managing career with bepza1

8/16/2019 Managing Career With BEPZA1

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EXECUTIVE SUMMERY

Focus on career, not merely the job" is the mantra for successful

employers and employees. Managing Career with Bangladesh Export

rocessing !one s #uthority $BE !#%, which pro&ides institutional support

to the potential business entrepreneurs, is rather interesting. 'here was

time when employment with a reputed go&ernment, semi(go&ernment and

autonomous institution li)e BE !# actually meant life long employment.

'he officials of BE !# ascended the hierarchy with age. 'he terms li)e

career planning and career de&elopment in fact meant timely promotions.

Career progression, largely was a function of experience in a job.

Employees reciprocated the life long employment offer of organi*ation

with total commitment for the organi*ation. 'hereafter it was simply a

matter of time, performance and politically positioning oneself to be at the

right place at right time to go up the ladder. 'here was hardly anything for

indi&iduals to thin) beyond the job they were doing as career &ery nearly

meant the job.

+ow managing career in an organi*ation li)e BE !# has been dramatically

changed. E&en when an indi&idual as maintenance engineer has post

bloc) for further promotion, he may either earn an MB# or rele&ant degree

from reputed educational institution for higher post in other cadre or

change his jobs with &arious process industries and maintenance ser&ice

pro&iders, he is still pursuing a career in maintenance management. n

fact the career plans that an indi&idual nurtures in BE !# determine the

)ind of jobs he ta)es up.

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SECTION 1INTRODUCTION

1.1: Scope of this document

'his term paper describes the Managing Careers in Bangladesh Export

rocessing !one s #uthority $BE !#% and also the job description of my

position.

1. : O!"ecti#es:

'he objecti&es of this report are as follows-i% 'o get an idea about the career management in BE !#.

ii% 'o find out who is responsible in managing career.

iii% 'o identify se&eral suggestions that can help to manage career

more effecti&ely.

i&% 'o get idea why career de&elopment is &aluable to organi*ations.

&% 'o pro&ide a practical example of career management.&i% 'o encourage moti&ation and commitment of employees, as well

as creating a learning culture/ at BE !#

1.$: Methodo%o&':

used the following methods to get the data re0uired to use in this report.

i% Text book : 1e ha&e collected the primary data about managingcareers from text boo)s.

ii% BEPZA : #s being in&ol&ed in the Engineering 2ept. of #damjee

E !, BE !#, we recei&ed the internal data from that office.

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iii% Online Search - 1e ha&e collected more information about

managing careers in the internet.

1.(: )imit*tions:

1e ha&e faced some obstacle in writing this report. 'he main limitations of

this report are stated below-

i%Time constraint:

2ue to time constraint we could not go through more boo)s for

ad&ance reading.

ii%Confidentiality of BEPZA:

1e could not mention the internal policy of BE !# due to

confidentiality. 3o, we ha&e mentioned those data which are not so

confidential for this organi*ation.

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SECTION 2)ITER+TURE REVIE,

.1: ,h*t is * C*-ee-

Definition

# career is a se0uence of jobs or positions occupied by an indi&idual

during a course of time. Career is the speciali*ation in a profession which

continues to progress in spite of changes in jobs.

'herefore career includes-•

attern of wor)(related experiences that span the course of aperson s life.

• 4eflects any wor), paid or unpaid.

• Broad definition helpful in today s wor) en&ironment where

employees and organi*ations ha&e di&erse needs.

Indi#idu*% #e-sus O-&*ni/*tion*% 0e-specti#e

• Or ani!ational career "lannin - 2e&eloping career ladders,

trac)ing careers, pro&iding opportunities for de&elopment.

• #ndi$id%al career de$elo"ment - 5elping employees identify their

goals and steps to achie&e them.

C*-ee- De#e%opment #e-sus Emp%o'ee De#e%opment

• Career de&elopment loo)s at the long(term career effecti&eness and

success of organi*ational personnel.

• Employee training and de&elopment focuses on performance in the

immediate or intermediate time frames.

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V*%ue fo- the O-&*ni/*tion

• Ensures needed talent will be a&ailable.

•

mpro&es the organi*ation6s ability to attract and retain talentedemployees.

• Ensures that minorities and women get opportunities for growth and

de&elopment.

• 4educes employee frustration.

• Enhances cultural di&ersity.

• romotes organi*ational goodwill.

V*%ue fo- the Indi#idu*%

• ndi&iduals external career success is measured by criteria such as

progression up the hierarchy, type of occupation, long(term

commitment, and income.

• #nternal career success is measured by the meaningfulness of one s

wor) and achie&ement of personal life goals.

Mento-in& and Co*chin&

• Effecti&e coaches gi&e guidance through direction, ad&ice, criticism,

and suggestion in an attempt to aid the employee s growth.

• &entors are typically senior(le&el employees who-

o support younger employees by &ouching for them

o answering for them in the highest circles/

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o trying out different fields

o disco&ering li)es and disli)es

o forming attitudes toward wor) and social relationship patterns

Est*!%ishment

• ncludes-

o search for wor)

o getting first job

o getting e&idence of success/ or failure/

• 'a)es time and energy to find a niche/ and to ma)e your mar)/.

Mid2C*-ee-

• Challenged to remain producti&e at wor).

• Employee may-

o continue to grow

o plateau $stay competent but not ambitious%

o deteriorate

)*te c*-ee-

• 3uccessful elder states persons/ can enjoy being respected for their

judgment. 7ood resource for teaching others.

• 'hose who ha&e declined may experience job insecurity.

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• Platea%in is expected8 life off the job increases in importance.

Dec%ine 3)*te St*&e4

• May be most difficult for those who were most successful at earlier

stages.

• 'oday s longer life spans and legal protections for older wor)ers

open the possibility for continued wor) contributions, either paid or

&olunteer.

.$: Enh*ncin& You- C*-ee-

'he indi&idual holds primary responsibility for his9her career. 3uggestions

on how to do that are-

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Export rocessing !ones. 'he primary objecti&es of an E ! are to pro&ide

special areas where potential in&estors would find a congenial in&estment

climate, free from cumbersome procedures.

$. : M*"o- 5unctions of 6E07+:

'he functions that are being performed by BE !# can be di&ided into four

broad categories- $a% functions related to infrastructure, basic ser&ices

$electricity, gas, water, telephone, ban)ing etc.% and customs related

support8 $b% assistance in performing the procedures for setting up

industries and also the setting up of principles for preferential industries8

$c% underta)ing promotional steps to attract foreign, as well as local,

in&estment8 and $d% to wor) with companies to reform and readjust the

ser&ices as necessary.

$.$: Responsi!i%it' of 6E07+ fo- c*-ee- de#e%opment:

'he main responsibility is to build employee self(reliance and to help

employees maintain their mar)etability through continual learning. #lso

pro&ides support to the employees that include-

Communic*tin& c%e*-%' 6E07+8s &o*%s: 'his better help the employees

to de&elop personal plan to share in that future.

C-e*tin& &-o9th oppo-tunities: 'he success stories of E !s formed to

be closely associated with the physical facilities pro&ided by them to the

potential in&estors. 'herefore employees of BE !# are always ha&ing the

opportunities for new, interesting and professionally challenging wor)

experiences.

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Offe-in& fin*nci*% *ssist*nce: Besides house loan and car loan, BE !#

also pro&ide financial assistance for medical treatment from BE !#

1elfare Fund. BE !# also pro&ides loan against pro&ident fund. 'hese

financial assistance help employees to sol&e &arious problems.

0-o#idin& the time fo- emp%o'ees to %e*-n: BE !# arranges both local

and foreign trainings either by own fund or using fund sanctioned by

1orld Ban) under reimbursable project aid $4 #%. 'hese trainings are &ery

useful for de&elopment of s)ills abilities and )nowledge of employees.

$.(: Mento-in& *nd co*chin&:

Mentoring and coaching align indi&iduals to the company &alues and

pro&ide informal guidance about building career within the organi*ation.

Mentors here are experienced cowor)ers and senior executi&es who

&olunteer their time to help new employees at BE !#. Mentors are trained

to pro&ide ad&ice, information, direction and support to employees.

$. : Institution*% pe-fo-m*nce of 6E07+:

=uality and capacity of bureaucracy is one of the )ey factors for

determining institutional performance. Based on the wor) of E&ans and

4auch $>???%, concerning the three )ey ingredients of effecti&e

bureaucracy, BE !# 0ualifies on at least two of them- meritocratic

recruitment and career stability.

5owe&er, BE !# follows the regular promotional system, li)e the central

bureaucratic system, which is not based on strict performance appraisal

and in some cases is utterly anomalous. #lso, BE !# employees recei&e

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regular go&ernment pay scale pac)age, which is less competiti&e than the

pri&ate sector.

@i)e other go&ernment organi*ation, Ann%al Confidential )e"ort *AC)+

is the only means of e&aluating employees. # scanned format of +CR used

for appraisal of employees is gi&en below.

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3ince impro&ement in ser&ice 0uality has a considerable impact on future

increases in foreign in&estment A which has ample benefits for local

economies and also effects considerable increases in BE !# s earnings A

the introduction of a competiti&e pac)age, lin)ed with effecti&e

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performance appraisal, could increase the producti&ity of BE !#

employees and therefore enhance the institutional performance noticeably.

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SECTION ,M+N+;IN; C+REERS #- 6E07+

$.1: M*n*&in& C*-ee-:Careers now are &ery different than they were in the last century.


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romotion etc. 'hese training programs enrich the Dnowledge and s)ills of

employees and de&elop leadership s)ills

6e inno#*ti#e:

nno&ation is about ma)ing changes and impro&ements to the way things

are done. t s de&eloping a new idea or a new use for an old idea that will

add &alue. t is a s)ill in&ol&ing acti&ely scouting the future generating

new ideas, choosing the best, rapidly implementing them and then

learning the lessons from successes and failures in order to begin again.

Being inno&ati&e enables you to-

• 'hin) outside the s0uare

• +ot change, but create what isn t

• Be more adaptable to the changing world

• @earn to manage your own career

nno&ation is a s)ill highly regarded by employers and if you can pro&eyou ha&e these s)ills it ma)es you more employable. E&eryone can

de&elop and learn it.

BE !# arranges nno&ation wor)shops for officials. E&ery year many

people ta)e part these local or international wor)shops to de&elop their

s)ills and abilities.

M*n*&e c*-ee- ch*n&e:

n the >st century, it is no longer the norm to choose an occupation, train

and then wor) in it for the rest of one s life. 7lobal changes are constantly

shaping wor), education, family and society and we as indi&iduals also

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change as we de&elop. 3ometimes we choose to ma)e changes and other

times, circumstances beyond our control change our situation.

Many changes, particularly those that ha&e been imposed on us are not

easy, but they can be rewarding. our attitude will determine how you

experience the result of change.

'o help you practice planned happenstance in the wor)place, here are

some things you can do-

•


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and fulfill your career goals at the same time as meeting the needs of your

employer. Consider the following-

• 3ee) out training and professional de&elopment opportunities with

your current employer

• Find a mentor, build your networ)s and listen to ad&ice

• n partnership with your manager, change the content of your

current job through reconfiguring responsibilities ( this will enable

you to ta)e on new challenges, not necessarily for more income, but

for satisfaction and expanding your portfolio of s)ills

• @oo) for opportunities for promotion within the organi*ation

#ssess your role and situation periodically. s this wor)ing for you @oo)

out for critical signs along the way. #s) yourself the following 0uestions-

• 2o my employer and &iew my performance in a positi&e way

•

2o my &alues match this organi*ation and am happy with theirfuture direction

• #re my s)ills and competencies being used to their best ad&antage

BE !# pro&ides supports necessary for employees to de&elop their

careers. Employees may utili*e these facilities without any barrier. 'o

impro&e present s)ills or o&ercome negati&e impression regarding

performance, the employees may search the route cause and discuss the

matter with their cowor)ers and senior executi&es to o&ercome the

problems. Besides, BE !# patroni*es &arious training programs which are

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3ome of the challen in "ro/ects are as follows-

-orthern Area Po$erty )ed%ction #nitiati$e *-A)#+ Pro/ect:

$+#4 % roject is a pilot program to assess the applicability of certain

alternati&e approaches to po&erty reduction and women empowerment to

facilitate access to employment opportunities in the garment and other

sectors for poor and &ulnerable women from lagging areas of Bangladesh.

'he project is funded by the 1orld Ban). #s part of the project, it has

been planned to construct 2ormitory and 'raining Centers $2'C% in

designated areas close to 2ha)a E !, Darnaphuli E ! and shwardi E !

areas. 'hese facilities in each location will be used by H;; women at a

time. roper training will be imparted to facilitate entry in the rele&ant

sector.

Central Effl%ent Treatment Plant at 0haka EPZ %nder PPP:

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ac0uired in a ta)eo&er. 5ope for the best but be prepared for the worst/

may be clichJ, but it s still not bad ad&ice.

BE !# pro&ides all necessary supports for those who are in&ol&ed in

challenging projects to execute c ontin ency "lans to meet the crisis

period.

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