CULTURAL FIT TO HR STRATEGIES AT BABYLON GROUP

1. Introduction of the organization:

History: The journey of Babylon group began in 1986 with a handful of sewing machines to produce woven products in small scale. Sincere efforts, constant strive towards efficiency and commitment towards highest level of quality fueled the growth of Babylon to become one of the iconic ready-made garment and textile industries of the country employing over 11500 skilled workers in 18 concerns and has an annual revenue earning surpassing 127 million US Dollars (2011). All units of Babylon thrive for excellence in knit, woven and casual wear manufacturing; washing, dyeing, garment accessory manufacturing, printing & packaging, embroidery & screen print, transporting, clearing & forwarding and fashion wear retailing.

Mission: At Babylon, we strive to provide world class service and the best value to our customers. We thrive for excellence and work for ensuring a pleasant, clean and professional working condition for our employees and the people we do business with.

Board Of Directors: Mr. Naser Ahmed.

(Director of import & admin) Mr. Abidur Rahman (Director of export) Mr. Moinul Ahsan (Director of finance &

banking) Mr. S.M. Emdadul Islam (Director of marketing) Mr. Abdus Salam.(Director of

production&planning)

Strength: The strength of Babylon Group lies in its facilities, skilled human resource and management. Following are some of the highlights - Ample storage and computerized inventory management

system at every factory facility. All the factories have their own power generation and distribution facilities. The quality of Babylon is recognized by the international standardization authorities like ISO and WRAP Availability of modern machinery and equipment that can cater the diverse requirements of customersThe group has all sorts of support facilities within its concerns which directly contribute to smoother execution of the orders and cost reduction.

Quality Policy: Babylon Group follows stern quality benchmarks to achieve flawless output. The group is equipped with man and machine to comply with the ever rising global standards. Some of the measures

adopted in this regard are – Use of fabric screening machines, color and shade matching equipment and metal detectors to ensure making perfect and safe products. Centralized research and development activity as part of continuous strive towards raising product quality and productivity, improving efficiency and cost reduction.Regular and rigorous training for every employee has been made mandatory for him/her to achieve acceptable level of performance.Separate training facilities in each factory unit to continuously enhance the skills and perfection of the workers. Recognitions: Babylon is compliant to the international benchmarks for all CoC issues environment and workplace safety. Fire and safety drills are regularly practiced to avoid casualties. For all these and more, Babylon has earned accreditation from the international standardization authorities like Oeko-Tex® and WRAP. It has also been awarded as the most "worker friendly factory" by Bangladesh Knit Manufacturers & Exporters Association (BKMEA) and CSR award from Bangladesh Garment Manufacturers & Exporters

Association (BGMEA) for its social welfare efforts. Babylon believes in ethical business practices and environmental conservation. The group has installed one of the most efficient effluent treatment plants of the country at the dyeing and washing plants.

Organization culture: Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs. The values and behaviors that contribute to the unique social and psychological environment of an organization. Organizational culture includes an organization's expectations, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid. Also called corporate culture. it's shown in (1) The ways the organization conducts its business, treats its employees, customers, and the wider community, (2) The extent to which freedom is allowed in decision making, developing new ideas, and personal expression, (3) How power and information flow through its hierarchy, and (4) How committed employees are towards collective objectives.It affects the organization's productivity and performance, and provides guidelines on customer care and service, product quality and safety, attendance and punctuality, and concern for the environment.

“Culture is how organizations ‘do things’.” — Robbie KatangaCulture is consistent, observable patterns of behavior in organizations. Aristotle said, “We are what we repeatedly do.” This view elevates repeated behavior or habits as the core of culture and deemphasizes what people feel, think or believe. It also focuses our attention on the forces that shape behavior in organizations, and so highlights an important question: are all those forces (including structure, processes, and incentives) “culture” or is culture simply the

behavioral outputs. “In large part, culture is a product of compensation.” — Alec HaverstockCulture is powerfully shaped by incentives. The best predictor of what people will do is what they are incentivized to do. By incentives, we mean here the full set of incentives — monetary rewards, non-monetary rewards such as status, recognition and advancement, and sanctions — to which members of the organization are subject. But where do incentives come from? As with the previous definition, there are potential chicken-and-egg issues. Are patterns of behavior the product of incentives, or have incentives been shaped in fundamental ways by beliefs and values that underpin the culture.

“Organizational culture defines a jointly shared description of an organization from within.” — Bruce Perron.

Why Does Organizational Culture Matter?An organization’s culture may be one of its strongest assets or its biggest liability. In fact, it has been argued that organizations that have a rare and hard-to-imitate culture enjoy a competitive advantage. In a survey conducted by the management consulting firm Bain & Company in 2007, worldwide business leaders identified corporate culture to be as important as corporate strategy for business success. This comes as no surprise to leaders of successful businesses, who are quick to attribute their company’s success to their organization’s culture. Culture, or shared values within the organization, may be related to increased performance. Researchers found a relationship between organizational cultures and company performance, with respect to success indicators such as revenues, sales volume, market share, and stock prices. At the same time, it is important to have a culture that fits with the demands of the company’s environment. To the extent that shared values are proper for the company in question, company performance may benefit from culture. Culture is a more powerful way of controlling and managing employee behaviors than organizational rules and regulations.

Antecedent: Founder’s value: Explores what organizational culture is, how founders

create and embed cultural elements into their firms, why first-generation companies develop distinctive cultures, and the implications present

when making the transition from founders or owning families to professional managers.

Industry business environment: The overall economic, regulatory, social and political conditions that affect all participants in an industrial market in a similar way and cannot readily be influenced by marketing. The industry environment experienced by a business can include such things as demographics, lifestyle shifts and economic cycles.

National culture: The set of norms, behaviors, beliefs and customs that exist within the population of a sovereign nation. International companies develop management and other practices in accordance with the national culture they are operating in.

Senior leader’s vision and behavior: The ability to influence the leadership skills of your team members in order to meet organizational demands is a complex element of the overall leadership development picture. Leaders are tasked with effectively guiding organizational goal achievement, while considering team member skills necessary to produce the desired output. A focus on balancing talent development with organizational goal achievement will place the company on a trajectory of achieving performance success. Motivating team members toward goal achievement is no small task. Essentially, leaders should reflect behaviors that inspire and motivate people to change.

Organization structure and practice: Reward system: Procedures, rules, and standards associated with allocation of benefits and compensation to employees. Reward and recognition systems should be considered separately. Employee reward systems refer to programs set up by a company to reward performance and motivate employees on individual and/or group levels. They are normally considered separate from salary but may be monetary in nature or otherwise have a cost to the company. While previously considered the domain of large companies, small businesses have also begun employing them as a tool to lure top employees in a competitive job market as well as to increase employee performance. In designing a reward program, a small business owner needs to separate the salary or merit pay system from the reward system. Financial rewards, especially those given on a regular basis such as bonuses, profit sharing, etc., should be tied to an employee's or a group's

accomplishments and should be considered "pay at risk" in order to distance them from salary. By doing so, a manager can avoid a sense of entitlement on the part of the employee and ensure that the reward emphasizes excellence or achievement rather than basic competency.

Organizational design: The manner in which a management achieves the right combination of differentiation and integration of the organization's operations, in response to the level of uncertainty in its external environment.

Differentiation refers to the subdivision of functional or departmental units, each concentrating on a particular aspect of the organization's operations. Integration refers to the linking of differentiated units to achieve unity of effort in working toward organization's goals. In times of high uncertainty, greater organizational effectiveness is achieved through high differentiation coupled with high integration.

Organizational structure: The formal configuration between individual and groups with respect to the allocation of tasks, responsibilities and authorities within organization.

Organizational chart: A diagram representing the connections between the various departments within an organizations, a graphic representation of organizational design.

Organizational outcomes: Organizational outcomes depend on such circumstances. Most of the time it depends on the organizational effectiveness and innovations.Effectiveness: The efficiency with which an association is able to meet its objectives. The main measure of organizational effectiveness for a business will generally be expressed in terms of how well its net profitability compares with its target profitability. Additional measures might include growth data and the results of customer satisfaction surveys.

Innovation: Organizational innovation means the implementation of a new organizational method in the undertaking’s business practices, workplace organization or external relations.

Group and social process:

Socialization: processes by which individuals acquire the knowledge, language, social skills, and value to conform to the norms and roles required for integration into a group or community.

Mentoring: Mentoring refers to when a group of workers or individual worker get their instruction by their mentors that how to do the job, how to reached the target. Mentors are more like who is showing you the way how to do the work with proper ways.

Decision making: Decision making is the most important for every organization. If an organization will capable to make a very good decision their company’s profit goes up and they will become more efficient. Decision making most of the time done by organization’s top level management but some time middle level and lower level also be include because of making it more acceptable, more significant without any conflict and this also should be based on the situation.

Group Dynamics: Group dynamics is a system of behavior’s and psychological processes occurring within a social group (intragroup dynamics), or between social groups (intergroup dynamics).

Communication: Effective Communication is significant for managers in the organizations so as to perform the basic functions of management, Planning, Organizing, Leading and Controlling.

Communication helps managers to perform their jobs and responsibilities. Communication serves as a foundation for planning. All the essential information must be communicated to the managers who in-turn must communicate the plans so as to implement them. Organizing also requires effective communication with others about their job task. Similarly leaders as managers must communicate effectively with their subordinates so as to achieve the team goals. Controlling is not possible without written and oral communication.

Influence: Influence is like a motivation, that helps workers do their job more effectively and they can be more productive.

Empowerment: Employee Empowerment. Employee empowerment is giving employees a certain degree of autonomy and responsibility for decision-making regarding their specific organizational tasks.

Leadership: Leadership is setting a new direction or vision for a group that they follow, a leader is the spearhead for that new direction.

Layer of organization culture: The typically hierarchical arrangement of lines of authority, communications, rights and duties of an organization. Organizational structure determines how the roles, power and responsibilities are assigned, controlled, and coordinated, and how information flows between the different levels of management.

Organizational culture consists of some aspects that are relatively more visible, as well as aspects that may lie below one’s conscious awareness. Organizational culture consists of some aspects that are relatively more visible, as well as aspects that may lie below one’s conscious awareness. Organizational culture can be thought of as consisting of three interrelated levels.

Artifacts: These assumptions are taken for granted and reflect beliefs

about human nature and reality. Artifacts are the visible signs of an organization’s culture. They are visible; they can be seen, heard and felt. For example, what the dress code is; what kind of offices and layout is used; how employees address each other and how they communicate internally and externally.

Values: These are the public statements about what the organizational values are about. Many organization’s now communicate what their "core values" are - the espoused values by which the organization conducts its business.

Assumptions: These are the foundations on which culture is based, are intangible and are often only really understood by people who've become accustomed to the way the organization works.

Collective attitude and behavior: Work Attitude: “work attitudes” Describe the relationship

between attitudes and behaviors Define and differentiate between job satisfaction and organizational commitment List the factors related to job satisfaction and organizational commitment Describe the consequences of job satisfaction and organizational commitment Identify the two ways in which companies can track work attitudes in the workplace Our behavior at work often depends on how we feel about being there. Therefore, making sense of how people behave depends on understanding their work attitudes. An attitudes Our opinions, beliefs, and feelings about aspects of our environment. Refers to our opinions, beliefs, and feelings about aspects of our environment.Job Satisfication: Job satisfaction or employee satisfaction has been defined in many different ways. Some believe it is simply how content an individual is with his or her job, in other words, whether or not they like the job or individual aspects or facets of jobs, such as nature of work or supervision.

Motivation: Internal and external factors that stimulate desire and energy in people to be continually interested and committed to a job, role or subject, or to make an effort to attain a goal.

Motivation results from the interaction of both conscious and unconscious factors such as the (1) Intensity of desire or need, (2) incentive or reward value of the goal, (3) Expectations of the individual and of his or her peers. These factors are the reasons one has for behaving a certain way.

Dimensions of organizational cultures:

Innovative: Novation culture is the work environment that leaders cultivate in order to nurture unorthodox thinking and its application. Workplaces that foster a culture of innovation generally subscribe to the belief that innovation is not the province of top leadership but can come from anyone in the organization.

Detail Oriented: Organizations with detail-oriented cultures are characterized in the Oorganizational framework as emphasizing and paying attention to details. Such a culture gives a competitive advantage to companies in the hospitality industry by helping them differentiate themselves from others.

Team-Oriented Cultures: Companies with team-oriented cultures are collaborative and emphasize cooperation among employees.

People-Oriented Cultures: people oriented culture value fairness, supportiveness, and respect for individual rights. In addition to having fair procedures and management styles, companies can create an atmosphere where work is fun and employees do not feel required to choose between work and other aspects of their lives. In these organizations, there is a greater emphasis on and expectation of treating people with respect and dignity.

Stable Cultures: Stable Cultures are predictable, rule-oriented, and bureaucratic. These organizations aim to coordinate and align individual effort for greatest levels of efficiency. When the environment is stable and certain, these cultures may help the organization be effective by providing stable and constant levels of output.

Aggressive Cultures: Companies with aggressive cultures value competitiveness and outperforming competitors, this style is characterized with more emphasis on task than people. Because of the very nature of this style, people tend to focus on their own individual needs at the expense of the success of the group. The aggressive/defensive style is very stressful, and people using this style tend to make decisions based on status as opposed to expertise.

Outcome-Oriented Cultures: The Organization framework describes outcome-oriented cultures as those that emphasize achievement, results, and action as important values. Outcome refers to result if employees are more engaged their outcomes are more getting.

Stable Cultures: stable cultures are are predictable, rule-oriented, and bureaucratic. These organizations aim to coordinate and align individual effort for greatest levels of efficiency. When the environment is stable and certain, these cultures may help the organization be effective by providing stable and constant levels of output. [10] These cultures prevent quick action, and as a result may be a misfit to a changing and dynamic environment.

Types of culture: There have 4 types of culture, these are given below

Power culture: concentrates power among a small group or a central figure and its control is radiating from its center like a web. Power cultures need only a few rules and little bureaucracy but swift in decisions can ensue.

Role culture: authorities are delegated as such within a highly defined structure. These organizations form hierarchical bureaucracies, where power derives from the personal position and rarely from an expert power. Control is made by procedures (which are highly valued), strict roles descriptions and authority definitions. These organizations have consistent systems and are very predictable.

This culture is often represented by a "Roman Building" having pillars. These pillars represent the functional departments.

Task culture: teams are formed to solve particular problems. Power is derived from the team with the expertise to execute against a task. This culture uses a small team approach, where people are highly skilled and specialized in their own area of expertise. Additionally, these cultures often feature the multiple reporting lines seen in a matrix structure.

Person culture: Formed where all individuals believe themselves superior to the organization. It can become difficult for such organizations to continue to operate, since the concept of an organization suggests that a group of like-minded individuals pursue organizational goals. However some professional partnerships operate well as person cultures, because each partner brings a particular expertise and clientele to the firm.

Schemata: Schemata (plural of schema) are knowledge structures a person forms from past experiences, allowing the person to respond to similar events more efficiently in the future by guiding the processing of information. A person's schemata are created through interaction with others, and thus inherently involve communication.

Self-in-organization schemata: A person's concept of oneself within the context of the organization, including her/his personality, roles, and behavior.

Person-in-organization schemata: A person's memories, impressions, and expectations of other individuals within the organization.

Organization schemata: A subset of person schemata, a person's generalized perspective on others as a whole in the organization.

Object/concept-in-organization schemata: knowledge an individual has of organization aspects other than of other persons.

Event-in-organization schemata: A person's knowledge of social events within an organization.

Strategic human resource management: Proactive management of the employees of a company or organization. Strategic

human resource management includes typical human resource components such as hiring, discipline, and payroll, and also involves working with employees in a collaborative manner to boost retention, improve the quality of the work experience, and maximize the mutual benefit of employment for both the employee and the employer.

Characteristics of HR Strategy:

Business Strategy: The definition of business strategy is a long term plan of action designed to achieve a particular goal or set of goals or objectives. Strategy is management's game plan for strengthening the performance of the enterprise. It states how business should be conduct to achieve the desired goals. Without a strategy management has no roadmap to guide them.

Competitive Advantage: A superiority gained by an organization when it can provide the same value as its competitors but at a lower price, or can charge higher prices by providing greater value through differentiation. Competitive advantage results from matching core competencies to the opportunities.

Environment: Organizational environments are composed of forces or institutions surrounding an organization that affect performance, operations, and resources. It includes all of the elements that exist outside of the organization's boundaries and have the potential to affect a portion or all of the organization.

Competitive Management: A superiority gained by an organization when it can provide the same value as its competitors but at a lower price, or can charge higher prices by providing greater value through differentiation. Competitive advantage results from matching core competencies to the opportunities.

Managers: An individual who is in charge of a certain group of tasks, or a certain subset of a company. A manager often has a staff of people who report to him or her. As an example, a restaurant will often have a front-of-house manager who helps the patrons, and supervises the hosts; or a specific office project can have a manager, known simply as the project manager. Certain departments within a company designate their managers to be line managers, while others are known as staff managers, depending upon the function of the department.

Employees: An individual who works part-time or full-time under a contract of employment, whether oral or written, express or implied, and has recognized rights and duties. Also called worker.

Dimensions of strategic human resource management :

Human resource management practices and performance: An alignment between business strategy and HR strategy will improve organizational performance and competitiveness.

Re-engineering and strategic human resource management: The core features of this approach to organizational design and management, including a hierarchy, decentralized decision-making to line managers or work teams, enabling information technology, strong leadership and a set of HR practices that make workers' behavior more consistent with the organization’s culture and goals.

Leadership and strategic human resource management: A process whereby an individual exerts influence upon others in an organizational context, managers develop plans whereas leaders create a vision. Managers are

looking for a style of leadership that will develop the firm's human endowment and cultivate commitment, flexibility, innovation and change. There is an explicit links between learning, leadership and organizational change. It would seem that a key constraint on the development of a resource-based SHRM model is leadership competencies.

Workplace learning and strategic human resource management: Within most formulations of SHRM, formal and informal work-related learning has come to represent a key lever that can help managers to achieve the substantive HRM goals of commitment, flexibility and quality.

International and comparative strategic human resource management: International HRM has been defined as 'HRM issues, functions and policies and practices that result from the strategic activities of multinational enterprises and that impact the international concerns and goals of those enterprises. International HRM tends to emphasize the subordination of national culture and national employment practices to corporate culture and HRM practices.

Cultural fit to HR Strategy:Cultural fit is best understood when you consider it within the context of your organization's culture and how your organization's culture was formed. A potential employee may express and exhibit the characteristics, language, and values that exist within the current organizational culture. An employee who is a good cultural fit works well in the existing workplace environment. Employees who fail to fit within the environment generally leave to find a work environment or culture which is more congruent with their own values and beliefs. When an organization is considering the cultural fit of an applicant, here are examples that will guide your assessment.

An employee who works well on a team and who appreciates the input

of a variety of people is likely to work well in an organization that stresses team work and in which teams are integral to daily operation. An employee who wants to work alone the majority of the time may not find a good cultural fit in a team-oriented workplace.

An employee who wants to be told what to do will not fare well in an

organization that stresses employee empowerment and personal accountability.

An organization leader whose style emphasizes command and control

will not successfully lead in an organization in which employees expect to have their input, opinions, and commitments solicited and carefully regarded.

So, cultural fit is the ability of an employee to comfortably work in an environment that is congruent with his own beliefs, values, and needs. The challenge for employers is to identify and hire employees who fit their work culture.

Organizations have their own unique culture that influences people to perform in a certain manner, act in ways that fit the norm and to accept or reject particular behaviors that the standards. The culture influences what is considered normal, which behaviors are praised and what behaviors are considered off limits in daily operation. Well-oiled organizational machines tend to have cultures and business strategies that align well to engage employees and guide them toward attaining organizational goals. Cultures have been developed to reward and embrace employees who are creative, innovative and work to dream up new ideas, whether they succeed with winning creations or suffer constructive failures from time to time.

The key to success isn’t necessarily what type of culture a company has, but how well that culture supports and engages employees in working to meet Employees are seeking positions that not only offer appropriate financial compensation, but also environments that enable them to find strong cultural fits.

Aligning HR Strategies and Culture: Creating a corporate culture that aligns well with business strategies and needs is an ongoing process. Even high performing companies have some strategies that are out of line with culture or have cultures that need a new direction that better fits organizational need. Corporate leaders and HR staff must first agree what the culture is, determine if employees believe the culture aligns with what leadership says it is, and then look at policies and strategies in-depth to see if alignment is

present or absent. Plans should be put into place to close the gaps and help ensure that leadership’s definition of the culture is how it is truly perceived by employees. Leaders are responsible for defining the direction of the organization and its vision. It’s their role to reinforce and model behaviors that drive the vision. HR’s role is to determine what employees think and to help leadership integrate business strategy with talent management and rewards programs to foster shifts that better enable companies to reach alignment while striving for attainment of performance goals.When organizations have a clearly defined culture that supports business strategies, employees are better able to understand the mission and determine where they fit in the grand scheme of things. Those who fit within the culture and are equipped to support the mission tend to be happier, more productive and more committed to their jobs.

How Babylon Group fit their culture with HR strategy:

Babylon group is very rewind, International organization in Bangladesh. Babylon is one of the iconic readymade garment and textile industries of the country. They are following a very good HR practices, which is more updated. A great strategy is no guarantee of long-term business success. Many other factors impact organizational performance. One such factor is corporate culture which helps an organization create a high performance environment which supports business strategy implementation. Because culture is so important to the success of a firm, human resource professionals need to increase their proficiency at impacting culture.Babylon group have 24 factories in our country. And Human resource function has done from their head office. Others factories there have a HR execution for each factories. As Babylon group is maintain a very good HR because they are maintain a corporate culture also, now discuss about some HR strategies that aligned with Organization culture.

Succession planning: Babylon has followed the succession planning so strictly. Succession planning is a process for identifying and developing internal people with the potential to fill key business leadership positions in the company. Babylon has done succession planning and they called them “future leader”.

Step 1: They are providing training to their new hired senior level employees and give them 6 months training.

Step 2: In 2nd step they are providing them on the job training by give them some job responsibilities. And evaluate them how they performed their job responsibilities.

Step 3: After passing 1 year they promote them in to the senior officer.

Step 4: then after 2 years passing they promoted in the assistance manager.

Leadership style : A leadership style is a leader's style of providing direction, implementing plans, and motivating people. In Babylon garments they followed Autocratic leadership style. Autocratic is why because they don’t make their decision involving other. Only top level management involved in decision making processes.

Training processes: Babylon group is maintaining basically 2 types of training processes. These are given below:

ON – The- Job Training: They are providing some on the job training to their senior manager for whom before they had make the succession planning.

OFF-The-Job Training: who are only hire for senior position; Babylon group provides off the job training for their new hired senior position employees.

Vestibule training: Vestibule training gives the lower level employees whom are in direct linked with manufacturing and operational functions.

Simulation training: Babylon done their simulation is only for the supervisor or managers who have some behavior or attitude problem or who have faced some other

issues then they called them together and ask them some question and the best answer will establish, and all of them need to follow.

Employee satisfaction: Employee satisfaction is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. Babylon group motivates their employees by employee engagement in their works.

Self-performance Assessment : Babylon has a programmed that is self-performance assessment. Employees are evaluate them self by knowing their own gap.

Performance Appraisal: They are evaluating performance appraisal by Key performance indicators.

HR Planning: Human resources planning should serve as a link between human resources management and the overall strategic plan of an organization. They done their forecasting demand and supply in lower level by their target production that how much employees they have and how much they supposed to have .Babylon don’t maintain a exactly same planning for every level. They could follow different HR planning differentiate by different level of employees.

Recruitment and Selection : Their recruiting processes not only depend on BD JOB. Which is online based job advertising farm. They also have given their job circular in their web page in career section. They are finding out the talent by their references’ also. They strictly maintain a talent database. They are not biased in recruiting and selection. They hired the best people who are fit or capable for this work. Lower level employee’s recruitment is also done in their head office. For lower level they advertise for their vacant and they managed announcing for job and when people come to them they take their interview like practically and behavioral issues that they could be the asset of them and they must be capable for this particular job.For senior level they don’t call them for interview they asked for a meeting in a place and they discussed with them and meet with them twice then proposed them for join with Babylon.

Compensation : Babylon group maintain a basic salary range for their particular levels and positions. When they hired their employees

they negotiate with them. They provided a normal bonus for lower level to middle level. They also provide their employees medical facilities, best performance reward, occasional benefits.

Management Development : Babylon has an agreement with BD Jobs, when any training programed BD jobs arranged they informed them and they could send their senior managers for getting those training.

Communication: Babylon group maintain a good communication with their employees.

Performance Evolution: They have done their performance evolution by talent Management. They are not biased. If an employee reached his or her target fulfill they will get an extra reward. Babylon group maintain a talent based management evaluation and they maintain 360 degree.

Job Description: They have sort out their value or Non value added job. Those are value added they are keeping and those are non-value added they are eliminate those job.

Feedback: After training they have a feedback session.

Conflict Management : Their employees can come and anytime talk with them about their problem. And in every district they have a welfare manager who handles those issues. And they also left their complaint in to the complaint box.

Motivation: Employees are getting job fit motivation and organizational fit motivation. Job fit motivation is the degree to which the activities and responsibilities of a particular job areConsistent with the activities and responsibilities of an individual employee, personally satisfying. Organization fit motivation when the employees are fit with their organization culture.

Environment: They have flexible environment for all employees. No biased, negative environment effects.

Risk Returns on investment: Babylone do their Risk management by HR auditing and HR accounting which done their R&D sector.

Recommendation and Finding: In this step we are finding some issues which are need their concern and they should fix these all that make their organization more efficient. According to our visit and research on it we know that they are maintain a good HR strategy and Organization culture so it’s very difficult for me to find out some problems but still I want to recommended on it.

As they said that they do succession planning but it has done for entry level employees for senior position that they mentioned but if they have any vacancy for senior level.they don’t have proper succession planning that who worked there for a long time they don’t include them in their succession planning they hired new employees.

Babylon group maintain an Autocratic leadership, autocratic leadership is good for quick decision making but they should follow also democratic leadership they should make their decision based on involving others.

They should add the Path Goal Theory, it is best for organization cause some employee has less knowledge and ability, he or she doesn’t perform well then the supervisor show them how to perform it creates best leadership.

They hired more temporary worker that some time demotivate and demoralized employee. It causes of increasing turnover rate also.

After giving training they assigned them in job but they don’t evaluate their performance efficiency.so they should work on it.After training evaluation.

In talent management, they only depends the one characteristic or two character that only talent and performance.so there creates some halo errors. They should also look up some other characteristic of employees.

In recruitment process for lower job, make a banner in front of their office but I think they should also go for a farm who provides employees.

They need to do SOWT analysis, GAP analysis is not only indicators to implement. Cause GAP analysis only based their present performance

and in future what their performance will be? The gap between present and future job competencies. SWOT analysis is done for long term planning.

They have a normal benefit for every employee. But senior level employee got some extra benefits which based on their performance. But they should provide more benefits who are working hard or which called hardship compensation.

They don’t provide any work/life balance program for their senior level employees. They should arrange work/life balance program in their organization.

Job sharing and Job rotation are not established in their organization. If they will provide this employees engagement increased, their knowledge skills and ability also increased and they have idea to work on different sector. Job rotation deduction employee’s boredoms about their jobs.

Babylon should pay their concern more on innovation and learning.They have a VSl program that creates some time turnover rate high,

and which creates a very negative impact on their organization. Avoiding cycle based lay off.Less employment guarantes. job security is moderate.

References: http://www.babylongroup.com/index.php?detail=recognitions

https://hbr.org/2013/05/what-is-organizational-culturehttp://www.referenceforbusiness.com/management/Ob-Or/Organizational-Culture.html.

http://www.innoviscop.com/en/definitions/organisational-innovationhttp://www.managementstudyguide.com/importance-of-communication.htm

http://catalog.flatworldknowledge.com/bookhub/5?e=carpenter-ch08_s01

http://www.flatworldknowledge.com/beta-0.1/organizational-behavior/individual-attitudes-and-behav/work-attitudes