepted or submitted for any other degree or diploma
at a university or other institution.
4. I have acknowledged all the main sources of help.

Student’s Full Name & Signature:

___________________________________________
Fariha Alam Oishee
17104119

Supervisor’s Full Name & Signature:

___________________________________________
Dr. Md. Mizanur Rahman
Assistant Professor, BRAC Business School
BRAC University
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Letter of Transmittal

Dr. Md. Mizanur Rahman

Assistant Professor,

BRAC Business School

BRAC University

66 Mohakhali, Dhaka-1212

Subject: Letter of Transmittal

Dear Sir,

It gives me great pleasure to be able to deliver the HRM report on Summit Power Ltd. that I
worked so hard to prepare. The information I gained over the internship period led to this
report’s creation.

To create this report, I gave it my all. Most of the material in this report is based on my own
professional experience with Summit Power Ltd. Additional information is acquired from the
company's official HR personnel. I put everything I had into getting this report together.

I hope the report meets your expectations and provides a clear reflection of my time spent at
the company. Please feel free to contact me if you require any further clarification or additional
information regarding this report.

Sincerely yours,

_______________________

Fariha Alam Oishee

Student ID: 17104119

BRAC Business School

BRAC University

Date: June, 2022

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Non-Disclosure Agreement
This agreement is made and entered into by and between Summit Power Ltd and the
undersigned student at BRAC University Fariha Alam Oishee, from BBA Department, ID No
17104119.
 4

Acknowledgment
I owe a huge debt of gratitude to Md. Mizanur Rahman, an assistant professor at the BRAC
business school, who oversaw my internship and provided essential advice and assistance. He
took the time to get to know me and comprehend my aims for the internship as soon as I began
writing my internship report on SPL's overall HR operations. He gave me clear instructions
and expectations, and he was always ready to respond to my inquiries and offer me insightful
criticism. Throughout the internship, Md. Mizanur Rahman sir, an assistant professor at BRAC
Business School, gave me helpful guidance and insights that advanced my professional
development.
I would also like to thank my coworkers and the personnel of SPL (Report on Overall SPL HR
activities) for their hospitality and support throughout my internship. Working with a group,
this creative and encouraging was enjoyable. My coworkers were ready to greet me and
introduce themselves as soon as I arrived. They were patient in answering my questions and
assisting me to grasp the business and industry. They were always eager to offer their
knowledge and experience. Along with my coworkers, the SPL (Report On overall SPL HR
activities) personnels were consistently helpful and fast in meeting any demands or inquiries I
had. I appreciate the chance to work with such a committed and qualified team.
I am quite appreciative of Mr. Shoaib Ali, my mentor and adviser throughout my internship
(deputy manager, SPL HR department), for His insightful counsel and direction. His
knowledge of the industry helped me better grasp the business and the sector, which helped me
make the most of my internship. Mr. Shoaib Ali, deputy manager of SPL's HR division, gave
me helpful advice and insights that got me through my tasks and obligations throughout the
internship. He was always willing to help me out and answer my queries, and his knowledge
and experience allowed me to advance professionally. I'm grateful that he gave me his time,
encouragement, and insightful advice.
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Executive Summary
This report encapsulates the experiences, learnings and achievements that I have gained as an
internee during the duration of my Human Resource Management internship training program,
over three months, I have been exposed to various HRM functions including resume collection
and resume screening collected from different sources, cv summary and proposal prepared for
candidates, scheduling the interview and calling/texting/mailing for interview or training
program, organizing meeting arrangement and make resources available for meeting, taking
part in photocopying, scanning and printing important documents, preparing and updating
employees personal, medical and confidential files, updating 1-9 form of foreign employees,
making new ID card for new employees and keep updating the existed employees Id card. I
got real-life experiences of all HRM-related activities and got close observation of the
employee relationships and work culture of SPL.

I gained practical knowledge on how the human resource division of an organization operates
and coordinates its activities to ensure the smooth functioning of the organization. First, this
internship report provides an introductory overview of SPL by giving the company’s
background information, its mission, vision, the hierarchy and organogram of the organization
and the overall structure of SPL. Following that information, the next section contains
information about the job responsibilities during my internship period at SPL. It will also
provide a comprehensive overview of HRM roles that I have played in SPL’s corporate setting
and highlight the significance of strategic human resource planning in contributing to the
organization’s objectives. This report also conveys a brief overview of the challenges I have
faced during the internship such as adapting to SPL’S work culture and understanding the
various HR software.

Each part of this report contains detailed discussion of HR functions with relevant examples
followed by organizational practices at SPL which basically convey how things are done by
the HRM department of multinational companies like SPL. The internal control system, value
chain system of the company, management responsibilities and commitment to continuous
improvement, management review and responsibilities are also overviewed in this report. It
includes a “seven steps problem-solving process” analysis and a “PESTEL” analysis of SPL.
The next part of the report comprehended a financial glimpse of SPL where we could see the
overall accounting and financial practices of SPL, their financial highlights and reviews, their
shareholders’ information and share performance and lastly, the overall business review.
 6

The final part of the report contains the project part of this internship report where a research
analysis has been done on “EMPLOYEER BRANDING IN SPL”. It includes the problem
statement, research objectives, significance and methodology of research, research design,
type, all the research Data and their sample size, questionaries, and detailed explanation of the
“conceptual model” of employer branding. Finally, there is the conclusion followed by
reference.

Keywords: HRM Functions; real-life experiences; introductory overviews; responsibilities;

challenges; conceptual model.
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Table of Contents
Declaration................................................................................................................................ 1

Letter of Transmittal ............................................................................................................... 2

Non-Disclosure Agreement ..................................................................................................... 3

Acknowledgment ...................................................................................................................... 4

Executive Summary ................................................................................................................. 5

Table of Contents ..................................................................................................................... 7

List of Figures ......................................................................................................................... 10

List of Acronyms .................................................................................................................... 11

Chapter 1 Overview of Internship........................................................................................ 12

1.1 Student Information ............................................................................................... 12

1.2 Internship Information ........................................................................................... 12

1.2.1 Internship Period, Company Name, Department, Address ................................. 12

1.2.2 Internship Company Supervisor's Information: Name and Position .................. 12

1.2.3 Job Scope – Job Description/ Duties/ Responsibilities ....................................... 12

1.3 Internship Outcomes .............................................................................................. 16

1.3.1 Student Contribution ........................................................................................... 16

1.3.2 Benefits to the Students ...................................................................................... 17

1.3.3 Problems and Difficulties ................................................................................... 17

1.3.4 Recommendations ............................................................................................... 18

Chapter 2 Organization Part ................................................................................................ 19

2.1 Introduction ............................................................................................................ 19

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2.1.1 Mission, Vision & Policies ................................................................................. 19

2.1.2 Objective ............................................................................................................. 22

2.1.3 Quality Policy ..................................................................................................... 23

2.1.4 Methodology ....................................................................................................... 23

2.1.5 Sources of Data ................................................................................................... 23

2.1.6 Scope of the Study .............................................................................................. 24

2.1.7 Limitations .......................................................................................................... 24

2.1.8 Significance of the Study .................................................................................... 25

2.2 Overview of Summit Power Ltd. ........................................................................... 25

2.2.1 About Summit Power & History ........................................................................ 25

2.3 Human Resource Management Practices in Summit Power Ltd. .......................... 26

2.3.1 Corporate management ....................................................................................... 26

2.3.2 Internal Control System and the Committees to the Board ................................ 27

2.3.3 Value Chain System of the Company ................................................................. 27

2.3.4 Management Responsibility and Commitment to Continuous Improvement..... 27

2.3.5 Seven-Step Problem-Solving Process ................................................................. 28

2.3.6 Integrated Management System .......................................................................... 29

2.3.7 Human Resources Manual .................................................................................. 30

2.3.8 PESTEL Analysis ............................................................................................... 31

2.4 Communication and Media Coverage ................................................................... 32

2.6 Accounting and Financial Practices ....................................................................... 33

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2.6.1 Financial Review ................................................................................................ 33

Chapter 3 ................................................................................................................................ 36

3.1 Introduction ...................................................................................................... 36

3.1.1 Problem Statement .............................................................................................. 36

3.1.2 Research Objective ............................................................................................. 36

3.1.3 Significance......................................................................................................... 36

3.2 Methodology .......................................................................................................... 37

3.2.1 Research Design.................................................................................................. 37

3.2.2 Research Type ..................................................................................................... 37

3.2.3 Sample size ......................................................................................................... 38

3.2.4 Literature Review................................................................................................ 38

3.3 Conceptual Model .................................................................................................. 41

3.4 Findings.................................................................................................................. 48

3.5 Summary and Conclusion ...................................................................................... 48

3.6 Recommendations .................................................................................................. 49

References ............................................................................................................................... 51

Questionnaire ............................................................................................................... 52
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List of Figures
Figure 1: The Management Organogram of SPL .................................................................... 26

Figure 2: Components of the value chain ................................................................................ 27

Figure 3: Continual Improvement of IMS ............................................................................... 28

Figure 4:Seven-Step Problem-Solving Process ....................................................................... 28

Figure 5: Integrated Management System (IMS) .................................................................... 29

Figure 6: Conceptual Model of employer branding ................................................................. 41

Figure 7: Ratio of male and female participants ...................................................................... 42

Figure 8: Age Groups............................................................................................................... 42

Figure 9: working positions. .................................................................................................... 43

Figure 10: Level of Education ................................................................................................. 43

Figure 11: Level of Income...................................................................................................... 44

Figure 12: Marital status of participants .................................................................................. 44

Figure 13: Industry Preference................................................................................................. 45

Figure 14: Feedback Frequency ............................................................................................... 45

Figure 15: work-life balance .................................................................................................... 46

Figure 16: Sense of belonging ................................................................................................. 46

Figure 17: Offering formal training program........................................................................... 47

Figure 18: Efficiency of training.............................................................................................. 47

Figure 19: Pushing for growth. ................................................................................................ 48

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List of Acronyms
SPL Summit Power Ltd.

BRAC Bangladesh Rural Advancement Committee

HRM Human Resource Management

HR Human resource

BBA Bachelor of Business Administration

BBS BRAC Business School

CV Curriculum Vitae

BSC Bachelor of Science

EEE Electrical and Electronic Engineering

ME Mechanical Engineering
 12

Chapter 1
Overview of Internship

1.1 Student Information

I am Fariha Alam Oishee from the BBS of BRAC University, ID number 17104119. In the
BBA program, I have selected HRM as my prime concern, with Marketing as my minor
concern.

1.2 Internship Information

1.2.1 Internship Period, Company Name, Department, Address

With the grace of God, SPL hired me as an HR intern for the HRM division on July 13, 2022.
At Summit Group, my internship program had a contractual length of three months. It can be
found at 18 Kawran Bazaar in Dhaka 1000.

1.2.2 Internship Company Supervisor's Information: Name and Position

Sheikh Shoaib Ali, the deputy manager of SPL's HRM department, oversaw me from the very
beginning of my internship. On the first day, he introduced me to the other team members and
walked me through all the details about the company. I've finished the entirety of my internship
under his direction. I'm grateful I got to work in his superb direction.

1.2.3 Job Scope – Job Description/ Duties/ Responsibilities

At SPL, my duties and contributions I was offered the opportunity to work for SPL for three
months from July 13 to October 12, 2022, as part of my academic program. As I opted to
specialize in HRM, I learned about SPL's human resource management activities while
working as an intern trainee there. Over my time there as an intern, I encountered several duties
where I was treated the same as a permanent HR professional in their organization. I frequently
had the following jobs given to me -

• Resume Collection

Although applications are occasionally dropped off at reception, CVs are frequently gathered
from the Official Mailbox to appoint various level employees, including executives, engineers,
factory managers, supervisors, and others. Referrals from senior management personnel are
also included.
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• Resume Screening collected from different sources.

For its power facilities located throughout Bangladesh, SPL recently hired many people. When
reviewing CVs, they want to concentrate on a few specific areas. They demand the least amount
of work expertise for some jobs and the most for other higher-level positions. The screening of
CVs must consider a few additional factors, such as age, schooling, location, degrees from
reputable schools, etc. As an illustration, when evaluating applications for engineering jobs,
we typically favor B.Sc. graduates from reputable institutions who have earned excellent
marks.

• CV Summary & proposals prepared for the candidates.

Before the interview, I had to compile an evaluation of the applicants, which included a detailed
review of their past employment history, work history, and educational background. I then
present my selective applicant filings to my supervisor. He then evaluates my work again and
makes suggestions. Following their final clearance, interviewees are emailed a file summary
on the stated date, facilitating a seamless selection process.

• Interview Scheduling & Calling and texting/emailing for Interview & Training

After evaluating CVs and categorizing prospects based on their roles, we call the selected
candidates to confirm the date, time, and location of the written examination. The next step is
to categorize the written examination questions given to applicants for the EEE and ME
departments, respectively. So, we prepare an interview schedule and send it to the department
head. After the written test but before the oral test or viva, the person in charge of hiring,
specifically for that department, reviews the screenplays. Employees then reserve a conference
room and conduct one or more rounds of interviews to evaluate applicants.

• Organizing Meeting Arrangements & making resources available

Meetings of all kinds are conducted at SPL. They include weekly, semi-annual, and yearly
events. On short notice, emergency gatherings are also convened on occasion. I am tasked with
setting up and maintaining the meeting procedure at each weekly conference along with several
other individuals. (From making the room available to procuring all the necessary files,
arranging snacks etc.)

I had the good fortune to plan a half-yearly audit conference while I was an apprentice. I was
given some additional responsibilities along with the same job that was done in smaller
 14

sessions. Thankfully, no emergency conference was required while I was there because work
proceeded smoothly every day.

• Take part in photocopying, scanning, and printing.

Office work is unimaginable without the proper use of printers and scanners as details are better
preserved and easier to maintain in printed form. As an intern in a renowned corporate office's
HRM department, the amount of information I had to work with daily was astronomical. But
by doing this job diligently every day, important information was available to higher-ups which
made various decision-making easier for them.

• Preparing personal employee files

All businesses, regardless of sector, need to keep staff records up to date and carry out internal
audits to guarantee productivity. As a general guideline, I was told to keep all paperwork
associated with an employee's position in a distinct, designated file with a preset labeling
pattern for simple access. Depending on the information in the records I was maintaining, it
was frequently necessary to have distinct files for each employee. following are some of the
files which were maintained by me-

• Confidential file

When an individual is first recruited, this file is opened. This includes the date of birth, social
security number, and any other self-identifying information collected during the employment
process. Frequently, human resources are the sole section with access to this information. We
also use this information for workplace inquiries. (All disciplinary action, training, and
termination documents resulting from the investigation are stored in the Personnel File).
Managers and supervisors do not have access to this file since they do not require the
information to review or evaluate an employee's performance or history. Most entry-level HR
staff or HR interns, including myself, oversee updating these papers. Employee's file.

• Employee personal file

Most of the documents about the employee's time with the business will frequently be
contained in this file. This file should contain all records pertaining to the employee's success.
The following is the information I used to maintain-

1. Disciplinary measures or notifications.

2. Any business rules that are acknowledged.
 15

3. Changes in compensation.
4. The executive team's recommendations for improvements.
5. Performance ratings and assessments every year.
6. Role and job definition in the business.
7. termination history.
8. Exit interviews.

When assessing prior work considering an impending promotion or internal move within the
business, this file can be extremely useful. As it offers a thorough analysis of an employee's
KSAs and employment history with the business, managers may request to review this file to
aid in the decision-making process. Additionally, this file might include external data like
suggestions and awards from clients or consumers, certificates of education and training, and
more.

• Medical file

Each employee's medical background is kept in a distinct file. Any medical records or
correspondence about a worker's leave of absence or medical inquiries would be kept here. All
documents about the Family Medical Leave Act (FMLA), doctors' notes required for the
permission of any prolonged leave, and even workers' compensation claims, should be kept
apart from the employee's general personnel file. Once given to me, the employee's medical
information is kept in this file, which the employee's manager can later view as required.

• I-9 Form

Lastly, there is the employee I-9 Form which must be kept separate from all other records. This
is maintained a bit differently as this file is used to regulate foreign workers. I used to maintain
all I-9 Forms alphabetically in a binder kept in a secure location when provided. These records
are stored differently in the case the company is audited by the disciplinary committee. Having
all I-9 Forms separately stored will keep SPL’s liability lower as there will be less exposure to
their foreign employee files.

• Making ID cards

Employee IDs provide rapid identification for everyone in the building. They can also be used
to restrict access to certain places, including machines. In SPL we, the interns, were required
to continuously maintain a Microsoft Excel sheet regarding the topic. It goes without saying
that maintaining and updating this document is critical to maximizing efficiency in the
 16

workspace. Furthermore, during my time at least 400 new employees were hired for different
power plants of SPL in different positions. This required me to singlehandedly add 400 new
ID pieces of information (Name, position, newly issued id number, worksite) as well as update
5000 previous ones which took me almost 3 weeks.

• Delivery of monthly salary report which is extremely confidential.

Although the financial section is engaged in all salary-related information, the HR team must
also manage this fundamental information. These documents include information about each
employee's salary as well as any extra perks provided by the Summit Power HR Department,
including insurance, pension plans, and bonuses, among others. With this information at hand,
the HR department can make informed decisions about salary negotiations, resource
allocations, paid leave policies, and the implementation of different employee rewards.

I worked on salary records and incentive evaluation reports while I was an intern at Summit
Power Ltd.

• Enter data in HRIS software.

The acronym HRIS stands for Human Resource Information System. It is an essential
component of our work as it reduces paperwork, simplifies predictive analysis and
visualizations, boosts productivity, ensures compliance, and provides security and privacy.
During my internship, I effectively mastered using this software.

• Preparing half annual holiday report of overall company staff

1.3 Internship Outcomes

1.3.1 Student Contribution

Almost every member of our HR Team assigned me duties during my employment. Therefore,
it improved my capacity for learning and effective communication. as they take care of, store,
and operate on/with employees who are engaged in the business's overall function. My analysis
also aided in the improved decision-making of top HR staff. I also contributed to hiring new
employees. maintaining different essential papers and files using the HRIS system as well as
hard copies.
 17

1.3.2 Benefits to the Students

Recent graduates like me can join the business world through internships. I was able to
successfully incorporate into the Human Resource Management sector thanks to my internship
program. Additionally, by carefully carrying out my daily duties at SPL, I was able to learn
new things and acquire useful experience. I've met a variety of fresh encounters during this
prolonged three-month program at SPL. It has helped me in several scenarios. First off, let me
state that I now have more leadership and competency. This has also provided me with the
opportunity, which I previously lacked, to push my boundaries and venture outside of my
comfort zone.

Aside from that, I've tried to be more careful by always being on board. As a result of my
internship with SPL, my multitasking skills have also increased profusely. I thoroughly
examined the way my HR staff had previously dealt with issues. I found that the secret to
effectively handling work in challenging conditions is to manage projects according to their
deadline and importance. Later, I applied this method to successfully finish the duties assigned
to me as an intern.

On the other hand, I want to stress how this internship has broadened my perspective on the
idea that asking coworkers for help is not disrespectful but rather shows others that I am eager
to learn and do my best work. Particularly, my supervisor used to instruct me on how to
function under pressure. My business life has benefited significantly from that experience. In
the corporate realm, this awareness of things most certainly has a significant impact. The
argument is that people around him or her will see how the person acts in difficult
circumstances because they occur frequently in the business world. Finally, it can be said that
my sense of credibility has grown because of this internship and that it had a major effect on
my growth.

1.3.3 Problems and Difficulties

It is expected that certain issues or challenges may arise when putting up a credible report or
research. I also want to address a few difficulties that are connected to my topic of choice,
United Group HR Practices. Due to Submit Power Limited confidentiality restrictions, I was
unable to obtain some of the crucial data, including strategic policies. On the other hand,
managing time to balance office responsibilities and finding time for report writing was a key
barrier I encountered. I was consistently given projects with strict deadlines.
 18

Also, since my office was on the first floor and the HRM department's office was on the eighth
floor, regular interactions were, to put it mildly, difficult. On certain days, I was left with little
to no direction, which forced me to rely on my intuition to complete the daily tasks successfully.

1.3.4 Recommendations
After three months of internship there, I have a few suggestions for them, including:

• They ought to use HRIS software more frequently and make it user-friendly for their staff.

• They should adjust their established organizational structures for managing HR functions to
increase productivity and efficiency. The Exit Process is time-consuming since employees
must collect signatures and hand-fill out documents before heading to other departments.

• They may grow their HR team to reduce stress and increase productivity.

• I began working at SPL. in July of this year, amid the year. The organization was amid doing
its annual report, final settlement, and other routine operations at the time. As I was directly
involved in their performance evaluation system, it was thus a little difficult for me to organize
and allocate enough time for producing the report. After receiving feedback from supervisors,
I helped everyone on the HR Team prepare softcopies, print them, and save them in folders.

⦁ Each department's interns should have a personal workspace on the same floor as that
department. This facilitates communication, which increases efficiency and productivity.
 19

Chapter 2
Organization Part

2.1 Introduction
This research has been done as a prerequisite for the School of Business at BRAC University
to finish the BBA program. I worked with Summit Power Ltd. from July 6 to October 12 as an
HR intern, during which period I made a substantial impact on management, the hiring process,
and everyday managerial operations. In general, the purpose of this report is to provide a
glimpse of any day at Summit Power Ltd. This research is a study of how I worked and what I
learned from my superiors in relation to the recruiting process, effective management, and
working conditions in the context of Summit Power Ltd. Overall, it is an overview of the
complete HR operation.

2.1.1 Mission, Vision & Policies

Mission

The company's goal is to provide dependable, economical, and efficient sources of power to
promote economic growth and change Asia's social landscape.

Vision

As a business, Summit Power Ltd. strives to be Asia's top supplier of energy solutions.
Additionally, the business provides all its stakeholders with long-term, sustainable value.

Corporate Governance Policies

• Environment, Health, Safety, and Social (EHSS) Policy

This policy's objective is to give Summit Power International Limited the necessary direction
so that it can conduct business in a way that ensures compliance with national laws and
international best practices, good international industry practices (GIIP), and the Group's
Corporate Environmental and Social Management System (ESMS), to achieve its EHSS
objectives and uphold its social responsibility to its customers.
 20

• Code of Conduct

The goal of Summit Power International Limited's code of conduct is to: Showcase the
company's dedication to the highest ethical standards; Promote proper conduct; Prohibit
misconduct; and develop an ethical culture based on such standards and conduct, led by the
company's shareholders, directors, and management, and adhered to by all employees.

• Whistleblower Policy

Summit Power International Limited strives to operate with integrity and in good faith. All
members of their staff and workforce are expected to uphold the highest standards of
professional behavior and to report any misconduct that contravenes their core values. Every
employee, contractor, and everyone working on company property has a duty to voice any
concerns they may have about a real or suspected violation of the company's moral and legal
standards, without fear of retaliation or feeling intimidated by doing so. The policy aims to:

o Encourage the company’s personnel to file a complaint if they have reason to suspect
someone has broken the law or rules, principles, or values.
o Describe the Company's policy for handling all reported instances of misbehavior or
unethical behavior.
o help ensure that significant misbehavior or unethical behavior is discovered and effectively
addressed.
• Remuneration and Nominating Committee Charter

The Remuneration and Nominating Committee's ("RNC") responsibility is to assist the Board
in carrying out its oversight duties in the following areas:

o Assessing and advising the Board on a framework for compensation for the Board and key
management people, as the Board may be required to do.
o Creating, proposing, and annually evaluating the Company's corporate governance policies
and managing corporate governance issues.
o Selecting candidates who are competent to serve on the Board and proposing them to the
Board for nomination and election.
o Offering suggestions to the Board about the nomination of committee members.
o Organizing annual performance evaluation of the Board and its committees.
o Maintaining adherence to the corporate governance code and the conduct code for the
company.
 21

• Audit and Risk Committee

The ARC's job is to assist the Board in carrying out its oversight duties in the following areas:

o Integrity and fairness of the Company's and its subsidiaries financial statements, annual
reports, accounts, half-year reports, quarterly reports, and interim reports.
o Accuracy, clarity, and sufficiency of any announcement about the Group's financial
performance.
• Adequacy and effectiveness of the Company
o Internal control systems and risk management systems (containing the Group's risk rules,
guidelines, and restrictions).
o Internal auditing activities (resources, effectiveness, and work scope).
o External auditing activities (qualifications, independence, engagement, and fees).
o Procedures for regulating compliance (legal, regulatory, and Company policies) risk.
o Techniques and processes (Procedures) for the evaluation of all Interested Persons'
Transactions (IPT) and Related Party Transactions (RPTs).
• Related Party Transaction Policy

This policy outlines the steps that Summit Power International Limited, its subsidiaries,
affiliates, and related businesses must follow to engage in a related party transaction. The goal
of the company is to negotiate related party transactions at the time of the transaction and on
terms that are no less advantageous than those that would be offered to any unrelated third
party under the same or comparable circumstances.

• Conflict of Interest Policy

This policy's goal is to lay out the guidelines and processes for dealing with conflicts of interest
for board members of Summit Power International Limited and all its connected affiliated, and
subsidiary firms.

• Board of Directors Charter

Based on the applicable principles of the MAS Code of Corporate Governance 2018 (to the
extent such principles are possible) and the Company's constitution, the board of directors of
Summit Power International Limited adopted and put into place this Charter.
 22

• Anti-Bribery and Corruption Policy

This rule makes it easier for the company to conduct all its operations honestly and morally.
The business adopts a "zero tolerance" stance towards bribery and corruption and is dedicated
to operating ethically, honestly, and professionally in all its interactions and financial dealings
wherever the company operates. The company has also created and enforced strong anti-
bribery mechanisms.

2.1.2 Objective
Bangladesh is the company's primary market, and they anticipate it to remain one of their
fastest-growing markets for the foreseeable future. The nation is one of Asia's most dynamic
economies and has a population of about 168 million people. Bangladesh's nominal GDP
reached USD 323 billion in 2020 after expanding at a 10.8% CAGR during the ten years prior
and nearly doubling in size. Although there was a significant 17% decline in exports in 2020
because of COVID-19, exports nevertheless rose to a strong 7.6% CAGR throughout that time.
After China, the country is currently the second-largest supplier of ready-made clothing in the
world due to steady industrial expansion. Over this time, GDP per capita increased at a 10%
CAGR and is currently among the greatest in South Asia. The need for electricity is rising
because of a growing population, strong economic and industrial expansion, and other factors.

As they have for the previous 20 years, the business intends to honorably serve the people of
Bangladesh to the best of its ability by increasing the country's power-generating portfolio and
continuing to provide competitive, dependable, and safe energy to the growing power system.
Over 3 GW worth of potential new projects are in their strong pipeline. According to past
performance, the firm expects to capture and achieve a respectable number of opportunities in
its pipeline as it continues to expand.

By evaluating themselves against the top IPPs both locally and worldwide and optimizing the
technical, commercial, and financial elements of their operations, the organization aims to
consistently enhance the quality and safety of plant operations. Summit Power Ltd. measures
its performance against international standards and national laws to achieve high
environmental, social, and governance standards.

Beyond Bangladesh, they are deliberately pursuing regional growth in neighboring nations
including India, Sri Lanka, Nepal, Malaysia, and Vietnam by drawing on their company's
experience in the power sector and the knowledge of its partners. To replicate the expansion
 23

approach used in Bangladesh, the business intends to take part in certain government bids or
private sales in these nations. To position itself for expansion in the new energy economy,
Summit Power Ltd. is also interested in pursuing possibilities in battery storage and renewable
energy.

2.1.3 Quality Policy

• Dedicated to making ongoing efforts to take the needs of the nation into account and to
achieve competitive leadership to offer top-notch service to the Govt.

• Focused on setting performance standards by upholding a safe and healthy work

environment and training employees regularly.

2.1.4 Methodology
A mixed study methodology was utilized to gather rich data from several sources, both
quantitative and qualitative, to complete this research. I was interested in sharing the HR team's
perspective on employee rotation and the entire employee management process. Furthermore,
it assisted me in gathering rich data from many sources in the sense of the research
organization.

The analysis eventually embraced the descriptive style of research and employed the survey
research approach. Quantitative characteristics of primary knowledge derived from survey
questions. Focus group discussions and interviews with key informants provided qualitative
data (FGD).

From the topic selection until the creation of the final report, the research is carried out in a
methodical manner.

2.1.5 Sources of Data

To carry out such a study, the research adheres to specific guidelines. The report is descriptive
in nature. A combination of primary and secondary sources is used to gather data.

Primary Sources:

• Organizational observation.
• Consultation with authorities and relevant professionals.
• In-person communication.
 24

Secondary Sources:

• Internet
• Annual Report
• Textbook

Collection of Data:

My system of observation and direct interaction with the office staff allowed me to collect
primary data. Secondary information has been gathered from documents and websites related
to Summit Power Ltd. and other sources.

2.1.6 Scope of the Study

This study is an example of a real-life situation from Summit Power Ltd. That reflects the
experience of working in a well-established business industry. So, the scope of this study is
rather constrained. This study’s primary goal is to provide readers with a realistic
understanding of how businesses operate.

The research can address a range of HRM-related topics, including HR processes like hiring
and a comprehensive listing of HRM activities. Studying Summit Power Ltd.'s HR operations
as part of my academic coursework allowed me to get a sense of what the corporate world is
really like.

2.1.7 Limitations
This report still has some flaws, but I did my best to present and explain everything with the
utmost dedication and effort. Employees from the sales and marketing departments as well as
the human resources department provided input for this study's formulation. Even though
Summit Power Ltd. would benefit from the study, some people refused to divulge information.
Those worries may have believed that the data related to them are too personal to be made
public. I didn't have enough time to rehearse, assess, and carry out a substantial sample. Time
restrictions presented another difficulty. My internship lasted just three months. However, this
amount of time is insufficient for a reliable and thorough investigation. Certain inferences have
been formed because of inadequate information. As a result, there might be some inaccuracies
in the analysis. Despite a few restrictions, I made every effort to efficiently complete the study.
During my internship, I encountered several typical obstacles. They resemble the following:
 25

Lack of Time

I had a little amount of time to do this report. Therefore, it is quite challenging for the analysis's
time constraint to hinder the preparation of a report within the allotted period.

A hectic work atmosphere

Due to their extensive everyday duties, the authorities only had a limited amount of time to
deliver information.

Insufficient Data

Due to company confidentiality, certain desired data could not be gathered.

2.1.8 Significance of the Study

The Summit Power Ltd. Department of Human Resources, the Employees, the Business, and
the Community at Large may find this report to be of interest. What can be done to improve
Summit Power's current HR strategies? How well are they working? Any of the insights I'm
about to provide might be beneficial to the company since they are applicable to real-world
problems, function better overall, and assist in identifying flaws from the inside.

2.2 Overview of Summit Power Ltd.

2.2.1 About Summit Power & History

SPL (SPL) is a division of Summit Power International, a Singapore-based company (SPI). On
March 30, 1997, it was formed in Bangladesh, and on June 7, 2004, it was converted into a
Public Limited Company under the Companies Act (1994). SPL works hard to keep a good,
competent, and quite well-functioning Board of Directors in place to protect corporate
governance. The current chairman and vice chairman are respectively Muhammed Aziz Khan
and Latif Khan. SPL'S vision is to be the leading provider of energy solutions in Asia and
deliver sustainable long-term value to all our stakeholders and the mission is to support
economic development and transform the social landscape of Asia through the provision of
reliable, affordable, and efficient sources of electricity.

SPL currently owns and manages 15 power plants in various places around Bangladesh, with
a total installed capacity of 975.96 MW. SPL provides power to the Bangladesh Power
Development Board (BPDB) and the Bangladesh Rural Electrification Board (BREB) under
long-term purchase agreements. ISO 9001: 2015 - Quality Management System (QMS), ISO
 26

14001: 2015 - Environmental Management System (EMS), and ISO 45001:2018 -

Occupational Health and Safety (OH&S) Management System are among the numerous
certifications held by the organization.

2.3 Human Resource Management Practices in Summit Power Ltd.

2.3.1 Corporate management

A highly regarded and highly qualified Managing Director is the team leader of the Summit’s
qualified management group. The management consists of two senior general managers who
oversee the operation and maintenance team as well as the standard, compliance, human
resource, and administration teams; one general manager who oversees the procurement,
inventory, and training teams; two deputy general managers who oversee the electrical &
instrumentation and project development teams as well as the operation and maintenance
teams; and a financial controller and company secretary. Each team is governed by a single
Integrated Management System (IMS). For each job, the system includes a highly detailed
Standard Operating Procedure. The management is knowledgeable in compliance and
corporate governance.

Figure 1: The Management Organogram of SPL

 27

2.3.2 Internal Control System and the Committees to the Board

The SPL internal control system is robust in many ways. In accordance with Summit Power
International Limited's internal audit policy, Summit Corporation Limited (SCL) has a shared
internal audit team that oversees SPL as well as the group's parent and other subsidiaries. SPL
has many committees, including the Audit Committee and the Nomination and Remuneration
Committee, to oversee the execution of the Board's policies and maintain the efficiency of the
Board. The Company has a comprehensive set of policies and manuals, which are detailed in
the section of the annual report titled "Various Systems, Policies Manuals, and Charters," along
with IMS, to ensure the efficient operation of the power plants and other logistical and
administrative tasks at the corporate office.

2.3.3 Value Chain System of the Company

The "collection of activities through which it develops its product and distributes to its clients"
is the SPL value chain system. Management is better able to comprehend how these elements
affect a firm's cost structure and value delivery by looking at the activities throughout the value
chain system. The five main value chain components of SPL and its four supporting
components are listed below.

Figure 2: Components of the value chain.

2.3.4 Management Responsibility and Commitment to Continuous

Improvement
The management of SPL exhibits their dedication to the creation and use of the Integrated
Management System. SPL evaluates and tracks Integrated Management System performance
for the Company's ongoing improvement through internal audits, PIC meetings, and
Management Review Meetings (MRM).
 28

Figure 3: Continual Improvement of IMS

2.3.5 Seven-Step Problem-Solving Process

To provide an organized, uniform approach to issue resolutions across the organization, SPL
has devised a seven-step process. The diagram below illustrates the Seven-Step Problem
Solving Process:

Step 5- Step 6- Step 7- Debrief

Step 3-Cause Step 4-Solutions Validation Deployment
Step 1-Problem Step 2-Data
Action: Action: Action: Action: Action: Action: Make Action: Learn
Define the Collect and Determine Identify and Validate the the solution from the
problem and analyze data the root implement impact of the permanent problem and
goal Output: cause(s) the solutions solution on Output: Fully the problem-
Output: Qualification Output: Output: the problem deployed solving
Problem of the Verify root Solutions of Output: solution, experience
statement & problem cause(s) test plan Validation of Revised Output:
Goal Containment Implementati results procedures Lessons
statement Plan on of the plan and standards learned from
the problem
and project
submitted
corrective
actions

Figure 4:Seven-Step Problem-Solving Process

 29

2.3.6 Integrated Management System

Through great customer service and technical proficiency, the company's management is
devoted to acting as a leading organization in the field of power production. The management
of the company is highly dynamic and works proactively in a demanding environment. As a
result, the organization created an integrated management system that complies with ISO 9001:
2015, ISO 14001: 2015, and OHSAS 18001: 2007. The objective of the company's integrated
quality management system, environmental management system, and occupational health and
safety management system is to guarantee that its processes and products are carried out in a
safe and healthy work environment as well as in a manner that is environmentally responsible
and protective.

Figure 5: Integrated Management System (IMS)

Integrated Management System (IMS) is based on the following principles-

• All employees have a responsibility and right to innovate in all areas of the company.

• Individual accountability for the standard of production and supply, one's health and safety,
one's influence on the environment, and the ongoing development of one's job.

• Understanding the policies for health and safety, the environment, and quality as a guide
for decision-making.

• The Company is dedicated to continuously enhancing the efficacy of the Integrated

Management System by the criteria of ISO 9001: 2015, ISO 14001: 2015, and ISO 4501:
2018.
 30

Environmental Policies

The objective of SPL (SPL), which takes seriously its social responsibilities and is attentive to
efforts being made throughout the world to conserve the environment, is to contribute to the
nation's sustainable development. The foundation for putting this policy into practice will be
the dedication of the staff, waste minimization, pollution avoidance, and continuous
improvement.

Occupational Health and Safety Policy

SPL (SPL) firmly believes that commitment to the health and safety of all its workers must go
hand in hand with the attainment of organizational success. The following ISO 45001:2018
Occupational Health and Safety Management System (OHSMS) Policy is a commitment made
by SPL.

Social Policies

According to SPL (SPL), their objective is to contribute to the sustainable development of the
nation. SPL is conscious of its social duty, sensitive to the socioeconomic well-being of society,
and cognizant of its impact on the community. The premise for putting this policy into practice
will be employee commitment, a grievance procedure, stakeholder participation, and
continuous improvement.

2.3.7 Human Resources Manual

A member of the workforce should read the Human Resources Manual Policy document to
become familiar with Summit Corporation Limited, which includes SPL, and to learn about
the working environment, employee benefits, and some of the policies that may impact their
employment. It defines the job duties of employees and the programs Summit Corporation
Limited, including SPL, has created for their benefit. Creating a work environment that
supports both personal and professional growth is one of the Policy's goals. All probationary,
full-time, regular workers, contractual appointments made by the company under specific
circumstances, and Third-Party Service Employees are covered by this HR Manual.
 31

2.3.8 PESTEL Analysis

SPL makes decisions based on an evaluation of the macro (external) factors it faces regularly.

Political Analysis

• The demand for power generation must continually rise to guarantee electricity and energy
security.

• The country's agricultural process being mechanized could lead to an increase in the need
for power.

• Developing an energy mix to lessen reliance on erratic sources has a range of effects on
industry.

• The globe would plunge deeply into the oil crisis sparked by the Russia-Ukraine war shortly
after vaccine manufacturing and administration were ramped up.

Economic Analysis

• The need for electricity will increase as more massive projects are implemented.

• As more companies enter this industry, there may be healthy rivalry as they strive for even
greater perfection.

• The demand for energy and electricity would rise as Bangladesh moves from being a Least
Developed Country (LDC) to a Developing Country (Developing Market Economy).

Social Analysis

• Reliance on the Internet and web-based services grow the need for electricity.

• Preservation of social alienation brought on by the increase in internet entertainment caused

by COVID-19.

• Gas supply restrictions are forcing homeowners to switch to electricity-powered cooking

appliances.

• Because power plant workers need higher levels of education than laborers do, power plant
jobs are regarded as more respectable in society.

Environmental Analysis

• Using more electricity instead of gas, firewood, charcoal, chips, sheets, pellets, sawdust
and other materials helps preserve the environment.
 32

• Endorsing electric and hybrid cars that use less fossil fuels and emit less greenhouse gases.

• Good environmental practices are valued as there is a growing demand for electricity from
renewable sources.

Legal Analysis

i. Power firms have strict legal and regulatory requirements due to their size and nature.

ii. Initially, our power plants were exempt from taxes, resulting in a positive impact on the
government's finances.

iii. To attract educated staff, power companies must provide a positive work atmosphere and
follow relevant legislation.

2.4 Communication and Media Coverage

SPL is a division of Summit Power International (SPI), the parent corporation headquartered
in Singapore. It was founded in Bangladesh on March 30, 1997, and under the Companies Act
(1994), it was acknowledged as a public limited company on June 7, 2004. As a PLC, SPL
works directly with the Bangladeshi government and engages in little marketing, mostly to
keep in close contact with its shareholders. Most of their coverage comes from both printed
and digital media, social sites, the SPL website, and their regulators' website.

National and International Media

In publications throughout the world, Summit received a lot of coverage in 2022, including
The Straits Times, Bloomberg, and Nikkei, to name a few. In addition, the Summit received
extensive national media attention in publications including The Business Express, Prothom
Alo, Banik Barta, and The Financial Express.

Social Media

Social media has drastically cut down the time it used to take to reach individual shareholders
and investors, which has had a revolutionary impact on corporate communication. The Summit
Power International page on Facebook serves as SPL's official page. The number of followers
increased by 16%, in 2022 and the postings' combined organic "reach" totaled 700,000.
Published information includes financial statements, key indicators, a compliance report,
financial and non-financial data, ownership details, and price-sensitive information (PSI).
 33

SPL Website

The SPL's consolidated webpage may be found at

https://summitpowerinternational.com/SPLon the website of Summit Power International.
They regularly update the key performance indicators (KPI), compliance reports, financial
results, and other essential financial and non-financial data on their website. The SPL website
had a dramatic rise in traffic in 2022, with over 100,000 "unique visitors" primarily coming
from the USA, Bangladesh, Canada, and Singapore. Overall, there were 114,284 users (up
46%), and there were 374,003 page views (up 24.5%). The bounce rate has decreased by around
17%, which shows that users are staying on our website longer and reading more useful content.
This year, both domestic and international websites sent lots of traffic to the website, and that
increase was astounding at 29.4%.

Print and Online Newspaper

Both English and Bangla national daily as well as nationally recognized online news portals
broadcast all price-sensitive information (PSI), notifications, and financial disclosures.

Regulators’ Website

On the website of the regulator, one can get the most recent information since notices like the
record date and notice of the annual general meeting get reported to the DSE and CSE.

Direct Communications

Over 40,000 shareholders get crucial alerts and price-sensitive information through email from
their dedicated [email protected] address at the shareholders' chosen
email addresses. To prevent fraud, they always communicate by email using this address. In
2022, they provided answers to around 350 investor questions.

2.6 Accounting and Financial Practices

2.6.1 Financial Review

Over the years, SPL and its subsidiaries, Ace Alliance Power Limited (AAPL), Summit
Gazipur II Power Limited (SGIIPL), Summit Narayanganj Power Unit II Limited (SNPUIIL),
and Summit Barisal Power Limited (SBPL), have been able to sustain their operational
efficiency through careful planning and timely action. However, in 2022, the parameters have
tended to decline, mainly due to lower dividend income, higher finance costs on short-term
 34

local bank loans for providing SOSCL with working capital support for paying taxes and duties
on imported HFO, higher foreign exchange losses, net of true-up bills provision on electricity
revenue, and the shutdown of a few power plants.

Revenue

• Relative to the revenue in the prior year, consolidated revenue has grown by 34% (BDT
13,525 million) in 2021–22.
• However, the closure of the 102 MW Narayanganj Power Plant Unit-1 for 10 months,
Madhabdi Power Plant Unit-2 for 1.5 months, and Chandina Power Plant Unit-2 for 2.5
months during the reporting period was primarily responsible for the 7.25 percent reduction
in electricity generation and/or the 4% reduction in plant factor in 2021–22. Summit
Narayanganj Power Plant Unit 1's renewal has been postponed under a new "No Electricity,
No Payment" price structure. The same holds for the other two renewals, notably those of
the second unit of the Madhabdi and Chandina power plants, for which pricing negotiations
are now underway.

Cost of Sales

• The total cost of sales for 2021–22 climbed by 49% from the previous year.

Gross Profit Margin

• Over 2021-22, the consolidated gross profit margin fell by BDT 1,199 million.

Operating Profit

• In 2022, the combined operating profit fell by 17%.

Net Profit Margin

• Over 2021-22, net profit fell by 20% (by BDT 1,699 million).

Earnings Per Share (EPS)

• Over 2021-22, the EPS number dropped by 26% (BDT 1.38).

• The major cause of the decline was SPL and its subsidiaries' reduced profitability due to
the aforementioned factors.

Equity Attributable to Owners of the Company

• The shareholders' equity rose by 4% (BDT 1,363 million) throughout the course of 2022.
 35

• The addition of current-year net profit (retained profits), a rise in fair value of hedging
reserve owing to LIBOR-based SWAP instrument, and currency translation reserve are the
key causes of the increase.

Long Term Liabilities

• Due to the repayment of a long-term foreign currency loan's quarterly installments, the
annual installments of redeemable preference shares, and the positive hedging reserve
liabilities of a LIBOR-based SWAP instrument, the long-term liabilities have fallen by 4%.

Total Liabilities

• The Company's total liabilities have risen in value by 64% since 2021.
• The increase in trade payables for HFO supply (at a higher price than 2021) and the increase
in short-term bank loans for setting up advances to fuel (HFO) suppliers for payment of
customs and taxes are the major causes of the increase in the number of total liabilities by
BDT 20,815 million.

Return on Total Assets

• Compared to 11.36% in 2021, the return on total assets is 7.39% in 2022.

• Due to the aforementioned factors- a bigger asset base and lower consolidated profitability
over 2021-22, the ratio has fallen.

Return on Equity

• Compared to 2021, the return on equity is 11.02%, down from 15.92%.

• Due to the aforementioned factors and reduced consolidated profitability over 2021-22, the
ratio has dropped.
 36

Chapter 3

3.1 Introduction
Project Part: HR Practices in Summit Group

3.1.1 Problem Statement

This study's main objective is to ascertain how workplace branding functions within SPL. What
effect does an employer's identity have on an employee's decision to remain with the company?
This is the research topic. Working with such a big group of people is difficult, and HR finds
it difficult to keep workers on board for a prolonged period. Employer identity is essential for
keeping many employees on board. Therefore, Management should be conscious of the
characteristics and variables that influence workplace branding, as well as their motivation to
remain with the company for an extended period.

3.1.2 Research Objective

Broad research objective

To figure out how existing employees perceive SPL as an employer.

Specific research objective

• to determine the factors influencing employees' decision to keep their jobs at SPL.
• To gain an understanding of what people think about employer branding.

Determining the demographic and psychographic characteristics of the employees

3.1.3 Significance
The main conclusion from this study is that readers will understand the importance of employer
branding. The study will provide an in-depth understanding of employee branding's efficacy as
well as how employer branding works both internally and externally.

Working with numerous individuals makes it challenging, and the HR staff frequently face
difficulty keeping personnel on board for a prolonged period. A strong corporate reputation is
essential for keeping many personnel. As a result, human resources management should be
aware of the traits and factors which impact work satisfaction as well as the employees'
willingness to stay with the firm for a longer period.
 37

3.2 Methodology

3.2.1 Research Design

This is quantitative research in which survey questions are used as a method to conduct
interviews. Therefore, the findings are based on statistical and numerical data gathered during
the research procedure.

3.2.2 Research Type

Exploratory Research

The following methods were applied in this exploratory study:

• Examination of Secondary Data

Several relevant journals were investigated for the research topic. All of them have been
thoroughly considered in this strategy, including their discoveries, restrictions, and possible
study scope.

• Interviews involving subject matter experts

Employer branding experts who know what they're discussing. SPL's Sinthia Ahmed (Junior
Deputy Manager, Organization Development Department) was called and provided some
fantastic employer branding recommendations and perspectives, as well as contributed to a few
thoughts that aided in the formulation of some restrictions and the elimination of a few
irrelevant aspects that were not important to this investigation. SPL's human resource
management department deputy manager, Sheikh Shoaib Ali, discussed how they address
corporate branding throughout the employment process. Due to lawful restrictions, only a small
amount of classified information was disclosed. It did, nevertheless, vastly improve the
tailoring of the personnel questionnaire.

• Qualitative research

A select group of employees, as well as industry specialists, were asked to give their thoughts
on employer branding. The study also looked at what people believe and how they respond to
questions. After meeting with the staff, several critical questions for the assessment were
created. Naila Tasnim, Senior Deputy Manager of SPL's Supply Chain Management
Department, emphasized her desire to contribute to a firm that is anxiety-free and enables her
to achieve job fulfillment in her work.
 38

• Descriptive research

To collect primary data, a survey questionnaire was utilized. The psychographic characteristics
of the target audience were examined. The data was collected one-on-one, which means that
both the participants and the interviewer were present during the responses to clear up any
misunderstandings concerning the questions.

3.2.3 Sample size

The sample size included 40 people. Random sampling was implemented throughout the course
of the study. As all the respondents were SPL's employees it was possible to obtain responses
from individuals of various ages, divisions, and affiliations.

3.2.4 Literature Review

Employer branding is now recognized as one of the most important strategies used by
organizations to recruit and retain qualified employees and place them in suitable positions
within the organization.

To achieve the key aims to remain relevant in a highly competitive economy. Knox and
Freeman (2006) argue in their persistent success that organizations exhibit their employer
brand to potential recruits by reflecting the business's features with them and building an
effective impression. Consequently, the corporate branding model may be characterized as the
organization's credibility as an employer and an excellent company brand image. This
professional image attracts qualified candidates. Companies and financial institutions are in a
hurry to hire highly skilled individuals in a variety of specialized fields. So that they may
maintain a solid market position by retaining outstanding staff. According to (Ambler and
Barrow, 1996; Ritson, 2002), brand equity is one of the most important as well as complicated
variables, and it is difficult to manage only through commercial or talent management.

Human resource systems are made up of HR Management tactics and strategies which are used
to identify, engage, assess, acquire, equip, manage, motivate, and stimulate employees in a
company. When the company's current ratio grows because of extraordinarily talented recruits,
they might readily integrate into the workplace culture and lifestyle (Lievens and Slaughter,
2016). Management must analyze and utilize the environment for proper functioning, both
inside and outside.
 39

Psychology influences an employee's sense of belonging and acceptance in the workplace. As

Kahn (1990) concedes, it is also about emotional survival in addition to attaining organizational
goals. It is important to highlight that responsibility differs from job participation in that
employee involvement focuses exclusively on continuing abilities, whereas obligation is more
concerned with the entity's connection and mental issues (Schaufeli et al., 2002). A dedicated
33 person has a higher level of mental cohesiveness with the firm, helping them to make better
decisions and feel more confident, as well as adopting the "image" of where they function.

OReilly et al. (1980) linked task and institutional enthusiasm to labor engagement. Job benefits
are intrinsic delights that are directly related to activities, such as thrilling and challenging
work, diversity, and the opportunity to utilize one's expertise. Organizational incentives include
significant advantages that are visible to others, such as salary, growth, and an enjoyable
working environment. As a result, work fulfillment is decided by a combination of situational
factors and occurrences. The role itself, salary, promotion, leadership, and colleagues are often
recognized as situational variables in work fulfillment, although dependent factors such as
employee participation and job involvement are also vital (Crossman & Abou Zaki 2003). As
a result, obtaining and maintaining high levels of motivation becomes an essential job (Quick
& Nelson, 2009; Stajkovic, 2006).

One of the most important aspects of an individual's position in today's business environment
involves handling the communication needs that they encounter on the job. Demands are
characterized by a communication load meaning the volume and complexity of communication
inputs that a person must process in a certain amount of time. Communication overload or
underload greatly influences an individual's work satisfaction within an organization.
Communication overload may occur when a person receives too many directions in a short
period of time, which may result in unprocessed information, or when a person receives greater
amounts of complex messages that can prove to be more challenging to comprehensive.

When there are more instructions than work results, a person may experience stress, which can
be beneficial or detrimental to job performance, depending on their approach to work and
environment. Communication underload, on the contrary, happens when the number of
messages or inputs received exceeds an individual's ability to handle them. In accordance with
the concepts of information exchange over-load and under-load, even if a person fails to obtain
adequate insights on their job or is inefficient to acquire one such insight, they appear to be
 40

more likely to become unhappy, agitated, and frustrated with their task, resulting in a low
quality of work life.

Employee job satisfaction surveys are frequently utilized, particularly in developed countries.
Malaysian researchers investigated job satisfaction among female managers in the automobile
industry. Employee Job Satisfaction at SPL based on recent studies stated that work satisfaction
and antecedents of demands among employees of a large company (Lew & Liew, 2006); and
variables impacting job satisfaction at two colleges (Wong Heng, 2006). (2009)

Given that businesses are always looking for methods to inspire people to be physically,
intellectually, and emotionally engaged in their tasks to achieve desired results, Employee
outcomes include increased engagement and lower attrition (Saks and Gruman, 2014). It is
frequently argued that EB may assist a company in efficiently competing for talent, increasing
employee engagement, recruiting, and retention, and developing a great reputation among
current, future, and past workers. The pleasant environment gives them an advantage over their
competitors. Workplace culture relates to the company's facilities, interior design, and outside
design. Buildings, equipment, and technology are examples of commercial facilities provided
by a company. Apart from that, the job scenario includes both inside and outside work
situations.

The establishment of an appropriate workplace setting will influence the corporate climate and,
as a result, work engagement. Ram et al. (2011). The amount of rivalry among employees has
an impact on job satisfaction. It is therefore supported by Schemerhon (2011), who showed
that having a rival within an organization may result in a situation in which one party wins due
to superior talent or control. If it is handled incorrectly, it may lead to unsolved conflicts.
Greenberg and Baron (2008). Korman (1977) made the discovery. According to Barrow and
Mosley (2007), employer branding can aid with hiring, attrition, and employee engagement.
Employer branding promotes the features of the organization that set it apart from competitors
both externally and internally (Backhaus & Tikoo, 2004). Employer branding has evolved as
one of the crucial tactics that organizations utilize to recruit and retain skilled workers and
place employees correctly inside the firm to boost desired results and survive in the market in
the tumultuous business climate. However, the concept of employer branding adds a new layer
to it. It entails not only knowing what makes a company appealing to present employees (job
desirability) but also expressing what maintains the business appealing and wanted both within
and outside. Job enrichment appears to be a method that allows consenting employees to create
 41

scenarios and execute corrective actions on specific locations based on predetermined

thresholds. Firms that adopt independence as a strategic function should focus on conveying
this to potential candidates, since this may give them a major competitive advantage by
increasing job interest. Based on businesses' and prospective employees' perceptions of
workspace design, several essential elements of workplace pleasantness, such as corporate
longevity, cooperation compatibility, and financial security, were proposed as essential
components of the employer of choice (Jain and Bhatt, 2015). As a result, whether
organizational aesthetics is dependent on a well-developed corporate image that produces value
is required. The business philosophy of a firm helps to define its unique selling proposition,
which is embodied in the brand. To be on the correct trajectory and to promote the corporate
brand, an internal approach to policy is being adopted with an effective organizational culture
(Vishwas, Priya, George, & Anastasia, 2017). Different management styles influence decision-
making, support processes, and performance in various organizations. Factors such as the
instrument of change authority (Turban & Keon 1993) and the multiple advantages have been
proven to influence the best evaluation.

3.3 Conceptual Model

H1:
Individuals are affected by their
work environment's aesthetics

H2:
Individuals' psychological
characteristics have an effect on the
organization

H3:
Employer branding and retention
have a favorable association

Figure 6: Conceptual Model of employer branding

 42

Demographic profile

Gender Female
40 responses
Male
Others

37%

63%

Figure 7: Ratio of male and female participants.

The number of male participants is little bit higher.

Age Group
0-20
40 responses
21-30
8% 2% 31-40
13% 41-50

62% Above
15%

Figure 8: Age Groups

Here only 2% of participants (1 person) are from the 0 to 20 years age group and 62% of
participants (25 persons) are from the 21 to 30 years age group.
 43

Which department you are currently working in?

40 responses Accounts and
Finance
Communication
25% and publication
25% HRM

13% 37% Operation

Figure 9: working positions.

Most of the people work in the communication and publication department (15 people), while
the least work in the HRM (5 people).

Education S.S.C
40 responses
H.S.C

18% 7% Honor's

Master's
25% 50%
Others

Figure 10: Level of Education

Most of the participants are done with their bachelor’s (almost half) and half of the remaining
are done with Master’s. Only a few are only H.S.C pass.
 44

Income Level (Monthly) 0-15,000

40 responses
15.001-30,000
8% 5%
15% 30,001-45,000
22%
45,001-60,000

60,001-Above
50%

Figure 11: Level of Income

Most of the participants’ income level is between 30,001 to 45,000, then 45,001 to 60,000 and
15% from 15,001 to 30,000 and 8% from 60,001 to above.

Marital Status
40 responses Single

5% 10% Married

Divorced

85% Widowed

Figure 12: Marital status of participants.

85% are married, 10% are single and rest are divorced among the respondents.
 45

• Psychographic profile

Which industry do you want to work in? Tech

40 responses
Banking
8%
15% 25% N.G.O

Advertising
15%
Agriculture
37%

Figure 13: Industry Preference

Most of the participants want their future employment in the banking chain, 25% want access
in the tech industry, 15% want to work for advertising firms and another 15% for N.G.Os and
the least people want to do agriculture.

How frequently does your boss give you feedback? Every Day
40 responses

Every Week
18% 20%
Fortnightly

25% Every Month

37%

Figure 14: Feedback Frequency

From the participant's response here is the result of how frequently their bosses give feedback
on their work. 37% get the feedback fortnightly, 25% by the weekend, 20% regularly and the
rest 18% at the end of each month.
 46

Work-life balance.

To Preserve a healthy lifestyle, the company supports a work-life balance

40 Responses

20
20 (50%)
15

10

5 7 (17.5%)
6 (15%)
5 (12.5%)
2 (5%)
0
1 2 3 4 5

Figure 15: work-life balance.

If we look closely here most of the respondence are in a supporting position (50%), only 12.5%
and 5%disagreed and strongly disagreed, where 17.5% and 15% were neutral and strongly
agreed.

Sense of belonging

The organization gives me a tremendous sense of belonging.

40 Responses

15

13 (32.5%)
10 11 (27.5%)

8 (20%)
5
5 (12.5%)
3 (7.5%)
0
1 2 3 4 5

Figure 16: Sense of belonging.

Here 7.5% of people strongly disagreed that their organization doesn’t provide enough sense
of belonging and others are as follows, 20% disagreed, 27.5% are neutral, 32.5% agreed and
only 12.5% strongly agreed.
 47

Offering formal training programs

The organization offers formal trainig programs to its staffs in order to improve
their productivity and personal development
40 Responses
15

13 (32.5%)
10 11 (27.5%)

7 (17.5%)
5
5 (12.5%)
4 (10%)

0
1 2 3 4 5

Figure 17: Offering formal training program.

In terms of providing training programs the participants are mostly neutral, then agreed and the
percentages of disagreeing are less.

Effectivity of the training

The trainigs are effective

40 Responses

15

14 (35%)

10
10 (25%)
9 (22.5%)

3 (7.5%) 4 (10%)

0
1 2 3 4 5

Figure 18: Efficiency of training.

From the chart the training courses are effective for them, which they get from their
organization, but training should be increased.
 48

Pushing for growth

The boss pushes you to grow as a person

40 Responses

15 16 (40%)

10

8 (20%)
5 7 (17.5%)
4 (10%) 5 (12.5%)

0
1 2 3 4 5

Figure 19: Pushing for growth.

Here again, the neutral section is the highest 40% then agree 20%, 17.5% strongly agreed and
the others disagreed and strongly disagreed.

3.4 Findings
From the survey, these are the following realizations that I received-

• Most of the participants want to move to the banking sector, then comes the existing tech
industries.
• Most of the employees are mature and well educated at Summit Power Ltd.
• There is a strong relationship between employer branding and job satisfaction.
• Training and development are important to ensure a safe and healthy work environment,
and so do the potential development of the employees.
• The sense of belonging is high at Summit Power Ltd.

3.5 Summary and Conclusion

The themes of this study, conducted within SPL, were employer branding among professionals
and how it enhances employment mindset. SPL has seen outstanding growth throughout the
Bangladeshi corporate industry, reaching a significant number of highly skilled individuals
who want to advance their careers with this recognized firm. This study shows how several
factors influence office satisfaction, attractiveness, loyalty, and staff engagement. As a result,
 49

SPL continues thoroughly analyzing these factors while taking appropriate actions so that it
can continue its prosperous business model.

3.6 Recommendations
• Pay special attention to employee perks.

People contribute their time and talents to the success of the organization. As a result, the
company must consider the employees' additional perks, both monetary and socially. Aside
from incentives and compensation, there should be a pleasant atmosphere among individuals,
an annual or quarterly reunion, a family picnic, and prolonged regular absences to provide time
to focus on their loved ones.

• Wage Limit Expansion

Compared to other noteworthy rivals, the financial institution may consider a suitable
remuneration level for freshly graduating individuals. This will help them attract prospective
students throughout the early phases of the recruiting and selection process.

• Versatile Form Of leadership

SPL is a significant Bangladeshi corporate organization that sets policies while adhering to
specific boundaries and rogues. These policies can become a major obstacle for professionals.
Individuals will be happy and business reputation will improve if they can create a
collaborative environment and appreciate varied opinions during decision-making.

For example, they can follow a democratic leadership style where higher authorities prioritize
subordinate's opinions in the decision-making process . SPL can also follow a transformational
leadership style where they can inspire and motivate their employees to work on projects
together with passion. This leadership style gives a sense of belonging to the company to the
employees.

• Infrastructure and work environment development

As explained in detail in my research findings, it's clear that SPL HRM department has a crucial
fault in communication because of unplanned floor placement. Also, its traditional themed
infrastructure should be polished into a modernized work environment so that employees can
become more comfortable in their work setting and thus work more effectively.

• Effect of the use of modern business tools

 50

Utilize a variety of techniques to analyze your workforce's skills. Annual evaluations and
reviews, when completed regularly and appropriately, may be highly beneficial instruments for
analyzing the capacity and skills of the workforce. As a result, I advocate that firms embrace a
pay-for-performance culture to increase employee productivity. This, in my opinion, may
inspire people to work harder, improving their ability to adapt to changes and innovations.
 51

References
[1] S. Knox and C. Freeman, "Measuring and controlling employer brand image in the
service sector," Journal of Marketing Management, Vol. 22 Nos 7-8, pp. 695-716.

[2] T. Ambler and S. BarrT. Ambler and S. Barrow, "The Employer Brand," Journal of Brand
Management, 1996. Vol. 4 No. 3, pages. 185-206.

[3] Lievens, F., and Slaughter, J.E. (2016), "Employer image and employer branding: what
we know and what we don't know." Annual Review of Organizational Psychology and
Organizational BehaviorVol. 3 No. 1 of Organizational Behavior Contents.

[4] D. B. Turban and T. L. Keon (1993). Organizational attractiveness: Top management

turnover and demographics An interactionist viewpoint 184-193 in Journal of Applied
Psychology

[5] Hartmann, E., Feisel, E., and Scobel, H. (2010)Journal of World Business, Vol. 45, No.
2, pp. 169-78.

[6] I. Bjorkman and Y. Lu, "The Management of Human Resources in Chinese-Western

Organizations,"306-24 in Journal of World Business, Vol. 34, No. 3]

[7] "The interaction impact of recruiting tactics and product," Collins, C.J. (2006).

[8] "Job searchers' awareness of employer information and application behaviour", Journal
of Applied Psychology180-90 in Psychology, Vol. 92, No. 1.

[9] R. D. Gatewood, M. A. Gowan, and G. J. Lautenschlager (1993).

[10] Trost, A. (Ed.). (2009). Employer branding. Luchterhand in Wolters Kluwer

Deutschland.

[11] Backhaus, K., & Tikoo, S. (2004). Conceptualizing and researching employer branding.
Career development international.

[12] Summit power annual report review (2019-2020, 2020-2021, 2021- 2022 )
 52

Appendix A.

Questionnaire

The efficacy of employee branding

1. Which department are you currently working in?
• Accounts and Finance • Communication and publication • HRM • Operation
2. Please Specify your gender.
• Male • Female • Others
3. Is there any favorable industry for future employment?
• Tech • N.G.O • Advertising • Agriculture • Banking
4. What is your level of Education?
• S.S.C • H.S.C • Honor’s • Master’s • Others
5. Select your Monthly income range.
• 0-15,000 • 15,001-30,000 • 30,001-45,000 • 45,001-60,000 • 60,001-Above
6. What is your marital Status?
• Single • Married • Divorced • Widowed
7. Please select your age group.
• 0-20 • 21-30 • 31-40 • 41-50 • Above
8. How frequently does your supervisor give you feedback on your progress?
• Each Day • Every Week • Fortnightly • Every Month
9. To preserve a healthy lifestyle, the company supports a work life balance.
• Strongly Disagree • Disagree • Neutral • Agree • Strongly Agree
10. The organization gives me a tremendous sense of belonging.
• Strongly Disagree • Disagree • Neutral • Agree • Strongly Agree
11. This organization offers formal training programs to its personnel to boost their productivity and
overall development.
• Strongly Disagree • Disagree • Neutral • Agree • Strongly Agree
12. The Trainings are effective
• Strongly Disagree • Disagree • Neutral • Agree • Strongly Agree
13. The boss pushed you to grow as a person
• Strongly Disagree • Disagree • Neutral • Agree • Strongly Agree