Company Profile:: The Levant Sweater LTD

The Levant Sweater Ltd.
HRM 360: HRPP M. Tanvir Hossain Summer2009
Company Profile:
The Levant Sweater LTD is a sweater manufacturing company. This company is a professional apparel manufacturer. We are engaged in all kinds of garment, such as mens sweater, womens sweater, childrens sweater etc. With the advanced technologies, rich management experience, exquisite production process and unique, creative design thoughts, our products enjoys good reputations both at home and abroad.
All the products we provide are professionally designed and skillfully manufactured. We also accept customized orders to meet your specific requirements. If anyone interested in any of our series of products, or need any related items, please contact us with details of your specific orders. We warmly welcome domestic and foreign friends to cooperate with us based on mutual benefits.
The Levant Sweat LTD has strongly believed in some truths which are: 1. 2. 3. 4. 5. 6. 7. Trustworthiness Clear Dealings Always Customers first Quality On time Honesty, and Eternal Relationship.
The Levant Sweater LTD clearly follows the terms and condition of Bangladesh Government. The entire act and laws posted by the Government been strongly followed in our terms and condition of company. An agreement to this effect was signed between the Bangladesh Export Processing Zones Authority (BEPZA) and The Levant Sweater Ltd.
Basic Information Company Name Business type Product/Service
The Levant Sweater LTD Manufacturing

Mens sweater, womens sweater, childrens sweater, etc.
Number of Employees Registered Address
150-250 people 515 Senpara Parbata, Mirpur, Dhaka, Bangladesh.
Company Web site
www.levantgroup.com
Ownership and Capital 1995 Year Established The Levant LTD Legal ownership/Business owner
Trade and Market Main Markets China, Hong-Kong, Australia, Singapore, USA, England, Japan and Local Market.
Main Customer(s)
Excellence Broadway company.
The Name:
The company name of Levant comes from the part of Mediterranean Sea. Its a part of the sea and the company selected the name from there. It is approved by the government and the name is already pretty popular. We were being able to establish the name in a proper manner in the market and our product under the name Levant is well known. We are proud to have a name like this and establish it into the market.
The Core activities of Levant:

The core activities of The Levant Sweater LTD is making sweater. As its a manufacturing company we just produce sweater. In the making of these sweaters there are some variations and differences. Our production team observes such things very carefully and thoroughly.
Main Tasks: Collecting Raw materials Keep them in order Categorize them in batch Send them into production level Make sure the Quality Produce the final Product.
The Vision:
Our vision is to make the sweater company number one in our country and take it in a suitable position in world market. It would be our first priority to make the company highest leading company in Bangladesh. We already captured the 35% of markets but still looking for reaching it to the highest level. We export our product in different companies around the world but we have one vision that is we will do our best to make in number one manufacturing company in Bangladesh.
Our Customers:
We export our product throughout the worlds. In many countries we actually export our products. We have some permanent customers to whom our product always go by.
PRODUCTS:
Our major items are: Basic sweaters made on manual single bed machines Jersey, Shaker, Cardigan and Milano Stitches with cables and diamonds.
PRODUCT RANGE: Infant, Boys, Girls, Men and Ladies.
PRODUCTION CAPACITY:
7920 Dzns. (95,040 Pcs.) per month considering 8 (Eight) hour shift per day for 26 working days per month.
FACTORY SPACE:
Its one stored factory laid on 19,800 Sq. Feet per floor (proposed six storied building).
CORPORATE OFFICE:
515, Senpara Parbata, Mirpur, Dhaka, Banladesh. Tel: +88-02-884****, +88-02-881****, Fax: +88-02-884**** E-mail: airbag_huge@yahoo.com www.levantgroup.com
FACTORY LOCATION:
Its situated in Gazipur. We bought our own land for the factory and we built our factory in that place. Its not so far from Dhaka. So, our communication system is pretty much easier with our corporate office in Dhaka. Its in Baniarchala, Bhabanipur, Mirzapur, Gazipur.
BANK:
All of our transactions are made by Isalmi Bank LTD in Gulashan Branch. All of our loans and accounts are in that branch. Our dealings are so often in this Bank so we are also well-known Party for Isalmi Bank. So, IBBL is our authorized Bank from where we do all the transaction of money.
Management:
EQUIPMENTS:
Item Description 01 Brand new WEALMART brand hand driven flat knitting machine, HK type, design optioned and raising needle type with standard accessories. Origin: Hong Kong/China. 3.5 GG Needle Bed 36 5 GG Needle Bed 36 7 GG Needle Bed 36 12 GG Needle Bed 36 Brand new WEALMART brand dial linking machine. Origin: Hong Kong/China. 5 GG 6 GG 8 GG 14 GG WEALMART brand cone winding machine (8 spindles per set). Origin: Hong Kong/China. Weighing scales. Brand new WEALMART brand automatic, industrial washing machine with reverse control. Capacity: 120 Lbs. Origin: Taiwan. Brand new WEALMART brand steam heated dryer with reverse control. Capacity: 120 Lbs. Origin: Taiwan. Brand new WEALMART brand industrial hydro -extractor. Capacity: 85 Lbs. Origin: Taiwan. Brand new SENJOUNG brand industrial steam iron with 02 Pcs. teflon per set. (03 M). Japan made JUKI brand model: DDL 5550N, High speed, 1 needle lockstitch machine complete set with 220V AC 250W JUKI brand, Taiwan made clutch motor, Japan made standard accessories, Malaysia made table, stand.
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The Levant Sweater Ltd. 10

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China made JUKI brand model: MO 67145BE644H/G39/Q141, 2needle, 4-thread, 2-looper, over lock machine complete set with 220V AC 250W JUKI brand, Taiwan made clutch motor, China made standard accessories, Malaysia made table, stand. Japan made JUKI brand model: LBH -783NV, 1-needle, straight lockstitch buttonhole machine with gimp complete set with 220V AC 300W MITSUBISHI brand induction motor, Japan made standard accessories, Malaysia made table, stand. Japan made JUKI brand model: LK-1903ASS-301/MC-596K, computer controlled, High speed lockstitch button sewing machine complete set with Japan made standard accessories & compact type AC SERVO motor, Malaysia made table, stand. Brand new fully automatic tubeless vertical top fired gas boiler. Brand: RIELLO, Model: RIELLO-030, Capacity: 470kg/hr, Origin: Italy. Model: P250HE, 250KVA FG Wilson diesel generator with sound attenuated canopy.
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Process Flow of Production:

Our process of production is modern. We produce our product with proper production way.
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Safety:
The location of the factory is off from the residential area. Safety and security issues are kept as the first priority in the companys code. Some of the security measures are:

Two way accessibility to the factory Proper sanitation for the workers Clearly marked emergency exits Easily available fire extinguisher First aid facility for the workers Proper drainage system around the production unit Adequate supply of water
We are well equipped and trained for any accident in the factory. We trained our workers in supervision of professional trainer. We also have better safety for the workers. The work environment is not dangerous so it is also almost confirmed that there wouldnt be any accident if any unavoidable incident occurs.
PROCUREMENT:
Generally yarn and accessories used in the production collect locally. Local raw material procurement lead time minimum 30 days & foreign raw material required at least 60 days lead time.
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Human Resource Policies:

Policy refers to common guidelines for activity requirement. The idea of policy is somewhat superficial. It cannot easily be understood in a uniform manner. And also, policy does not include any specific action plan. It just sets the ground rules, framework and the foundation for action planning and execution of those action plans. In general, Policy is sometimes perceived as a product (principles, declaration, law) that serves as a frame of reference for action; sometimes as a process that ought to lead to the attainment of certain goals. The policy process itself, however, gives rise to numerous interpretations. In this context, HR department of The Levant Sweater LTD offers strategic advice and direction to the firms executives and managers across a full range of professional people management issues, in addition to provide a number of centralized human resource services to departments and staff. Moreover in contemporary ever changing world, it must always be ensured that the right amount of managers, experts, professionals and worker, in short employees, are available at the right place at the right time. In addition, it must also be ensured that the workforce is highly capable of rendering the best service in the particular business arena. With this particular issue in mind, The Levant Sweater LTD creates the HR policies and issues with strong HR background skills. Its HR department concentrates on both building internal capacity and recruiting highly skilled professionals to enhance its productive and creative capabilities and project initiatives. From time to time, depending on short time job requirements, IMCL also outsource skills, or finished products by contracting out particular parts of specific projects. Also, sometimes Levant hires people on contractual basis for short term requirements or to meet specific project related HR demand. Following are the HR Policies covering various areas of human resource management of Levant, the company will initially apply. Afterward, necessary modification or amendments will be made on top of these meet the demand of time. The policy will provide the idea how the HR aspects will be dealt by the Levants management
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HR Policies in Recruiting and Staffing:

The policy ensures that all applicants for employment with the Trust are treated fairly, honestly, courteously, equitably and consistently in line with the provisions of all relevant employment legislation. It emphasizes principles of confidentiality and equal opportunity in employment for all existing and future employees and applicants on grounds of gender, sexual orientation, marital status, disability, age, religion, race, color, ethnic or national origin, or other grounds. Before recruitment, HR department must focus on identifying important positions and anticipated shortages and planning accordingly, researching and generating ideas on innovative ways to find job candidates.
HR policies are: Reference checks License/certification/education verification Pre-employment skills assessment or relevant selection instruments Medical examination Proof of citizenship as required by law Reference checking (When checking for the purpose of employment) Employment (probationary period) Employment (contractual, temporary, walk-in) Employment (permanent basis)
Work Force planning is an ongoing Process at Levant, whereby internal and external pressures affecting staffing needs are continually interpreted and analyzed and future staffing needs are planned and projected for the company.
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Its HR policy includes following strategic Human Resource Planning Model that is followed to determine staffing needs for the organization. The Model is shown below:
FORCASTING DEMAND
Considerations Service demand Technology Financial resources Absenteeism/turnover Organizational growth Management philosophy Techniques Industry Trend Analysis Managerial estimates Delphi technique Status: Shortage Reaction: Recruitment Full time Part-time Contractual Outsourced Recalls
BALANCING SUPPLY AND DEMAND
Techniques
External Considerations Demographic changes Education on workforce Labor mobility Government polices Unemployment rate
Staffing tables Markov analysis (if readily available) Skills inventories Management inventories Replacement charts Succession planning
Status: Surplus Reaction: Reductions Layoffs Terminations Demotions Retirements
FORCASTING SUPPLY
Levant preliminary HR plan will focus on the initial five years after starting operations; as by the time the firm will reach its four or five years of operational stage, pressures will become clearer and its planning need will need to be adjusted accordingly the demand and supply of workforces.
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HR Policies in Attendance & Absenteeism:

Because labor costs are a significant operating expense, employers need their employees to report to work regularly and on time. An employee who is constantly tardy or absent disrupts the work flow, burdens coworkers with extra tasks, lowers morale, and may affect the quality of products and services. This attendance and absenteeism policy discusses the importance of attendance, controlling absenteeism, tardiness, inclement weather, punctuality and appropriate disciplinary actions.
HR Policies are: Compensation for Absences, Tardiness, and Early Departures Permission to Work Absences Caused by Inclement Weather Make-Up Time Supervisors' Responsibilities Leaving the Employer's Premises Excessive Absences and Progressive Discipline Employee Notification of Absence Payment for Time Worked Make-Up Time and Overtime Pay Discipline for Absences and the ADA and FMLA Pregnancy-Related Absences Absence Exceeding Scheduled Military Leave
Short-Term Absences Policy

Most organizations realize that employees have certain legitimate reasons to miss work and, therefore, provide for limited paid absences, particularly for sickness or injury, even though they are not required to allow these absences. Organizations with seasonal work or critical staffing requirements are notable exceptions to this practice. Employers should consider the following issues when creating a short-term absences policy. This policy discusses absences away from work that will generally be less than a two-week period, such as short-term illnesses, bereavement leave, voting, jury duty and religious holidays. This policy is a modified PTO (paid time off) bank; modified because it doesnt include vacation.
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The Levant Sweater Ltd. HR Policies are: Short-Term Leave Considerations Paid Time-Off Banks Definition of Immediate Family The FMLA and Short-Term Illnesses Bereavement Leave Rules and Expectations Specified Number of Days Part-Time Employees Temporary Employees Workers Compensation Coverage Jury and Witness Duty Accumulated Paid Days Unused Paid Day Unused Days Not Convertible Medical Verification Excessive Absenteeism
Leaves of Absence Policy:

If any workers want to have leave of absence the company will get different policy. This policy will confirm that how long that particular employee should get the leave and when will have to back. HR Policies are: Medical Leave of Absence Parental Leave of Absence Family Care Leave of Absence Leave to Care for Seriously ill or Injured Family Member in Military Service Leave for Qualifying Exigency Arising out of Active Duty or Call to Active Duty Personal Leave of Absence Military Leave of Absence Educational Leave of Absence Public Service Leave of Absence
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Rest Breaks Policy

Employers recognize that periodic breaks during working hours are necessary for the mental and physical health of workers and can reduce accidents and mistakes caused by fatigue and boredom. HR Policies are: Breaks from Work Number and Frequency of Rest Breaks Breaks Related to Breastfeeding Scheduling of Breaks Work During Breaks Designated Break Areas Disrupting Fellow Employees Regulation of Rest Breaks State Break Requirements for Breastfeeding Mothers The ADA and Rest Break Accommodations Pay Practices and Rest Breaks
Meal Breaks Policy

The main differences between meal and rest breaks are that meal breaks are generally longer and typically are treated as unpaid time for nonexempt employees. HR Policies are: Meal Breaks Duration of Meal Breaks Scheduling Meal Breaks Second Meal Break Work During Meal Breaks Checking Out and In Dining Area Disrupting Fellow Employees Minimum Meal Break Requirements Meal Breaks as ADA Accommodations Compensation for Meal Periods
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Vacations Policy
Nearly all organizations give their employees a period of paid vacation each year, even though it is not required by law. Employers who offer paid vacations find this benefit increases productivity by giving employees time to recharge their energy for their jobs. In addition, paid vacation benefits help recruit and retain valuable employees. Generally, paid vacation leave is the most expensive benefit an employer provides and one of the most important benefits to employees. To answer employee questions and prevent misunderstandings about the employer's vacation practices, written company vacation policies should be distributed to all employees. HR Policies are: Vacation Policy Considerations Vacations Based on Previous Year's Service Unused Vacation Length of Vacation Vacation Anniversary New Employees Part-Time and Temporary Employees Attendance Requirements Vacation Pay Reserving Right to Schedule Vacations Seniority Specified Duration Vacation Pay On Termination Sickness Regulation of Vacation Policies Attendance Requirements and the ADA Use of Accrued Vacation and the FMLA Vacation Accrual During FMLA Leave Exempt Employees and Vacations of Less Than A Day Employer Limits on Accrual of Vacation
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Holidays Policy
Employers are not required to pay employees for holidays that they do not work, but most organizations offer a limited number of paid holidays to create employee goodwill. Generally, the federal government and most states observe more public holidays than do private employers, and a very small number of states actually require employers to observe certain holidays. HR Policies are: Holidays Observed Eligibility for Holiday Pay Attendance at Work Weekend Holidays Vacation Period Floating Holidays Accommodating Religious Holidays Birthday Holidays Pay for Work on Observed Holidays State Regulation of Holidays Exempt Employees and Unpaid Holidays Religious Holidays Holiday Overtime Pay
Relocation Policy
This policy provides information regarding relocation policies, agreements and resources, and eligible moving expenses for tax purposes. HR Policies are: Benefits for New Hires Relocation Services Reimbursed Expenses Temporary Housing Expenses Closing Costs Special Adjustments Spouse Job-Search Assistance Employment Claims Arising From Terminations After Relocation Reimbursed Moving Expenses
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Athletic and Recreational Programs

This company policiy discusses employee participation in company-sponsored workout facilities and recreational activities, including Workers Compensation requirements. HR Policies are:
1. Encouraging Employee Participation 2. Administration by Human Resources Department 3. Controlling Employer Liability for Injuries 4. Employers Financial Support 5. Facilities Available and Accessible to All Employees 6. Hours Worked 7. The ADA and Medical Inquiries 8. Workers Compensation Liability 9. Taxation of Use of Athletic Facilities
Behavior of Employees Policy

This behavior of Employees policy outlines behavior that employers expect of employees and the types of conduct that most employers prohibit. To help you implement this policy successfully, you might beed to receive expert advice on these related topics:
HR Policies are:
Positive Attitude On-Duty vs. Off-Duty Conduct Suspicious, Unethical, or Illegal Conduct Consistent Enforcement of Discipline Workplace Violence Examples of Prohibited Conduct Communicating Rules Legal Off-Duty Employee Conduct Protection for Whistleblowers
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Personal Appearance of Employees - Dress Code

Most organizations have some sort of appearance standards or guidelines that explain to employees what dress and grooming practices are appropriate for the workplace. Generally, employers have three business-related reasons for implementing these types of standards: (1) to present or create a professional or identifiable appearance for customers, suppliers, and the public; (2) to promote a positive working environment and limit distractions caused by outrageous, provocative, or inappropriate dress; and (3) to ensure safety while working. Employers typically base their dress policy choices on the presumption that employees at all levels and job positions are representatives of the organization and, therefore, their dress, grooming, and personal hygiene affect both the publics impression of the business and internal morale. This policy discusses the employees dress, grooming and personal hygiene standards and how the employer can set their standards as long as it is nondiscriminatory. The employer can prohibit body piercings, men wearing earrings, and tattoos, can set hair styles, and determine if uniforms and their deductions are appropriate. HR Policies are: Appearance and Grooming Standards Dress Standards Novelty Buttons, T-Shirts, and Union Insignias Tattoos and Body Piercings No Public Contact Special Requirements Casual or Dress-Down Days and Policies Addressing Dress and Hygiene Problems Personal Appearance Public Employees and Free Exercise of Religion Dress Codes Union Insignia Hair Styles Beards, Moustaches, and Sideburns Uniforms Pay for Time Spent Changing Into a Uniform Compensation for Nonworking Time
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Personal Finances of Employees

Most employers have legitimate business-related reasons for addressing their employees personal finances, such as the extra expense incurred administering court-mandated collection procedures and the negative impact financial worries can have on job performance. Additionally, an employee with financial problems may pose a security risk if placed in a job that involves access to sensitive information or handling money or company accounts. This policy discusses employer loans, bankruptcy, garnishments and deductions from pay. HR Policies are: Personal Finances Disclosure of Employee Finances Indebtedness to the Employer Credit Checks of Current Employees Authorization to Accept Legal Notices Garnishment Deductions from Pay for Indebtedness Credit Checks Discrimination Impact of Credit Checks Garnishment Restrictions on Garnishment Termination Because of Garnishment Bankrupt
Customer Relations Policy

The success of any organization depends on how it treats its customers or clients and how well it anticipates and fills their needs. Prompt, efficient, and courteous customer service not only contributes to the organizations public image but also increases customer loyalty, sales, and profits. To ensure good customer service, organizations should train their employees to serve customers in both routine and unusual circumstances and should monitor customer service performance. This policy includes information regarding handling customer complaints and English-only rules.
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The Levant Sweater Ltd. HR Policies are: Customer First Product Knowledge and Customer Needs Problem Identification Handling Questions, Complaints, and Difficult Customers Telephone and Email Etiquette Monitoring Employee Communications Requiring English in the Workplace Customer Preferences Harassment by Nonemployees English Proficiency and Foreign Accents English-Only Rules
Conflicts of Interest Policy

Conflicts of interest normally arise when employees engage in activities for personal gain that compromise their ability to represent their employers best interests. Examples of employee activities commonly viewed as creating conflicts of interest include: having significant financial interests in customers, suppliers, or competitors; working for a competitor; self-employment in competition with the organization; soliciting or accepting gifts or gratuities from suppliers or customers; using the organizations equipment and supplies for personal gain; and using inside information about the employer for personal benefit. This Conflicts of Interest policy discusses the employers ability to prohibit employees from engaging in any activity, practice, or conduct that conflicts with, or appears to conflict with, the interests of the employer; discusses off-duty conduct, direct competition with the employer and the Crime Control Act and Securities Exchange Act.
HR Policies are: Definition of Conflict of Interest Business Ethics Employee Off-Duty Conduct Outside Investments Acceptance of Gifts Offering Inducements Short-Swing Trading Disclosing Potential Conflicts
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Confidential Nature of Company Affairs Policy

Every employer is concerned about controlling outsiders access to sensitive business information, such as trade secrets, customer lists, and financial data. However, maintaining control over this confidential information has become more challenging since advances in communications technology, such as the Internet and electronic mail (e-mail), make sharing and accessing business information easier and quicker than ever before. This policy discusses how internal business information is to be kept confidential by the employee and the enforcement of this policy.
HR Policies are: Information Assets Control of Information Centralized Responsibility Identifying Confidential Information Outsider Requests for Information Confidentiality Requirements Enforcement of Confidentiality Agreements in Restraint of Trade Material Inside Information
Disciplinary Procedure Policy

Disciplining employees probably is one of the most difficult tasks because most employers equate discipline with punishment. This guide offers disciplinary procedures aimed at correcting problems with an employees behavior or performance and outlines a multi-step disciplinary procedure that gives employees opportunities to improve before they are disciplined.
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The Levant Sweater Ltd. HR Policies are:
Disciplinary Procedures Standards of Employee Conduct and Behavior Applying the Discipline Policy Role of Supervisors Informal Counseling Time Between Incidents Written Reports - disciplinary action letter, form Unrelated Incidents Investigatory Suspension Termination Review and Approval Investigations of Disciplinary Infractions Dispute Resolution Procedure Consideration of Previous Incidents Policies Treated as Implied Contracts Discrimination in Disciplinary Procedures Discipline as Retaliation Suspensions of Exempt Employees Representatives at Investigatory Interviews
Drugs, Narcotics, and Alcohol

The effects of employee drug and alcohol abuse on an organization can be widespread and difficult to eliminate. Substance abuse often increases absenteeism, accidents, health care costs, and workers compensation rates while lowering productivity. In addition, these problems demoralize employees who must continue to produce despite incapacitated or absent coworkers. This policy attempts to deter drug and alcohol abuse through education, testing, disciplinary action, and required rehabilitation for abusers who want to continue working for the organization.
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The Levant Sweater Ltd. HR Policies are: - Policy Focus and Employer Goals - Scope of Model Policy - Notice of Testing - Disciplinary Action - Alcohol Served by the Employer on Premises - Tests by Private Employers - Confirmation of Positive Tests - Unusual Behavior Patterns - Removal from Premises and Safe Transit - Employees Taking Prescribed Drugs or Narcotics - Employee Assistance Programs - Rehabilitation Treatment - Drug Awareness Programs - Drug-Free Workplace Act - Employment of Alcoholics and Drug Addicts - Drug and Alcohol Testing and the Americans with Disabilities Act - Federally Mandated Drug Testing - Drug and Alcohol Screening in the Private Sector - Drug and Alcohol Testing in the Public Sector - Medical Inquiries under the ADA - Leaves of Absence - Last Chance Agreements
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Equal Employment Opportunity (EEO Policy)

Generally, employers that do not receive government contracts are not required to include an equal employment opportunity (EEO) statement in their employee handbooks and personnel policy manuals. However, most employers add one voluntarily to communicate their commitment to basing employment decisions on performance and ability and to show their compliance with federal, state, and local laws prohibiting employment discrimination. This policy discusses equal opportunities in employment, explains discrimination, and stresses that applicable federal and state discrimination laws protect applicants and employees. The policy also explains the reporting and retention requirements of the EEO-1, VETS-100, and Affirmative Action. HR Policies are: 1. Purpose of Equal Employment Opportunity Statements 2. Protected ClassesEEO Applied to All Policies and Practices 3. Diversity in the Workplace 4. Affirmative Action vs. EEO Laws 5. Annual Review of Program 6. Human Resources Manager 7. Training and Evaluating Supervisors 8. Encouraging and Responding to Discrimination Complaints 9. Discrimination Charges Before the Equal Employment Opportunity Commission 10. Complaint Resolution and No Retaliation 11. Equal Employment Opportunity 12. Employees Outside the U.S. and Foreign Employers 13. Coverage of State Governments by Federal Discrimination Laws 14. Religion 15. Sex 16. Age 17. National Origin 18. Disability Discrimination 19. Military Status 20. Affirmative Action 21. Compliance, Remedies, and Damages 22. Records and Reports 23. Posting of Notices 24. Supervisory Training
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Sexual Harassment Policy

This policy is called Productive Work Environment (as opposed to Sexual Harassment or Anti-Harassment Policy) to underscore the positive purpose behind the policy. While it specifically prohibits all types of harassment in the workplace -- such as sexual harassment or anything that creates an intimidating, offensive, or hostile working environment -- it also focuses on the creation and maintenance of an environment in which employees are not distracted by the inappropriate behavior of coworkers, service providers, or customers. Thus, the policy title reflects the employers goal of a respectful workplace, rather than simply liability prevention. HR Policies are: Productive Environment vs. Harassment Specific Prohibition Against Sexual Harassment Training for Supervisors and Employees Electronic Messages Harassment by Nonemployees Reporting or Complaint Procedures Investigation Procedures Confidentiality Evaluating Evidence and Communicating the Decision Proper Remedial Action Promise of No Retaliation Prohibiting All Forms of Harassment Duty to Prevent Sexual Harassment Remedies for Sexual Harassment Quid Pro Quo Harassment Preferential Treatment Harassment by Nonsupervisory Employees Harassment by Nonemployees Hostile Work Environment Harassment Harassment by Members of Same Sex Sexually Explicit Pictures Investigation, Evaluation, and Resolution of Complaints
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Hiring Policy
A solid and comprehensive hiring policy can help employers find highly qualified applicants, ensure uniformity in personnel practices, and comply with the numerous federal, state, and local laws that regulate hiring practices. This hiring policy addresses the major aspects of the hiring function including interview questions, offer letters, credit and background checks, preemployment physicals and drug testing, HR Policies are: Hiring Challenges The Hiring Process and Retention Considerations Staffing Requisitions Recruiting Sources Selection and Hiring Procedures Standardized Application Forms and Procedures Application Form Statements, Disclaimers, and Waivers Application and Interview Questions Offer Letter Reference Checking Preventing Negligent Hiring Claims Background Investigations Rejecting An Applicant Nepotism and Fraternization Policies Equal Employment Opportunity and Hiring Physical and Educational Requirements Recruitment Methods Reasonable Accommodation of Disabilities in Hiring Religious Discrimination, Accommodation, and Inquiries Employee Testing and Lie Detectors Fraudulent Misrepresentations to Applicants and New Hires Immigration Reform and Control Act Credit and Consumer Reports Background Investigations Medical Inquiries and Examinations New Hire Reporting Nepotism and Fraternization Policies Affirmative Action in the Employment of Veterans Affirmative Action in the Employment of the Disabled Affirmative Action Under Executive Order 11246
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Employment Agreements Policy

Employment agreements may be used to define a particular employees terms and conditions of employment and to specify what that employees obligations are after the employment relationship has ended. These agreements are contracts that are binding on both the employer and employee. They are separate and distinct from employee handbooks, which are intended as guidelines for all employees and generally are not considered to be binding contracts. HR Policies are: Employment Agreements Authority for Employment Agreements Important Terms and Conditions Employee Benefits Patents, Inventions, and Copyrights Special Transfers and Foreign Assignments Noncompete Agreements Nonsolicitation Clauses Trade Secrets and Confidential Data Relocation Expenses Consulting Agreements Retention Agreements Change in Control Agreements Arbitration and Mediation Employee Review Applicability of State and Federal Law Guarantee of Term of Employment Patents, Inventions, and Copyrights Noncompetition Agreements Retirement Agreement Legal Status of Arbitration Provisions
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Orientation and Training Policy

Most employers provide orientation programs for new hires and training programs for both current and new employees. These programs have different purposes. Orientation programs typically deal with the assimilation of employees into new working environments while training programs generally concern hands on job or functional skills development. This policy discusses the importance of orienting employees to the company and to their job as well as providing appropriate training to provide employees information regarding their job and on company policies. HR Policies are: Orientation and Training Programs Responsibility for Orientation Responsibility for Training Types of Training Required Participation Centralized Approval Licensing and Certification Program Evaluation Testing Certificates of Completion Training Records Equal Opportunity for Training Hours Worked Harassment and Discrimination Training Safety Training Repayment of Training Expenses
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Medical Procedures Policy

In the past, preemployment physical examinations and medical inquiries were a standard part of the hiring process. Employers used these questions and examinations to establish that the applicant was physically able to perform the job, to provide a benchmark medical record for future medical questions or workers compensation issues, and to detect communicable diseases that could endanger others in the workplace. However, as a result of the federal Americans with Disabilities Act (ADA), which applies to employers with 15 or more employees, covered employers may not make any medical inquiries or require any medical tests or examinations until a conditional offer of employment has been made. Many states also have placed restrictions on an employers ability to use medical examinations to evaluate job applicants. This Medical Procedures policy discusses when it may be appropriate for employers to require medical exams, such as preemployment physicals, and the reasonable accommodation process under the Americans with Disabilities Act (ADA). It also discusses issues that deal with medical confidentiality, wellness programs, and the HIPAA requirements. HR Policies are: Applicant Physicals and Medical Inquiries Appropriate Employee Medical Examinations Wellness Programs Employer Payment for Medical Exams Confidentiality of Medical Records Prescription and Nonprescription Drugs Additional Medical Opinions Medical Programs and Facilities Condition of Employment Employee Medical Examinations and Inquiries Records of Physical Examinations HIPAA Privacy Requirements Medical Certifications First Aid Requirements Recording Work-Related Injuries Hours Worked
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Serious Diseases - Americans with Disability Act (ADA)

Federal and state laws treat many serious illnesses as disabilities and require employers to make certain accommodations for otherwise qualified individuals. This policy helps employers deal with issues that relate to serious diseases and illness such as cancer, depression, TB, HIV, and AIDS in regards to accommodations necessary under the Americans with Disability Act (ADA) and recordkeeping requirements. HR Policies are: Highly Infectious and Other Serious Illnesses Educational Programs and Action Plans Serious Disease Notification and Response Doctors Certification Refusal to Work Disability Discrimination Defined Direct Threat Under the ADA Leaves of Absence Under the FMLA and Americans with Disability Act (ADA) Infectious Disease Control Disabled Employees and Health Benefits Discrimination Under ERISA Accommodating Employees with Serious Diseases Medical Examinations and the Doctors Role Confidentiality of Medical Information OSHA Requirements and Infectious Disease Control Discipline for Refusal to Work
Introductory Period policy

Many employers require new, transferred, and promoted employees to complete an introductory period of employment that allows an evaluation of their skills and compatibility with the organization and their jobs. During this period, the employee also has the opportunity to demonstrate his ability to learn the new job and to determine if he likes working in the organization. Some employers refer to this time period as a training period, orientation period, initial employment period, or even a familiarization period. Other employers use the more traditional phrase probationary period, although use of this title may create some legal problems. This policy discusses introductory vs probationary period, the importance of keeping the period after the introductory period at-will, and discusses setting goals for the new employee.
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The Levant Sweater Ltd. HR Policies: Introductory Periods Introductory Period vs. Probationary Period Written Goals and Evaluations Time to Demonstrate Ability Discipline and Termination During the Introductory Period Review of Termination Recommendation Benefits During Introductory Period Unsuccessful Transfers and Promotions Introductory Period and Employment-At-Will
Promotion Policy
Promoting from within is good business practice and has been shown to be a powerful employee motivator. Internal promotion policies can generate loyalty through the recognition of individual merit and improved morale by fulfilling employees need for increased status. This promotion policy offers employers guidelines on the importance of having a welldeveloped job posting policy and offers expert advice on. HR Policies: Promotion from Within Creating Equal Opportunities for Promotion Role of Supervisors Information About Job Openings Time Limit Outside Hiring Factors for Promotion Medical Examinations Introductory Period and Performance Evaluations Posting of Job Openings Glass Ceiling Audits and Selection Discrimination Aptitude or Achievement Tests
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Transfer
Job transfers generally fall into one of two categories: those initiated by management or those made in response to an employees request. Transfers initiated by the employer may be necessary because of temporary workload imbalances; the need to rotate employees to limit exposure to harmful conditions; corporate restructuring; dislocations caused by job elimination or reductions in force; and demotions in response to disciplinary or performance problems. Employees may initiate a transfer because they want new or broader experience; there is friction among coworkers; they want to better use their skills; or they need accommodation for disabilities or family care responsibilities. Either way, transfers may be temporary or long-term, depending on the organizations business needs. This policy discusses the transfer of employees from full-time to part-time, to another location or within the same location.
HR Policies are: Reasons for Transfer Temporary vs. Long-Term Transfers Eligibility Order of Consideration Establishing Procedures Monitoring the Approval Process Relocation Transfers Introductory Period Medical Examinations Job Seniority Rate of Pay Labor Contracts Discrimination in Transfer Decisions Transfers as Retaliation Transfers as Remedy for Harassment Transfers for Safety Reasons Transfers as Accommodations Posting of Job Openings
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Hours of Work Policy

To comply with the Fair Labor Standards Act (FLSA) and address employee questions about what will be paid time, employers should develop and distribute a policy that explains these issues. This policy provides information that includes classifying an employee as exempt or nonexempt, the definition of working time, the new FLSA regulation definitions, overtime and mandatory overtime, comp time, workweek alternatives such as compressed workweeks and telecommuting, deductions from exempt employee pay, time clocks, and rounding practices and much more.
HR Policies: Fair Labor Standards Act Length of Workweek Alternative Approaches to Traditional Schedules Classification of Employees as Exempt or Nonexempt Overtime Wages, Authorization, and Alternatives FLSA Investigations Reporting and On-Call Pay Make-Up Time Time Records Lunch or Meal Breaks Paid Time-Off Exempt Records Compensatory Time-Off for Exempt Employees Regulation of Hours of Work Workweek Meal Periods Rest Breaks Overtime Pay What Constitutes Hours Worked Lectures, Meetings, and Training Programs Reporting Pay and On-Call Pay Recordkeeping Requirements Accounting for Work Time Executive Employees Administrative Employees Professional Employees
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Outside Sales Employees Computer-Related Employees Highly Compensated Employees Primary Duty Payment on a Fee Basis Payment on a Salary Basis Safe Harbor for Improper Deductions Basic Definition Hours of Work Employees Suffered or Permitted to Work Waiting Time Rest Periods Meal Periods Sleeping Time and Certain Other Activities Preparatory and Concluding Activities Lectures, Meetings, and Training Programs Travel Time Adjusting Grievances, Medical Attention, Civic and Charitable Work, and Suggestion Systems Recording Working Time
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Outside Employment Policy

The issue of outside employment presents a challenge for many organizations. On one side, employers are concerned that moonlighting will lead to divided allegiance, conflicts of interest, and poor job performance. However, they also recognize that they cannot, and do not want to, control their employees off-duty activities. In addition, both employers and employees are embracing new relationships that include the use of part-time and temporary workers and flexible scheduling such as job sharing and telecommuting. As a result, multiple jobholders are a growing segment of the workforce and attitudes toward outside employment and strict loyalty to one employer are changing.
HR Policies are: Competition with Employer Full-Time vs. Part-Time Status Prior Approval Officers, Managers, and Technical Staff Responsibility to the Primary Employer Disciplinary Action Based on Outside Employment Centralized Review Factors Considered in Evaluating Requests Corporate Image Paid Absences Controlling Outside Employment and Privacy Rights Outside Employment During FMLA Leave
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Employee Classifications
Employee classifications are important since they dictate which employees are eligible for benefits, such as health insurance and paid time off, and for overtime based on the number of hours worked and the type of job duties performed. This policy discusses the classification of employees as full-time, part-time, or temporary and as exempt or nonexempt for the purposes of compensation administration.
HR Policies are: Employee Classifications Initial Assignment and Review of Classifications Employee versus Contractor Status Full-Time Employees Part-Time Employees Temporary Employees Nonexempt Employees Exempt Employees Flexible Staffing Volunteers Maintaining Flexibility Planning for Staffing Needs Hiring Procedures Certificate of Age Student Trainees Eligibility for Benefits Change or Status to Full-Time Protections for Temporary and Part-Time Employees Joint Employment Verification of Age Outside Hires at Below Minimum Wage Misclassification of Workers and Benefits Mandatory Benefits Pension and Welfare Benefits Plans
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Layoff and Recall Policy

Policies on layoff and recall traditionally have been associated with cyclical industries, union settings, and blue-collar employees. In recent years, however, factors such as deregulation, new technologies, the emergence of a global economy, and the use of outsourcing and employee contracting have dramatically changed the structure and composition of the workplace. As a result, layoff and recall policies are needed that include employees at all levels and in industries where layoffs formerly have been rare. This policy provides information regarding selection for layoff, mass layoff and the WARN Act, and recall requirements.
HR Policies are: Need for a Layoff and Recall Policy Alternatives to Layoffs Documenting Layoff Decisions Pre-Layoff Communications Employment-At-Will and Layoffs Temporary and Part-Time Employees Selection Criteria for Layoffs RIF Committees Time on Recall List Communications During Layoffs Return to Work Vacation Other Benefits Legal Liability and Layoffs Pretext Layoffs and Employees on Leave Evaluating Employees for Layoff Notification of Mass Layoff and Plant Closing Recalls ERISA and Vacation Pay Continuation of Benefits Under COBRA
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Termination Policy
Employers should have termination policies to ensure consistent treatment among employees whose working relationship with the organization is ending, for whatever reason. Voluntary terminations provide the employer with an opportunity to review its management practices, while involuntary terminations present a challenge to limit the employers liability for claims of wrongful discharge and discrimination.
This policy discusses the various avenues of termination, i.e. resignation, discharge and retirement, how to calculate turnover costs, paying vacation at termination, general releases (waivers), exit interviews, return of employer property, post employment references, and COBRA.
HR Policies: Employer Rights and Termination Considerations Involuntary Terminations Written Notice Accrued Vacation Pay Employee Absence Without Notice Independent Review Notice of Involuntary Terminations Advance Notification by Employer General Releases Exit Interview Response to Resignation Bonuses, Incentive Pay, and Commissions Return of Employer Property Retirees and Former Employees Post-Employment References Liability for Employment Termination Termination of Public Employees Retaliatory Discharge Constructive Discharge Release Agreements Separated Employee Notice and Reporting Wages Due at Termination
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The Levant Sweater Ltd. Deductions from Final Pay COBRA Continuation Coverage Termination Procedures Employees Returning from Military Leave Basic Definitions Qualifying Events What is Not a Qualifying Event Family and Medical Leave Act and COBRA Notice Requirements Duration of COBRA Coverage Type of Coverage Conversion Option Electing COBRA Coverage Coverage and Payment During the Election Period Termination of COBRA Coverage Paying for Coverage COBRA in Mergers and Acquisitions Sanctions for Noncompliance
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Retirement Policy
As a general rule, employers cannot mandate that employees retire at a certain age. The Age Discrimination in Employment Act (ADEA) and most states specifically prohibit employers from requiring employees to retire based solely on age. This policy discusses retirement considerations, mandatory retirement, early retirement, and age waivers.
HR Policies are: Retirement Considerations Job Performance Early Retirement Asking Employees About Retirement Selection and Training of Replacement Mandatory Retirement Employer Right to Amend or Terminate Benefits Preretirement Counseling Retirement Gifts and Ceremony Reemployment of Retired Workers Retired Employees Privileges Retirement Age Election of Early Retirement Limited Executive Exemption Bona Fide Occupational Qualification Exemption Pension Benefits Health Insurance Severance Pay Termination of Retiree Health Benefits Rehiring Retired Workers
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Personnel (Employee) Records Policy

Though employers are not legally required to maintain personnel records per se, they must keep certain types of information about their employees in order to comply with federal and state employment laws. In addition, documentation about an employees job performance can help support personnel decisions, such as promotion, transfer, discipline, or discharge. Therefore, every employer should establish a formal system for gathering and maintaining required information on applicants, employees, and former employees. This policy provides information regarding retention of records and includes the retention information for federal regulations including personnel files, payroll records, FMLA, etc. as well as providing information regarding personnel file access by current and ex-employees, publishing employee addresses, service letter requirements, and providing references.
HR Policies are: Personnel Recordkeeping Systems Employee Privacy Business-Related Information Oversight by Human Resources Department Supervisors Records Updating Personal Information Publishing Employee Addresses Employee Inspections of Personnel Records Disclosure of Personnel Records Federal Privacy Protection Retention of Records Record Retention Violations Completion of Form W-4 Selected State Personnel File Access Laws Right to Protest Job References
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Participation in Community Affairs

Many organizations encourage their employees to participate in civic activities. This participation meets the employers concern for corporate social responsibility and good citizenship. The employers narrower business interests also are served through increased community recognition and goodwill. In addition, employer participation in community affairs may improve employee morale and recruiting results since employees generally are proud to work for an organization that is actively involved in the community. This policy discusses employer encouragement of participation in civic activities and the regulations surrounding off-duty conduct.
HR Policies are: Encouraging Participation Designated Activities Control of External Communications Company Political Activities Employee Political Activities Restrictions On Outside Activities Religious Protection by Federal Law Hours Worked Corporate Contributions Political Fund Required Participation in Political Activity Regulation of Off-Duty Conduct
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Employee Suggestion Program

A suggestion program, carefully considered and implemented, is an easy and inexpensive way to enhance employee productivity and morale. Worker participation draws on the employees firsthand familiarity with the job and allows the employee to become involved in, or buy into, the work process. This policy discusses the implementation of a suggestion program, employee participation, and concerns about employees participating in employer/employee committees.
HR Policies are: Employee Suggestions Employee Eligibility Eligible Suggestions Suggestion Committee Forms Promoting Suggestions Acknowledgment of Suggestions Evaluation Process Rejection of Suggestions Publicizing Awards Awards Ownership of Suggestions Joint Employer-Employee Activities Tax Implications of Awards Hours Worked Potential Contract Implications
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Dispute Resolution Procedure

Formal dispute resolution procedures provide a structured system for employees to solve workrelated problems and complaints. A formal dispute resolution process also helps ensure that employees disputes receive similar treatment and consideration by management. Many employers feel that providing a dispute resolution process improves morale, facilitates communication between employees and managers, and demonstrates the employers commitment to resolving workplace disagreements. In addition, a dispute resolution process provides employees with an alternative to court or agency proceedings. HR Policies are: Encouraging Participation Designated Activities Control of External Communications Company Political Activities Employee Political Activities Restrictions On Outside Activities Religious Protection by Federal Law Hours Worked Corporate Contributions Political Fund Required Participation in Political Activity Regulation of Off-Duty Conduct
Salary Administration Policy

A salary administration policy typically sets out the organizations goals regarding compensation decisions. Most organizations affirm their commitment to paying compensation that is nondiscriminatory. This goal typically is contingent on the organizations overall financial condition. Other employers also include in their policies their intent to reward performance and to be fair in their compensation decisions.
This policy discusses compensation, salary surveys, compensation reviews, bonuses and incentives.
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The Levant Sweater Ltd. HR Policies are: Compensation Payment of Competitive Compensation Central Review Salary Surveys Starting Pay Scheduling Reviews Factors That Determine Compensation Incentive Compensation Noncash Compensation Equal Pay Considerations Bonuses and Incentives
Performance Appraisals Policy

A formal system for evaluating employee performance can help the employer identify and correct performance problems, plan employee career development, assess readiness for transfer or promotion, determine compensation, and improve productivity by communicating goals and expectations to employees. However, some experts argue that poorly conducted evaluations can do more damage than good. This policy discusses the importance of a well-done performance evaluation, frequency, factors to be appraised, the FMLA and appraisals. HR Policies are: Performance Appraisal Frequency of Appraisals Informal Discussion Significant Events Supervisor Training Factors to be Appraised Supervisors Recommendation and Documentation Action Plan Performance Goals Review by Department Head
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Severance Pay Policy

Severance pay is extra compensation paid to employees as a result of their involuntary termination. It is paid in addition to any wages owed to employees for work performed and generally is not required by federal or state law. (However, a few states, such as Maine, require the payment of severance in the case of plant relocations or shutdowns. Employers should check applicable state law.)
HR Policies are: Why Employers Pay Severance Management Discretion Eligibility Refusal to Transfer Short-Term Layoffs Mergers and Acquisitions Use of a General Release Amount of Severance Pay Lump Sum vs. Periodic Payments Legal Requirement to Pay Severance Severance Pay Plans Entitlement to Severance Pay Under Contract Law Denial of Severance Pay as Age Discrimination Complete or Partial Sale of the Employer Requirement of a Release Severance Pay and Unemployment Compensation.
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Job Evaluation policy

Job evaluation is the process of creating a hierarchy that establishes the worth of each job to the organization and typically is based on the job's content (such as the skills needed, job duties, and working conditions) or its external market value and not on the abilities of the individual performing the job. Thus, a job evaluation is not the same as setting pay rates or measuring an employee's performance. HR Policies are: Purpose of Job Evaluations The Process Role of Human Resources Department Job Descriptions Labor Grades or Classifications Rates of Pay Periodic Review Job Descriptions and the ADA and the FMLA Equal Pay Job Evaluations and Reinstatement
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Pay Procedures Policy

Employers should familiarize themselves with both state and federal laws relating to pay practices. This pay procedures policy provides information regarding pay practices, including timing of wage payments, deductions from pay, direct deposit, overpayments, and independent contractors and much more,
HR Policies are: Regulation of Pay Practices Timing of Wage Payments Deductions Pay Check Mistakes, Losses, or Theft Pay Advances and Loans Premium Pay and Shift Differentials Employee Versus Contractor Status Form of Payment Minimum Wage Payday Requirements Federal Withholding for Fringe Benefits Restrictions on Deductions Underpayments and Overpayments Below Market Loans Overtime Compensation Prohibiting Employee Discussions of Compensation
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Employee Supervision policy

Supervisors are involved in day-to-day operations and, therefore, act as the bridge between management and employees. Their ability to lead, motivate, and implement the organizations policies effectively and fairly is critical to the success of their department or division. Since they may be the only representatives of management with whom employees have regular contact, they can influence how their employees feel about the organization as a whole. Thus, supervisors should be able to interact well with people in addition to having solid technical skills. Many of the interpersonal skills required for a supervisory job are listed in this Model Policy. HR Policies are: The Supervisors Role Reporting to One Supervisor Link Between Management and Employees Listing Supervisor Expectations Protecting Against Personal Liability Claims Recording Reasons for Employment Actions Consistent and Fair Supervision Personal Liability for Supervisors and HR Professionals
Human Resources Manager

The current business and legal climate have changed both the function and the status of the human resources manager in many organizations. Employers worry about frequent or expensive legal claims by employees, particularly in relation to discrimination and downsizing. At the same time, hiring, training, and keeping skilled employees has become a priority for businesses concerned about their competitiveness. As a result, the professional expertise required for the human resources function has increased. HR Policies are: Titles and Function Human Resources Manager as Supervisor Personal Liability for HR Decisions
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Code of Employer-Employee Relations Policy

Many employers introduce their personnel policy manuals or employee handbooks with statements expressing managements intention to create a pleasant and productive work environment. Instead of using a code of employer-employee relations, some organizations prefer to introduce their handbooks and manuals with a mission statement that emphasizes their commitment to providing quality products and customer service. Usually, the mission statement includes a reference to the employers intention to reward employees for their contributions to the organization. HR Policies: Codes of Relations vs. Mission Statements Addressing Union Intervention Clarifying Goals Statements Expected Employee Behavior Business Ethics Management Rights Protection for Concerted Activities Employment-At-Will
Employment-At-Will Policy
This policy explains that employees who do not have an individualized written employment contract or a collective bargaining agreement are employed at the will of the Company and are subject to termination at any time, for any reason, with or without cause or notice. These employees may terminate their employment at any time and for any reason. HR Policies are: Overview of the At-Will Concept Statements by Supervisors and Managers For Cause Policies as Contracts Signed Acknowledgments of At-Will Status Preventing Wrongful Discharge Claims The At-Will Concept Contract, Public Policy, Whistleblower, and Tort Claims Notice of Termination Contract Disclaimers
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Travel Policy - Business Travel Policy

An employer may have many reasons to require its employees to travel on business. For example, organizations often require executives, sales personnel, and technical support staff to travel extensively to service customers, cultivate new business, or meet with suppliers. Many employers also encourage employees to attend professional and technical conferences to learn about new developments and exchange ideas with their peers. Some organizations allow travel to conferences to boost morale since travel breaks routine and often provides a chance to visit popular cities and resorts. In addition, multinational employers sometimes offer subsidized travel to employees as an inducement to transfer to foreign offices. This travel policy provides information regarding travel as a condition of employment, travel expenses, travel advances, substantiation of expenses, and per diems. HR Policies are: Employee Travel Travel as Condition of Employment Prior Approval of Travel Travel Awards Travel Arrangements and Cost Controls Key Employee Safety Travel Itinerary Documenting Expenses Expenses Typically Paid or Reimbursed Special Travel Expense Requests Expenses of Spouse Cash Advances and Credit Cards Employee Conduct While Traveling Employer Liability for Employee Safety Employers Tax Deductions for Lodging, Meals, and Incidentals Tax Implications for Employees Substantiation of Travel Expenses Reimbursement of Spouses Expenses
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Company vehicle usage policy

Motor vehicle accidents represent one of the largest groups of occupational fatalities. According to the 2002 Bureau of Labor Statistics Census of Fatal Occupational Injuries, highway traffic accidents accounted for 25% of all occupational fatalities. This policy provides information regarding the use of company and personal vehicles for company business including mileage reimbursement, cell phone use, and insurance coverage. HR Policy: Transportation and Vehicle Policy Screening and Prior Approval of Drivers Requiring Drivers Licenses Insurance Coverage Driving as a Condition of Employment Assignment of Vehicles Use of Personal Automobiles Safety Training for Drivers Cellular Phone Use and Other Driving Distractions Employee Responsibility Nonbusiness Use Mileage Allowance Accident Reports and Statements Vehicle Breakdowns and Maintenance Problems Driving Record Check The ADA and Essential Job Functions Employer Liability for Drivers Deductibility of Fines Medical Inquiries and the ADA Personal Use of Company Vehicles Deductibility of Transportation Expenses Tax Aspects of Employer-Supplied Cellular Phones Amount of Mileage Allowance Travel Time as Hours Worked
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Business Entertaining Policy

Many organizations use the entertainment of business associates as a means for generating business and promoting corporate goodwill. Most employers, however, also closely scrutinize their entertainment expenses. Restructuring, employee cutbacks, and leaner budgets have led some employers to reduce the frequency and costs of customer business lunches and other forms of business entertaining. Organizations that encourage business entertaining therefore should establish guidelines to limit exposure to legal liability, handle the authorization process, and control the amount of expenditures and their deductibility under the Internal Revenue Code. This policy discusses business entertaining on behalf of the employer, consumption of alcohol and employer liability, business substantiation, and employer-sponsored events. HR Policies are:
Need for Business Entertainment Policy Authority to Conduct Entertainment Special Entertainment Needs Receipts Required Consumption of Alcoholic Beverages Business Associates Entertainment Expenses Approval by Supervisor Substantiation Amount Requiring Receipt Alcohol and Employer Liability Employer-Sponsored Events and Harassment Claims
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Meal Reimbursement Policy

This policy focuses on the provision or payment of non-travel related meals to employees. Some employers arrange for employee meals to minimize work disruptions and boost employee energy and performance. Employers that occasionally supply meals to workers most often do so for exempt employees who must work through lunch or after normal business hours. However, some organizations also provide or pay for meals for nonexempt employees who are required to work unscheduled overtime. Other employers have more general policies that give supervisors greater flexibility by letting them authorize meal reimbursements at their discretion.
This meal reimbursement policy provides information regarding an employer providing, paying or reimbursing an employee for business-related meals allowed by the IRS.
HR Policies are: Practical Considerations Overtime Meal Reimbursement On-Site Food Service Meal Break Requirements Amount of Reimbursement Taxation of On-Site Meals and Supper Money Expenses Must Be Reasonable
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Membership in Clubs and Civic Organizations Policy:

Employers often encourage employee memberships in clubs and civic organizations to enhance their corporate images, give needed assistance to charitable groups, and provide opportunities for employees to develop leadership and organizational skills. This policy discusses the employers role in allowing employees to participate in clubs and civic organizations on behalf of the employer.
HR Policies are: Employee Memberships Factors in Choosing Organizations for Memberships Sponsoring Employee Memberships Fees Payable by Employees Receipt of Refunds Nonexempt Employees and Hours Worked Business Entertaining Membership Dues
Participation in Trade and Professional Associations policy

This policy discusses the employers role in allowing employees to participate in professional and trade associations, discusses working hours and membership dues. HR Policies are: Encouraging Participation Authority to Make Representation Decisions Factors for Selecting Associations and Representatives Employees Not Sponsored for Membership Serving As Association Officer Approval of External Communications Hours Worked Membership Dues and Employee Expenses
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Employee Safety Policy

This policy provides information to help employers comply with federal, state and local health and safety regulations including information on disaster preparedness and OSHA recordkeeping and reporting requirements.
HR Policies are: Employee Safety Safety Officer Enforcing Safety Rules and Regulations Written Safety Programs Safety Training Smoking Policy Disaster Preparedness Evaluating the Safety Program Supervisors Training and Responsibilities Accident Reports Employee Involvement General Requirements Safety and Health Standards Ergonomics Written Safety Programs and Plans Hazard Communication OSHA Investigations Training Illness and Injury Recordkeeping Requirements Retention and Availability of Records Posting of Notices Safety Committees Tax Implications of Safety Awards Safety Clothing and Equipment Discrimination Prohibited Employers Duty to Warn Access to Exposure and Medical Records
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Maintenance of Work Areas

This policy discusses the importance of maintaining a clean and orderly work area. Specific topics include: HR Policies are: Employee Responsibility for Work Areas Coats and Other Articles of Clothing Aisles, Floors, and Walls Personal Decorations Workplace Recycling Indoor Air Quality Maintenance of Work Areas Noise Exposure
Personal Property Policy

This policy provides information that helps employers limit the amount of personal property in the workplace and informs employers regarding their right to have a policy that allows for personal property searches and how to limit invasion of privacy claims. HR Policies are: Personal Property in the Workplace Personal Items and Other Valuables Responsibility for Personal Belongings Storing and Securing Personal Property Employers Right to Inspect Property Lost-and-Found Searches and Employee Privacy
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Solicitation Policy
Solicitation usually is defined as oral persuasion to join in some endeavor or buy some product or service. Distribution refers to the dissemination of written information. Many employers limit these activities to minimize operational disruptions and provide security for their employees and property. HR Policies are: Controlling Solicitation and Distribution Administration and Enforcement Solicitation and Distribution by Nonemployees Charities and Employee Gifts Employee Solicitation and Distribution Control of Bulletin Boards and Other Communications Systems Union Solicitation and Distribution Nonemployee Union Organizers Charitable and Gift Solicitations Waiver Working Time Work Areas Off-Duty Employees Rights of Access Access to Communications Systems
Parking Policy
Depending on the workplace location, availability of parking and parking lot conditions can be a concern for both employers and employees. A parking policy can address these concerns and establish the limits of the employers liability for employee use of the parking facilities. This policy discusses parking considerations, including parking and mass transit fringe benefit allowance and the number of handicap parking spaces required by an employer. Employers should consider the following legal and practical factors when designing a parking policy.
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The Levant Sweater Ltd. HR Policies are: Parking Policy Considerations Ridesharing Programs Parking Permits Parking Rules Employers Premises Parking and Mass Transit Fringe Benefit Taxation Parking Facilities and the ADA Clean Air Act Vehicle Searches Safety and Security
Security Policy
Workplace security policies generally address the employers procedures for safeguarding its employees and property against harm such as theft, sabotage, vandalism, and workplace violence. To implement an effective security plan, employers should begin by evaluating their security needs. This policy discusses the differences between a safety policy and a security policy, preventing workplace violence, investigations, lie detector tests, and property searches. HR Policies are: Security Policy Security Officer Preventing Workplace Violence Security of Information Investigative Techniques Communicating Security Procedures Identification Badges or Cards Visitor Identification Banning Weapons Removal of Employer Property from the Premises Employee Searches Background Investigations Fingerprinting
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Smoking Policy
This policy discusses the compliance with federal, state, and local regulations regarding smoking, the ability to have a non-smoking facility, smoke breaks, and hiring smokers.
HR Policies are:
Smoking in the Workplace Smokeless Tobacco Products Assessing Need for Restrictions Approaches to Smoking Restrictions Policy Implementation Courtesy, Complaint Resolution, and Disciplinary Action Enforcing Break Rules Hiring Preferences for Nonsmoking Information on Smoking and Smoking Cessation Programs Statutory Restrictions on Smoking Employer Liability for Smoking in the Workplace The Americans with Disabilities Act and Related Laws
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Human Resource Management Terminology:
Human Resource Management (HRM)

Activities an organization conducts to use its human resource effectively. Human Resource Management ensures effective use of human resources in order to enhance organizational performance. Its major responsibility is ensuring that the rightly trained person is actively operating at the right time in the right place/position. It describes the functions within a company that relate to people in any way. It may also include Computer systems to support this function include Payroll, Personnel and Skills Database.
Organizational Hierarchy
Organizational hierarchy is the structural arrangement or interrelationship of position within an organization that defines who is accountable to whom and who works under supervision of whom. It determines the line of authority in an organization.
Organogram
It is the visual representation of organizational hierarchy.
Responsibility
Responsibility is the obligation, places on employees through delegation, to perform assigned tasks satisfactorily and be held accountable for the proper execution of work
Accountability
It is the principle that employees who accept an assignment and the authority to carry it out are answerable to a superior for the outcome.
Organizational Layers
These are the levels of management in an organization.
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Line Structure
Line structure is the simplest organizational structure in which direct lines of authority extend from the top manager to the lowest level of the organization.
Line and Staff Structure

It refers to a structure having a traditional line relationship between superiors and subordinates and also specialized managers or called staff managers who are available to assist line managers.
Job Analysis
It is the determination, through observation and study, of pertinent information about a job including specific tasks and necessary abilities, knowledge, and skills.
Job Description
It is a formal, written explanation of a specific job, including job title, tasks, relationship with other jobs, physical and mental skills required, duties, responsibilities, and working conditions.
Job Specification
It is a description of the qualifications necessary for a specific job, in terms of education, experience and personal and physical characteristics.
Recruitment
Recruiting is forming a pool of qualified applicants from which management can select employees.
Selection
It is the process of collecting information about applicants and using that information to make hiring decisions
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Orientation
Familiarizing newly hired employees with fellow workers, company procedures, and the physical properties of the workplace.
Training
Training means teaching employees to do specific job tasks through either classroom development or on-the-job experience
Development
Development is the training that augments the skills and knowledge of managers and professionals.
Promotion
Promotion is the advancement to a higher-level job with increased authority, responsibility, and pay.
Transfer
This process refers to a move of an employee to another job within the company at essentially the same level and wage/salary.
Separation
It is the process through which employment changes involving resignation, retirement, termination or layoff
Compensation
Compensation refers to various kinds of financial reinforcement or benefits offered to employees by a company as a reward of performance, loyalty and sincerity.
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Salary
Salary is a financial reward (feedback) calculated on weekly, monthly, or annual basis.
Bonus
Bonus refers to monetary rewards offered by the company for exceptional performance or prior to festivals as an incentive to further increase in productivity.
Profit Sharing
It is a form of compensation whereby a percentage of company profits is distributed to the employees (in most cases top level employees) whose work helped to generate such profit.
Overtime
Overtime refers financial reinforcement to motivate employees extra time beyond their normal working hours.
Benefits
Benefits are non-financial forms of compensation provided to employees, such as pension plans, provident fund scheme, paid vacations and holidays, etc.
Executive Perquisites
This refers to extraordinary benefits that top managers receive from an organization at the companys expense. Such as chauffeured vehicles with fuel expense, company apartments, etc. These helps to provide extra motivation to such employees so that they continue improve their performance and contribution to the company.
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Flextime
It is a program that allows employees to choose their starting and ending times, provided that they are at work during a specified core period or whenever their contribution or service is required.
Job Code
Job code identifies each unique job in a systematic manner for HRM purposes. In Levants job codes will take a form of XXX-Y-Z-NNNN First, Where XXX will be replaced by the department code that will identify which department is being served by the job Second, Y will take values as L, S, C where L refers to Line employee, S refers to Staff positions, and C refers to contractual jobs. Third, Z will be either T or P, where T stands for Temporary and P stands for Permanent Jobs. Here, temporary does not refer to Provisionary period of a job. Rather, it means that such jobs will be required on temporary basis for short time or part time. Finally NNNN will be replaced by a series of 4 digit number, which may be identical across different department to identify similar level of management but will be unique within each department.
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Organizational Structure:
Basic Structure:
This basic organizational structure demonstrates the top management relationships up till departmental heads. Later on, the departmental structures will be exhibited elaborately under individual description of each department. Since the firm will initiate its operations for the very first time, its basic organizational structure will significantly differs from many existing giant organizations in the industry.
Top Level Management
Mid-Level Management
Worker Level Management
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Top Management:
Top Managements are the main people who actually run the organization. They are the stakeholders and they are the people who take the major decisions. In this level they are all same but for company purpose they make one chairman and other managers. This is for making the decision making process more softy and more quickly. In this level there are Chiarman, Managing Director, Director (Production & Admin), Director (Marketing), Director (Operation & HRM) are being seated. They supply all the decisions to the lower level from them and thus the whole decision plan is working.
Top Level
Chiarman Managing Directors Directros (production and Admin) Director (Marketing) Director (Operations and HRM)
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Mid-Level Management:
Mid Level management is who are applying all the decisions to the workers. Mid-level managers got orders from Top Level and according to that directions and orders mid-level managers do the work. Mid level managers are basically instructing the workers about how to work and what to work. They are responsible to the top level management for any mistakes or any occurrence. So, it is an important level. All the things are actually passing by and coming by this level.
Mid-Level General Manager (Production) Commercial Manager Merchandiser Manager Accounts Manager Production Manager Quality Audit Manager Designer (01 Pos) Asstt. Production Manager (02 Pos) Sr. Merchandiser (01 Pos.) Merchadiser (03 Pos.) Yarn Controller (01 Pos.) Asstt. Yarn Controller (01 Pos.) Commercial Executives (02 Pos.) Accounts Officer (02 Pos.) Compliance Officer (01 Pos.) Work Study Officer (01 Pos.) Quality Audit Officer (04 Pos.) Store Keeper (01 Pos.) Store Officer (01 Pos.)
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Worker Level:
Worker levels are those who implement the works. Whatever command or decision they got from Top Level Management they implement it. They do the main tasks. They are the ones who work in the factory and maintain all the routine tasks in order to complete the finished products. This level is responsible to mid level. Mid level actually maintains them and sends the update to the top level.
Work Level Wind. Incharge (01 Pos. Knitt. Incharge (02 Pos.) Link. Incharge (01 Pos.) Wash. Incharge (01 Pos.) Knitt. Inspec. (05 Pos.) Link. Inspec. (06 Pos.) Trimm. Inspec. (01 Pos.) Mend. Inspec. (02 Pos.) Iron Inspec. (06 Pos.) P. Q. C. Inspec. (04 Pos.) Pack. Inspec. (03 Pos.) Wind. Super. (01 Pos.) Knitt. Super. (06 Pos.) Link. Super. (02 Pos.) Trimm. Super. (01 Pos.) Mend. Super. (01 Pos.) Wash. Super. (01 Pos.) Iron Super. (01 Pos.) Sewing Super. (01 Pos.) P. Q. C. Super. (01 Pos.) Pack. Super. (01 Pos.) Wind. Trainer (01 Pos.) Knitt. Trainer (02 Pos.) Link. Trainer (01 Pos.) Trimm. Trainer (01 Pos.) Mend. Trainer (01 Pos.) Iron Trainer (01 Pos.) P. Q. C. Trainer (02 Pos.) Wind. Operator (32 Pos.) Packing Operator (26 Pos.) Total Helper In All Section (15 Pos.)
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Realistic Job Preview:
Top Management:
JOB DESCRIPTION
Job Code: Job Title: Reports to:
TOP-L-P-1001 Chairman Board of Directors Board of Directors
Accountable to:
Relationship:
Managing Directors, Directros (production and Admin), Director (Marketing), Director (Operations and HRM)
Job Summary:
To provide strategic leadership to the company by working with the Board of Directors, to actively participate in policy making, to maintain liaison with government officials, to involve in strategic decision making along with the management team to establish long-range goals, strategies, plans and policies. To steward the design and implementation of organizational processes and practices that promote the Levants direction and strategy.
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Job Requirements and Job Specification:

Minimum an MBA in Marketing, or Human Resource Management, or Business Policy and Strategy. Doctorate degree in any of the above ground is highly appreciable. Extensive experience, preferably a minimum of ten years, providing leadership and management direction related to strategic planning, operations improvement, marketing management, organizational dynamics, and marketing communication development and management. A broad understanding of market forces and implementation strategies used to enhance the organizations competitive position. Experience of developing and effectively communicating and translating a strategic vision into actionable and deliverable strategies to enhance organizational success. Demonstrated success with building and guiding a senior executive team to develop and monitor organizational goals and objectives.
Major Responsibilities:
In collaboration with the Board and other management, the President is responsible for developing and articulating the vision for the organization as well as engaging leadership in refining that vision and its contribution to the organizations mission. Consult with the HR manager regarding firms Human Resource needs. Guide the formation and ongoing development of a quality service and continuous improvement of organizational culture and ensure that all leadership actions and internal management practices are facilitative to its development. Serve as principal leader of all system initiated change processes by developing broad sponsorship of such change efforts among leaders and managers of the firm. Serve as member of the Board and present and assist in proposing strategies, initiatives and policies for Board review/approval. Ensure that all strategic decisions made by the Organization leadership are aligned with customer/stakeholder needs and provides value to them. Build and maintain active interaction and dialogue with key customers, stakeholders and other System leaders to assess and discuss strategic business issues, implications of such issues, potential solutions and strive to understand their service needs. Stay current with market (internal and external) challenges, opportunities and trends that may affect the System and ensure that appropriate strategies are implemented.
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Ensure that all Board decisions and actions are properly interpreted and administered by System leadership and management. Analyze operating performance and results of the Organizations and initiates corrective actions as necessary. Ensure the soundness of the Organizations financial structure and plans and reviews capital requirement projections and working capital needs. Establish and promote an effective communication process between the System and all stakeholders. Advocate and ensure participation in integration activities across departments and units, focused on the long-term System goals and objectives. Compliance with all budgetary and fiscal goals. Recommending a sufficient number of qualified and competent persons to provide care/service. Continuous assessment and improvement of the quality of customer orientation and services provided.
Compensation Package:
Initial Base Salary (per month) Housing Allowance Medical Allowance Contribution to Provident Fund Monthly Withdrawal Total Bonus Annual Total
Tk.120,000 Tk.24,000 Tk.8,000 (Tk.18,000) Tk.134,000 Tk.240,000 Tk.1,848,000
with 5% annual increment 20% of basic salary Grade A 15% of basic salary
100% of basic salary, twice a year (Basic + Allowances) * 12 + total Bonus
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JOB DESCRIPTION
TOP-L-P-1002 Managing Directors
Chairman President, Board of Directors
Accountable to:
Relationship:
Job Summary:
To provide strategic leadership to the company by working with the Chiarman, the Board of Directors; to actively participate in policy making; to convert visions, mission and strategies into long term goals working along with Departmental Vice Presidents; to promote the design and implementation of organizational processes and practices that fosters the direction and strategies of the organization.

Minimum an MBA in Marketing, or Human Resource Management, or Business Policy and Strategy, or Service Management. Doctorate degree in any of the above grounds is highly appreciable. Extensive experience, preferably eight to ten years, providing leadership and management direction related to strategic planning, operations improvement, marketing management, organizational dynamics, and marketing communication development and management of advertising agency or in services relevant to marketing communication. A broad understanding of market forces and implementation strategies used to enhance the organizations competitive position.
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In collaboration with the Board and other management, the President is responsible for developing and articulating the vision for the organization as well as engaging leadership in refining that vision and its contribution to the organizations mission. Consult with the HR manager regarding firms Human Resource needs. Guide the formation and ongoing development of a quality service and continuous improvement of organizational culture and ensure that all leadership actions and internal management practices are facilitative to its development. Serve as principal leader of all system initiated change processes by developing broad sponsorship of such change efforts among leaders and managers of the firm. Serve as member of the Board and present and assist in proposing strategies, initiatives and policies for Board review/approval. Ensure that all strategic decisions made by the Organization leadership are aligned with customer/stakeholder needs and provides value to them. Build and maintain active interaction and dialogue with key customers, stakeholders and other System leaders to assess and discuss strategic business issues, implications of such issues, potential solutions and strive to understand their service needs. Stay current with market (internal and external) challenges, opportunities and trends that may affect the System and ensure that appropriate strategies are implemented. Ensure that all Board decisions and actions are properly interpreted and administered by System leadership and management. Analyze operating performance and results of the Organizations and initiates corrective actions as necessary. Ensure the soundness of the Organizations financial structure and plans and reviews capital requirement projections and working capital needs. Establish and promote an effective communication process between the System and all stakeholders. Advocate and ensure participation in integration activities across divisions and departments, focused on the long-term System goals and objectives. Compliance with all budgetary and fiscal goals. Recommending a sufficient number of qualified and competent persons to provide care/service. Continuous assessment and improvement of the quality of customer orientation and services provided.
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Initial Base Salary (per month) Housing Allowance Medical Allowance Contribution to Provident Fund Monthly Withdrawal Total Bonus Annual Total Tk.100,000 Tk.20,000 Tk.8,000 (Tk.15,000) Tk.109,000 Tk.1,308,000 Tk.1,508,000 100% of basic salary, twice a year (Basic + Allowances) * 12 + total Bonus with 5% annual increment 20% of basic salary Grade A 15% of basic salary
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TOP-L-P-1003 Directors
Chairman President, Board of Directors
Accountable to:
Relationship:
Job Summary:
Direct and coordinate activities of a denominational group to meet religious needs of students. Plan, direct, or coordinate church school programs designed to promote religious education among church membership. May provide counseling and guidance relative to marital, health, financial, and religious problems.

Minimum an MBA in Marketing, or Human Resource Management, or Business Policy and Strategy, or Service Management. Doctorate degree in any of the above grounds is highly appreciable. Extensive experience, preferably eight to ten years, providing leadership and management direction related to strategic planning, operations improvement, marketing management, organizational dynamics, and marketing communication development and management of advertising agency or in services relevant to marketing communication. A broad understanding of market forces and implementation strategies used to enhance the organizations competitive position.
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Analyze member participation and changes in congregation emphasis to determine needs for religious education. Collaborate with other ministry members to establish goals and objectives for religious education programs, and to develop ways to encourage program participation. Confer with clergy members, congregation officials, and congregation organizations to encourage support of and participation in religious education activities. Develop and direct study courses and religious education programs within congregations. Identify and recruit potential volunteer workers. Implement program plans by ordering needed materials, scheduling speakers, reserving space, and handling other administrative details. Locate and distribute resources such as periodicals and curricula in order to enhance the effectiveness of educational programs. Publicize programs through sources such as newsletters, bulletins, and mailings. Schedule special events such as camps, conferences, meetings, seminars, and retreats. Select appropriate curricula and class structures for educational programs. Train and supervise religious education instructional staff. Analyze revenue and program cost data to determine budget priorities. Attend workshops, seminars, and conferences to obtain program ideas, information, and resources. Counsel individuals regarding interpersonal, health, financial, and religious problems. Interpret religious education activities to the public through speaking, leading discussions, and writing articles for local and national publications. Participate in denominational activities aimed at goals such as promoting interfaith understanding or providing aid to new or small congregations.
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Plan and conduct conferences dealing with the interpretation of religious ideas and convictions. Visit congregation members' homes, or arrange for pastoral visits, in order to provide information and resources regarding religious education programs.
Initial Base Salary (per month) Housing Allowance Medical Allowance Contribution to Provident Fund Monthly Withdrawal Total Bonus Annual Total
Tk.100,000 Tk.20,000 Tk.8,000 (Tk.15,000) Tk.109,000 Tk.1,308,000 Tk.1,508,000
with 5% annual increment 20% of basic salary Grade A 15% of basic salary
100% of basic salary, twice a year (Basic + Allowances) * 12 + total Bonus
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Job Code: Job Title:
CSD-L-P-2004 General Manager
Reports to: Accountable to: Relationship:
Chairman Chairman, Board of Directors.
Job Summary:
The Job of the Vice President of Client Service Department is to provide leadership in fulfilling client service requirements; to maintain contractual link between clients and other relevant departments of IMCL; to supervise the projects of client account managers; to ensure and facilitate smooth interaction between clients and departmental services; proof check marketing communication plans; to evaluate and measure quality, authenticity and effectiveness of departmental services creative activities of the department as per clients requirements; also to promote the design and implementation of organizational processes and practices that fosters the direction and strategies of the organization, working along with Vice Presidents as well as relevant employees of other departments

Minimum an MBA in Marketing with a focus in corporate customer relationship management. Portfolio of preferably eight to ten years work experience in B2B service delivery of. Experience in providing leadership and management direction related to designing and creative planning, operations improvement, marketing management, organizational dynamics, and marketing communication development and management of advertising agency Experience of developing and effectively communicating and translating visions and ideas into actionable and deliverable strategies to enhance organizational success. Demonstrated success in building and guiding a senior executive team to develop and monitor departmental goals and objectives.
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Supervising and authorizing work on clients projects. Working in direct collaboration with the employees of other supporting departments. Consult with the HR manager regarding departments Human Resource needs and any Human Resource outsourcing requirements. Evaluate and monitor performance of the departmental employees and provide feedback with the aid of HR department. Guide the formation and ongoing development of a quality service and continuous improvement of departmental assignments, culture and ensure that all actions and internal management practices are facilitative to its development. Serve as principal leader of the departmental system; Initiate change processes by developing broad sponsorship of such change efforts among managers, general employees and departmental staffs. Ensure that all creative ideas and activities made and conducted by the department are aligned with customer/stakeholder needs and provides value to them. Build and maintain active interaction and dialogue among key customers, stakeholders and other leaders and operators of relevant systems to assess and discuss business issues, implications of such issues, potential solutions and strive to understand their service needs. Stay current with market (internal and external) challenges, opportunities and trends that may affect the System of work of the department; ensure that appropriate strategies and tactics are implemented. Ensure that all Board decisions and actions regarding client service are properly interpreted and administered by departmental employees. Analyze operating performance and results of the Organizations and initiates corrective actions as necessary. Ensure the soundness of the departments operational financial structure; plan and review capital requirement projections and working capital needs. Establish and promote an effective communication process between employees within the department and all its stakeholders. Advocate and ensure participation in integration activities across and departments, focused on the long-term goals and short-term objectives. Compliance with all budgetary and fiscal and project based financial goals. Recommending a sufficient number of qualified and competent persons to provide creative services. Continuous assessment and improvement of the quality of customer orientation and services provided.
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Initial Base Salary (per month) Housing Allowance Medical Allowance Contribution to Provident Fund Monthly Withdrawal Total Bonus Annual Total Tk.80,000 Tk.16,000 Tk.8,000 (Tk.12,000) Tk.92,000 Tk.160,000 Tk.1,264,000 100% of basic salary, twice a year (Basic + Allowances) * 12 + total Bonus with 5% annual increment 25% of basic salary Grade A 15% of basic salary
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CSD-L-P-2004 Commercial Manager
Chairman Chairman, Board of Directors.
Job Summary:

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CSD-L-P-2004 Merchandiser
General Manager General Manager, Production Manager.
Managing Directors, Directros (production and Admin), Director (Marketing), Director (Operations and HRM), General Manager, Production Manager.
Job Summary:

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JOB DESCRIPTION
CSD-L-P-3002 Account Manager
Department: Reports to:
General Manager Group Accounts Manager
Accountable to:
Group Accounts Manager, Executive Vice President
Relationship:
Other Departmental Senior Managers, General Manager (Administration), Marketing Managers of Clientele, Departmental Line Managers.
Job Summary:
An accounts manager has ultimate responsibility for a number of accounts, overviews and supports the work of advertising account executives and is the key person in charge of budgets and administration Their role is to combine the attitudes and interests of consumers, clients and creative to help produce effective advertising. Acting as the voice of the consumer within an agency, planners use research data to identify ideal audiences and optimum methods of communication. They combine market data, qualitative research and product knowledge within a core proposition to enable the creative team to produce advertising ideas that resolve defined business problems. With increasing public awareness of marketing strategies, a key challenge is to develop innovative ways to reach consumers.
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Minimum an MBA in Marketing with a focus in corporate customer relationship management. Minimum Age 35 years. Portfolio of preferably Five to eight years work experience in B2B and B2C service delivery, majority of that time with a top advertising agency. The right candidate will be a great relationship builder, dynamic leader, strong communicator and an intelligent decision maker Experience in providing leadership and management direction related to designing and creative planning, operations improvement, marketing management, organizational dynamics, and marketing communication development and management of advertising agency The successful candidate will be strategic, detailed and possess strong analytical and business development skills. Demonstrated success in building and guiding an executive team to develop and monitor departmental goals and objectives.
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Managing a portfolio of accounts, usually the agency's largest accounts, for major highprofile clients and top business leaders Supervising and authorizing work on clients projects. Working in direct collaboration with the employees of other supporting departments. Liaising with clients to identify specific business problems and develop ideas; Communicating with colleagues within the agency, such as creative and account managers, in the process of developing a campaign; Dealing with all aspects of a campaign; Using an existing network of industry contacts to generate revenue; Leading and training other members of the account team; Managing the work of account executives; Leading project management activity; Ensuring necessary actions are undertaken by the account team; Building a territory; Achieving sales targets; Giving sales presentations to high level executives; Attending client meetings; Maintaining and expanding relationships with existing clients; Completing administrative work, as required.
Initial Base Salary (per month) Housing Allowance Medical Allowance Contribution to Provident Fund Monthly Withdrawal Total Bonus Annual Total Tk.45,000 Tk.9,000 Tk.4,000 (Tk.6,750) Tk.51,250 Tk.90,000 Tk.705,000 100% of basic salary, twice a year (Basic + Allowances) * 12 + total Bonus with 5% annual increment 20% of basic salary Grade B 15% of basic salary
93

JOB DESCRIPTION
CSD-L-P-3002 Production manager
Department: Reports to:
Client Service Department Group Accounts Manager
Accountable to:
Group Accounts Manager, Executive Vice President
Relationship:
Job Summary:
A Production manager has ultimate responsibility for a number of accounts, overviews and supports the work of advertising account executives and is the key person in charge of budgets and administration Their role is to combine the attitudes and interests of consumers, clients and creative to help produce effective advertising. Acting as the voice of the consumer within an agency, planners use research data to identify ideal audiences and optimum methods of communication. They combine market data, qualitative research and product knowledge within a core proposition to enable the creative team to produce advertising ideas that resolve defined business problems. With increasing public awareness of marketing strategies, a key challenge is to develop innovative ways to reach consumers.
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Initial Base Salary (per month) Housing Allowance Medical Allowance Contribution to Provident Fund Monthly Withdrawal Total Bonus Annual Total Tk.45,000 Tk.9,000 Tk.4,000 (Tk.6,750) Tk.51,250 Tk.90,000 Tk.705,000 100% of basic salary, twice a year (Basic + Allowances) * 12 + total Bonus with 5% annual increment 20% of basic salary Grade B 15% of basic salary
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JOB DESCRIPTION
CSD-L-P-3002 Quality Audit Manager
Reports to:
General Manager
Accountable to:
Group Accounts Manager, Merchandiser, Production Manager.
Relationship:
Job Summary:
A Quality Audit Manager has ultimate responsibility for a number of accounts, overviews and supports the work of advertising account executives and is the key person in charge of budgets and administration Their role is to combine the attitudes and interests of consumers, clients and creative to help produce effective advertising. Acting as the voice of the consumer within an agency, planners use research data to identify ideal audiences and optimum methods of communication. They combine market data, qualitative research and product knowledge within a core proposition to enable the creative team to produce advertising ideas that resolve defined business problems. With increasing public awareness of marketing strategies, a key challenge is to develop innovative ways to reach consumers.
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Initial Base Salary (per month) Housing Allowance Medical Allowance Contribution to Provident Fund Tk.20,000 Tk.4,000 Tk.1,000 (Tk.3,000) with 5% annual increment 20% of basic salary Grade B 15% of basic salary
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JOB DESCRIPTION
CSD-L-P-3002 Designer
Reports to:
General Manager
Accountable to:
Relationship:
Job Summary:
A Designer has ultimate responsibility for a number of accounts, overviews and supports the work of advertising account executives and is the key person in charge of budgets and administration Their role is to combine the attitudes and interests of consumers, clients and creative to help produce effective advertising. Acting as the voice of the consumer within an agency, planners use research data to identify ideal audiences and optimum methods of communication. They combine market data, qualitative research and product knowledge within a core proposition to enable the creative team to produce advertising ideas that resolve defined business problems. With increasing public awareness of marketing strategies, a key challenge is to develop innovative ways to reach consumers.
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Initial Base Salary (per month) Housing Allowance Medical Allowance Contribution to Provident Fund Tk.35,000 Tk.55500 Tk.2,500 (Tk.3,000) with 5% annual increment 20% of basic salary Grade B 15% of basic salary
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JOB DESCRIPTION
CSD-L-P-3002 Asst. Production Manager
Reports to:
General Manager
Accountable to:
Relationship:
Job Summary:
An Assistant production manager has ultimate responsibility for a number of accounts, overviews and supports the work of advertising account executives and is the key person in charge of budgets and administration Their role is to combine the attitudes and interests of consumers, clients and creative to help produce effective advertising. Acting as the voice of the consumer within an agency, planners use research data to identify ideal audiences and optimum methods of communication. They combine market data, qualitative research and product knowledge within a core proposition to enable the creative team to produce advertising ideas that resolve defined business problems. With increasing public awareness of marketing strategies, a key challenge is to develop innovative ways to reach consumers.
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Minimum an BBA in any major with a focus in corporate customer relationship management. Minimum Age 35 years. Portfolio of preferably Five to eight years work experience in B2B and B2C service delivery, majority of that time with a top advertising agency. The right candidate will be a great relationship builder, dynamic leader, strong communicator and an intelligent decision maker Experience in providing leadership and management direction related to designing and creative planning, operations improvement, marketing management, organizational dynamics, and marketing communication development and management of advertising agency The successful candidate will be strategic, detailed and possess strong analytical and business development skills. Demonstrated success in building and guiding an executive team to develop and monitor departmental goals and objectives.
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105

JOB DESCRIPTION
CSD-L-P-3002 Sr. Merchandiser
Reports to:
General Manager
Accountable to:
Relationship:
Job Summary:
A Senior Merchandiser has ultimate responsibility for a number of accounts, overviews and supports the work of advertising account executives and is the key person in charge of budgets and administration Their role is to combine the attitudes and interests of consumers, clients and creative to help produce effective advertising. Acting as the voice of the consumer within an agency, planners use research data to identify ideal audiences and optimum methods of communication. They combine market data, qualitative research and product knowledge within a core proposition to enable the creative team to produce advertising ideas that resolve defined business problems. With increasing public awareness of marketing strategies, a key challenge is to develop innovative ways to reach consumers.
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Minimum an BBA in Marketing with a focus in corporate customer relationship management. Minimum Age 35 years. Portfolio of preferably Five to eight years work experience in B2B and B2C service delivery, majority of that time with a top advertising agency. The right candidate will be a great relationship builder, dynamic leader, strong communicator and an intelligent decision maker Experience in providing leadership and management direction related to designing and creative planning, operations improvement, marketing management, organizational dynamics, and marketing communication development and management of advertising agency The successful candidate will be strategic, detailed and possess strong analytical and business development skills. Demonstrated success in building and guiding an executive team to develop and monitor departmental goals and objectives.
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108

JOB DESCRIPTION
CSD-L-P-3002 Merchandiser
Reports to:
General Manager
Accountable to:
Relationship:
Job Summary:
A Merchandiser has ultimate responsibility for a number of accounts, overviews and supports the work of advertising account executives and is the key person in charge of budgets and administration Their role is to combine the attitudes and interests of consumers, clients and creative to help produce effective advertising. Acting as the voice of the consumer within an agency, planners use research data to identify ideal audiences and optimum methods of communication. They combine market data, qualitative research and product knowledge within a core proposition to enable the creative team to produce advertising ideas that resolve defined business problems. With increasing public awareness of marketing strategies, a key challenge is to develop innovative ways to reach consumers.
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111

JOB DESCRIPTION
CSD-L-P-3002 Yarn Contorller
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
A Yarn Controller has ultimate responsibility for a number of accounts, overviews and supports the work of advertising account executives and is the key person in charge of budgets and administration Their role is to combine the attitudes and interests of consumers, clients and creative to help produce effective advertising. Acting as the voice of the consumer within an agency, planners use research data to identify ideal audiences and optimum methods of communication. They combine market data, qualitative research and product knowledge within a core proposition to enable the creative team to produce advertising ideas that resolve defined business problems. With increasing public awareness of marketing strategies, a key challenge is to develop innovative ways to reach consumers.
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Minimum an Hons. in Marketing with a focus in corporate customer relationship management. Minimum Age 35 years. Portfolio of preferably Five to eight years work experience in B2B and B2C service delivery, majority of that time with a top advertising agency. The right candidate will be a great relationship builder, dynamic leader, strong communicator and an intelligent decision maker Experience in providing leadership and management direction related to designing and creative planning, operations improvement, marketing management, organizational dynamics, and marketing communication development and management of advertising agency The successful candidate will be strategic, detailed and possess strong analytical and business development skills. Demonstrated success in building and guiding an executive team to develop and monitor departmental goals and objectives.
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114

JOB DESCRIPTION
CSD-L-P-3002 Asst. Yarn Controller
Reports to:
General Manager
Accountable to:
Relationship:
Job Summary:
An asst. yarn controller has ultimate responsibility for a number of accounts, overviews and supports the work of advertising account executives and is the key person in charge of budgets and administration Their role is to combine the attitudes and interests of consumers, clients and creative to help produce effective advertising. Acting as the voice of the consumer within an agency, planners use research data to identify ideal audiences and optimum methods of communication. They combine market data, qualitative research and product knowledge within a core proposition to enable the creative team to produce advertising ideas that resolve defined business problems. With increasing public awareness of marketing strategies, a key challenge is to develop innovative ways to reach consumers.
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Minimum an Hons. in Marketing with a focus in corporate customer relationship management. Minimum Age 35 years. Portfolio of preferably Five to eight years work experience in B2B and B2C service delivery, majority of that time with a top advertising agency. The right candidate will be a great relationship builder, dynamic leader, strong communicator and an intelligent decision maker Experience in providing leadership and management direction related to designing and creative planning, operations improvement, marketing management, organizational dynamics, and marketing communication development and management of advertising agency The successful candidate will be strategic, detailed and possess strong analytical and business development skills. Demonstrated success in building and guiding an executive team to develop and monitor departmental goals and objectives.
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Initial Base Salary (per month) Housing Allowance Medical Allowance Contribution to Provident Fund Tk.15,000 Tk.2,000 Tk.500 (Tk.1,000) with 5% annual increment 20% of basic salary Grade B 15% of basic salary
117

JOB DESCRIPTION
CSD-L-P-3002 Commercial Executive
Reports to:
General Manager
Accountable to:
Relationship:
Job Summary:
A commercial executive has ultimate responsibility for a number of accounts, overviews and supports the work of advertising account executives and is the key person in charge of budgets and administration Their role is to combine the attitudes and interests of consumers, clients and creative to help produce effective advertising. Acting as the voice of the consumer within an agency, planners use research data to identify ideal audiences and optimum methods of communication. They combine market data, qualitative research and product knowledge within a core proposition to enable the creative team to produce advertising ideas that resolve defined business problems. With increasing public awareness of marketing strategies, a key challenge is to develop innovative ways to reach consumers.
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Minimum an BBA in Marketing with a focus in corporate customer relationship management. Minimum Age 35 years. Portfolio of preferably Five to eight years work experience in B2B and B2C service delivery, majority of that time with a top advertising agency. The right candidate will be a great relationship builder, dynamic leader, strong communicator and an intelligent decision maker Experience in providing leadership and management direction related to designing and creative planning, operations improvement, marketing management, organizational dynamics, and marketing communication development and management of advertising agency The successful candidate will be strategic, detailed and possess strong analytical and business development skills. Demonstrated success in building and guiding an executive team to develop and monitor departmental goals and objectives.
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120

JOB DESCRIPTION
CSD-L-P-3002 Accounts Officer
Reports to:
General Manager
Accountable to:
Relationship:
Job Summary:
An accounts officer has ultimate responsibility for a number of accounts, overviews and supports the work of advertising account executives and is the key person in charge of budgets and administration Their role is to combine the attitudes and interests of consumers, clients and creative to help produce effective advertising. Acting as the voice of the consumer within an agency, planners use research data to identify ideal audiences and optimum methods of communication. They combine market data, qualitative research and product knowledge within a core proposition to enable the creative team to produce advertising ideas that resolve defined business problems. With increasing public awareness of marketing strategies, a key challenge is to develop innovative ways to reach consumers.
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123

JOB DESCRIPTION
CSD-L-P-3002 Compliance Officer
Reports to:
General Manager
Accountable to:
Relationship:
Job Summary:
A Compliance Officer has ultimate responsibility for a number of accounts, overviews and supports the work of advertising account executives and is the key person in charge of budgets and administration Their role is to combine the attitudes and interests of consumers, clients and creative to help produce effective advertising. Acting as the voice of the consumer within an agency, planners use research data to identify ideal audiences and optimum methods of communication. They combine market data, qualitative research and product knowledge within a core proposition to enable the creative team to produce advertising ideas that resolve defined business problems. With increasing public awareness of marketing strategies, a key challenge is to develop innovative ways to reach consumers.
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Initial Base Salary (per month) Housing Allowance Medical Allowance Contribution to Provident Fund Tk.00,000 Tk.1,500 Tk.1,000 (Tk.1000) with 5% annual increment 20% of basic salary Grade B 15% of basic salary
126

JOB DESCRIPTION
CSD-L-P-3002 Work Study Officer
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
A Work Study Officer has ultimate responsibility for a number of accounts, overviews and supports the work of advertising account executives and is the key person in charge of budgets and administration Their role is to combine the attitudes and interests of consumers, clients and creative to help produce effective advertising. Acting as the voice of the consumer within an agency, planners use research data to identify ideal audiences and optimum methods of communication. They combine market data, qualitative research and product knowledge within a core proposition to enable the creative team to produce advertising ideas that resolve defined business problems. With increasing public awareness of marketing strategies, a key challenge is to develop innovative ways to reach consumers.
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Minimum a HSC. minimum Age 35 years. Portfolio of preferably Five to eight years work experience in B2B and B2C service delivery, majority of that time with a top advertising agency. The right candidate will be a great relationship builder, dynamic leader, strong communicator and an intelligent decision maker Experience in providing leadership and management direction related to designing and creative planning, operations improvement, marketing management, organizational dynamics, and marketing communication development and management of advertising agency The successful candidate will be strategic, detailed and possess strong analytical and business development skills. Demonstrated success in building and guiding an executive team to develop and monitor departmental goals and objectives.

Work in a standing position. Should be able to deal with monotony. Aid people with clerical works. Repair computer or other electronic devices. Working long time with computers Helping people in clerical paper works. Preparing, typing, editing and formatting formal documents. Printing out documents Basic maintenance of the assigned computer. Should be able to deal with monotony. Basic software troubleshooting.
Initial Base Salary (per month) Housing Allowance Medical Allowance Contribution to Provident Fund Tk.10,000 Tk.1,500 Tk.1,000 (Tk.1,000) with 5% annual increment 20% of basic salary Grade C 15% of basic salary
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129

JOB DESCRIPTION
CSD-L-P-3002 Store Officer
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
A store Officer has ultimate responsibility for a number of accounts, overviews and supports the work of advertising account executives and is the key person in charge of budgets and administration Their role is to combine the attitudes and interests of consumers, clients and creative to help produce effective advertising. Acting as the voice of the consumer within an agency, planners use research data to identify ideal audiences and optimum methods of communication. They combine market data, qualitative research and product knowledge within a core proposition to enable the creative team to produce advertising ideas that resolve defined business problems. With increasing public awareness of marketing strategies, a key challenge is to develop innovative ways to reach consumers.
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131

JOB DESCRIPTION
CSD-L-P-3002 Wind Incharge
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
A Wind incharge has ultimate responsibility for a number of accounts, overviews and supports the work of advertising account executives and is the key person in charge of budgets and administration Their role is to combine the attitudes and interests of consumers, clients and creative to help produce effective advertising. Acting as the voice of the consumer within an agency, planners use research data to identify ideal audiences and optimum methods of communication. They combine market data, qualitative research and product knowledge within a core proposition to enable the creative team to produce advertising ideas that resolve defined business problems. With increasing public awareness of marketing strategies, a key challenge is to develop innovative ways to reach consumers.
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133

JOB DESCRIPTION
CSD-L-P-3002 Knit Incharge
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
Any outdoor or indoor job regarding materialization of creative plans; Posting Billboard designs, posters, banners; working indoor or outdoor shooting or photography crew on temporary basis; required to travel long or short distance on short notice
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135

JOB DESCRIPTION
CSD-L-P-3002 Link Incharge
Reports to:
Production Manager
Accountable to:
Group Accounts Manager, Merchandiser, and Production Manager.
Relationship:
Job Summary:
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Initial Base Salary (per month) Tk.10,000 with 5% annual increment
137
The Levant Sweater Ltd. Housing Allowance Medical Allowance Contribution to Provident Fund Tk.1,500 Tk.1,000 (Tk.1,000) 20% of basic salary Grade C 15% of basic salary
138

JOB DESCRIPTION
CSD-L-P-3002 Mend Inspector
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
139

140

JOB DESCRIPTION
CSD-L-P-3002 Link Incharge
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
141

142

JOB DESCRIPTION
CSD-L-P-3002 Iron Inspector
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
143

144

JOB DESCRIPTION
CSD-L-P-3002 PQC Inspector
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
145

146

JOB DESCRIPTION
CSD-L-P-3002 Packing Inspector
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
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148

JOB DESCRIPTION
CSD-L-P-3002 Wind SUper
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
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150

JOB DESCRIPTION
CSD-L-P-3002 Knit Super
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
151

152

JOB DESCRIPTION
CSD-L-P-3002 Link Super
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
153

154

JOB DESCRIPTION
CSD-L-P-3002 Trimm. Super
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
155

156

JOB DESCRIPTION
CSD-L-P-3002 Wash super
Reports to:
Production Manager
Accountable to:
Group Accounts Manager, Merchandiser, and Production Manager .
Relationship:
Job Summary:
157

158

JOB DESCRIPTION
CSD-L-P-3002 Iron super
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
159

160

JOB DESCRIPTION
CSD-L-P-3002 Sewing super
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
161

162

JOB DESCRIPTION
CSD-L-P-3002 Wind Trainer
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
163

164

JOB DESCRIPTION
CSD-L-P-3002 Knit Trainer
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
165

166

JOB DESCRIPTION
CSD-L-P-3002 LInk Trainer
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
167

168

JOB DESCRIPTION
CSD-L-P-3002 Trimm Trainer
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
169

170

JOB DESCRIPTION
CSD-L-P-3002 Mend Trainer
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
171

172

JOB DESCRIPTION
CSD-L-P-3002 Iron Trainer
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
173

174

JOB DESCRIPTION
CSD-L-P-3002 PQC Trainer
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
175

176

JOB DESCRIPTION
CSD-L-P-3002 Wind Operator
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
177

178

JOB DESCRIPTION
CSD-L-P-3002 Packing Operator
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
179

180

JOB DESCRIPTION
CSD-L-P-3002 Helper
Reports to:
Production Manager
Accountable to:
Relationship:
Job Summary:
181

182
Compensation Plan:
The overall compensation plan for Levant employees will consist of financial compensation and benefits
Financial Compensation
It has Four Major Components
Monthly Base Salary: A fixed basic salary will paid to employees per months Increment: the amount of basic monthly salary will increase at a 5% rate per year to offset the inflationary risk. Contribution to Provident Fund: 15% of monthly salary is retained with the company account on behalf of the employee, from which he can take loans up to 90% with nominal 3% interest while in job. And the total principal amount the applied interest (as per concurrent market interest rate throughout the years) will be returned to the employee during separation or retirement.
Housing Allowance: Every employee will draw a 20% extra amount on his/her basic monthly salary as housing allowance Medical Allowance: Employees will draw another additional amount as his/her medical allowance. The amount will vary among different level of employees depending on four applicable grades.
Increment: the amount of basic monthly salary will increase at a 5% rate per year to offset the inflationary risk. Contribution to Provident Fund: 15% of monthly salary is retained with the company account on behalf of the employee, from which he can take loans up to 90% with nominal 3% interest while in job. And the total principal amount the applied interest (as per concurrent market interest rate throughout the years) will be returned to the employee during separation or retirement.
Festival Bonus: Employees will draw 100% of their basic salary extra, twice a year as a bonus for festivals and special occasions.
183
Other Financial Compensations:

Incentive Bonus: this will be offered to particular employees with extraordinary
performance on confidential basis.
Overtime: Some staff level employees may receive overtime payments which were
mentioned in their job descriptions.
Benefits
Benefits provided to employees will include:
Provident Fund and Loans from Provident Funds

15% of monthly basic salary of each employee will be retained with the organization. Market interest rate will be applied on the total retained amount. Employees may also take short term loans from this fund on urgent basis at a nominal interest rate of 3%. The total amount along with interest earned will be returned to the employee at the time of separation or retirement.
Gratuity / Long Service Award

Employee who will serve for the organization for more than ten years in a row will become eligible for Gratuity. The provision is a payment of a handsome amount of money for his loyalty and sincerity to his/her job and the organization. The amount is calculated as below Last basic salary * Number of years in service (Tax exempted)
184
Group Insurance Premium

A group insurance premium is paid by the company for a group of employees on regular basis each year. This Insurance policy covers employees for any on duty casualties.
Flexible Time off

Employees may join their work on their flexible timing ensuring that s/he is present in the office during a core office hour or when his/her service required. Also they may reschedule their work and take flexible time off when they dont have to be present at the office.
Leave Provisions
In general, a normal employee can take a maximum of 82 days (+12 days for older employees) of paid leave.
Detailed leave provisions are mentioned in next page
185
Detailed Leave Plans

There is a number of leave provisions for the employees:
Government Holidays Paid Holidays 20 to 22 days a years Annual Leave / Earned Leave After 1 years regular service Paid Holiday 30 days annually cumulative up to 60 days Sell back program (written off if not en-cashed after 60 days of accumulation) Casual Leave Paid Leave Up to 10 days a year Employees can take leave without any prior notice Medical Leave Paid Holiday 14 days for junior employees (under 40 years of age) 24 days for senior employees (over 40 years of age) Subjected to valid medical certification] Compensatory Time Off Some employees may have work on urgent projects during their regular holidays. Later on, they may ask for Compensatory Leave on a regular work day. Study leave Unpaid Leave Employees may take leave to further pursue academic studies while they are still considered as on service. Rest and Recreation Paid Holidays 15 days after each 3 years of service Family Purpose Leave Paid Leave Up to 8 days a year Employees can take leave to take care of an ill child or an old parent.
186
Maternity Leave Female employees are eligible to take up to 3 months of Maternity Leave for conceiving a baby.
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The Levant Sweater Ltd.

HRM 360: HRPP M. Tanvir Hossain Summer2009

The Levant Sweater Ltd.

HRM 360: HRPP M. Tanvir Hossain Summer2009

Basic Information Company Name Business type Product/Service

The Levant Sweater LTD Manufacturing

Number of Employees Registered Address

150-250 people 515 Senpara Parbata, Mirpur, Dhaka, Bangladesh.

Company Web site

Excellence Broadway company.

The Levant Sweater Ltd.

HRM 360: HRPP M. Tanvir Hossain Summer2009

The Core activities of Levant:

The Levant Sweater Ltd.

HRM 360: HRPP M. Tanvir Hossain Summer2009

The Levant Sweater Ltd.

HRM 360: HRPP M. Tanvir Hossain Summer2009

PRODUCT RANGE: Infant, Boys, Girls, Men and Ladies.

The Levant Sweater Ltd.

HRM 360: HRPP M. Tanvir Hossain Summer2009

The Levant Sweater Ltd.

HRM 360: HRPP M. Tanvir Hossain Summer2009

The Levant Sweater Ltd.

HRM 360: HRPP M. Tanvir Hossain Summer2009

Sets Sets Sets Sets

The Levant Sweater Ltd. 10

HRM 360: HRPP M. Tanvir Hossain Summer2009

The Levant Sweater Ltd.

HRM 360: HRPP M. Tanvir Hossain Summer2009

Process Flow of Production:

The Levant Sweater Ltd.

HRM 360: HRPP M. Tanvir Hossain Summer2009

The Levant Sweater Ltd.

HRM 360: HRPP M. Tanvir Hossain Summer2009

Human Resource Policies:

The Levant Sweater Ltd.

HRM 360: HRPP M. Tanvir Hossain Summer2009

HR Policies in Recruiting and Staffing:

The Levant Sweater Ltd.

HRM 360: HRPP M. Tanvir Hossain Summer2009

BALANCING SUPPLY AND DEMAND

Status: Surplus Reaction: Reductions Layoffs Terminations Demotions Retirements

The Levant Sweater Ltd.

HRM 360: HRPP M. Tanvir Hossain Summer2009

HR Policies in Attendance & Absenteeism:

Short-Term Absences Policy

HRM 360: HRPP M. Tanvir Hossain Summer2009

Leaves of Absence Policy:

The Levant Sweater Ltd.

HRM 360: HRPP M. Tanvir Hossain Summer2009

Rest Breaks Policy

Meal Breaks Policy

The Levant Sweater Ltd.

HRM 360: HRPP M. Tanvir Hossain Summer2009

The Levant Sweater Ltd.

HRM 360: HRPP M. Tanvir Hossain Summer2009

The Levant Sweater Ltd.

HRM 360: HRPP M. Tanvir Hossain Summer2009

Athletic and Recreational Programs

Behavior of Employees Policy

The Levant Sweater Ltd.

HRM 360: HRPP M. Tanvir Hossain Summer2009