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“HR Practices in CEMEX Cement”

Independent University, Bangladesh

Submitted to

Dr. Nazmul Amin Majumdar

Faculty of Human Resource Management (MBA 509, Sec-02)

School of Business

Independent University, Bangladesh

Submitted by

Farabi Ahmed

ID: 121-121-8

Date of Submission: 2nd December, 2014

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Letter of Transmittal

2nd

December, 2014.

Dr. Nazmul Amin Majumdar

Human Resource Management (MBA 509, Sec-02)

Faculty Member of School of Business,

Independent University Bangladesh.

Subject: A report on HR practices in CEMEX.

Dear Sir,

With due respect, I would like to inform you that I have completed report on ―HR practices in

CEMEX‖. It is immense pleasure for me because I have successfully completed this report by

receiving your continues guideline as a supervisor.

I have endeavored to prepare this report from my level of best to accumulate relevant &

insightful information. If I am included any wrong information in unconsciously so please

forgive me as your student. It is a great experience for me to make this report. I have tried to

make the report comprehensively within the schedule time & limited recourse.

You’re sincerely

Farabi Ahmed

ID: 121-121-8

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Acknowledgement

I am feeling happy that I received the guidance and assistance of many helpful people on the

preparation of this report. My first thanks goes to the almighty Allah for giving me the patience

and courage to finish this huge task within its deadline. I am especially grateful to my faculty Dr.

Nazmul Amin Majumdar, Faculty of Human Resource Management (MBA 509, Sec: 02),

School of Business, IUB for his constant effort in giving valuable knowledge and expertise in

enabling me producing such a professional assignment. I am also thankful to the administration

and management level employees along with other staffs of CEMEX Bangladesh for providing

me necessary information.

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Executive Summary

Development of cement industry in Bangladesh dates back to the early-fifties but it growth in

real sense started only about a decade. With current capacity of 20 million tones and a constant

growth of 6%, this industry has attracted many investors. To complete with the market, CEMEX

is constantly evolving in order to become more flexible in their operations, more creative in their

global business, and more efficient in their capital allocation.

CEMEX worldwide has a geographically diversified portfolio of assets in well-balanced and

sustainable growth markets. And for the customer CEMEX strives to create value by focusing on

more vertically integrated building solutions rather than separate products. In this report, the

Recruitment & selection process and policies of CEMEX is evaluated and based on the findings,

recommendations are made for the improvement. Here we will discuss about what HR

approaches should be taken by CEMEX to stay in his competitive advantage and what are the

HR challenges would be faced by CEMEX in this century. There will be also a discussion about

Diversity program. In the comparative analysis the whole Recruitment & selection process and

also company details were evaluated. Out of the analysis, it was found out CEMEX is at par with

the industry when it comes to Recruitment & selection practices which can be replicated in

CEMEX.

However huge lacking was found in the regional integration or group integration. CCBL is not

taking advantage of all the expertise of the CEMEX worldwide networks. Meetings and

conferences would have been better to the advancement of CEMEX as a company.

Recruitment and selection process is endless process. HR department always try to find right

people in right place at right time. It’s objective to find effective employee and utilize him/her

properly.

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Table of Contents

Subject Page No

Cement Industry in Bangladesh

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About CEMEX Cement

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HR practices in CEMEX Cement

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HR problems Faced by CEMEX Cement

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HR Approaches to ensure ongoing strategic

competitive advantage

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Recruitment process of CEMEX

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Activities in CEMEX Cement as an Internee

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HRM Challenges faced by CEMEX in 21st Century

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Recommendation

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Conclusion

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References

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Cement Industry in Bangladesh

Bangladesh cement industry is the 40th largest market in the world. Currently capacity of the

industry is about 20 mn tons (MT). Top 13 players are alone controlling over 78% of the total

industry capacity. However, the balance capacity still remains quite fragmented.

Per capita consumption remains poor when compared with the world average; only 65 kg

(FY2009) while our neighboring countries, India and Pakistan, have per capita consumption of

135kg and 130kg respectively. This underlines tremendous scope for growth in the Bangladesh

cement industry in the long term.

Development of cement industry in Bangladesh dates back to the early-fifties but its growth in

real sense started only about a decade. The country has been experiencing an upsurge in cement

consumption for the last five years.

Government gave permission for establishing cement industries in Bangladesh in FY1995.

Initially the cement industry took place without the proper analysis of the demand and supply of

cement in the country. Within the span of the two to three years, industry attained expanded

capacity of the product with stable growth rate of consumption.

There were mainly four dominant players in the cement industry in the year 1998 that produced

their own cement to meet the demand of their customers. These companies were:

o Meghna Cement (owned by Bashundhara group)

o Eastern Cement (currently known as Seven Horse)

o Chatok Cement

o Chittagong Cement (taken over by Heidelberg where the local brand is called Ruby)

o Cemex Cement

After a decade, currently 123 companies are listed as cement manufacturers in the country.

Among them 63 have actual production capacity while 32 are in operation. The current installed

capacity of the industry is 20.0 mn MT. This installed capacity has been calculated under two

conditions below:

all factories are in operation

production is at its peak season

Though the installed capacity is 20.0 mn MT, currently the actual capacity is about 13.96 mn MT

due to supply constraints for power and clinkers.

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About CEMEX Cement

CEMEX is a global building Materials Company that provides high quality products and reliable

service to customers and communities throughout the Americas, Founded in Mexico in 1906,

CEMEX, S.A.B. de C.V. is a global building materials company that provides high quality

products and reliable service to customers and communities throughout the Americas, Europe,

Africa, the Middle East and Asia. CEMEX produces, distributes and sells cement, ready mix

concrete, aggregates, and related building materials in more than 50 countries and CEMEX

maintains trade relationship in approximately 100 nations.

Since its inception CEMEX has growth from a local player to one of the top global companies in

our industry, with close to 47,000 employees worldwide. (CEMEX Worldwide Website)

CEMEX has a rich history of improving the well-being of those it serves through its efforts to

pursue innovative industry solutions and efficiency advancements and to promote a sustainable

future.

Sustainability is critical to the business model of CEMEX. As they have worked to make

CEMEX leaner, more flexible and more agile, they have also invested in making their operations

more sustainable. According to their vision the two efforts are intertwined. The effort also

includes engaging with global and local partners who share our vision and our commitments.

CEMEX has been the global no.3 player in the cement industry in 2011. They are global no.1 in

concrete ready mix market. They are also a major player in the aggregates market also.

Mission

CEMEX’S mission is to serve the global building needs of its customers, and build value for its

stakeholders by becoming the world’s most efficient and profitable cement company.

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Values

CEMEX strives for excellence in performance; creating long lasting relationships built on trust;

and the core values of collaboration, integrity, and leadership. These are the values that provide

the foundation of the organization.

Collaboration

CEMEX values working with others in a collective pursuit of excellence. Collaboration is at the

core of all of their relationships. CEMEX collaborates with customers, colleagues, suppliers, and

other partners in order to reach common goals.

Integrity

CEMEX appraises acting honestly, responsibly and respectfully toward others at all times.

Leadership

CEMEX aims to be leaders not only in the building materials industry, but also in all of their

relationships. CEMEX is a company with a sound vision for the future based on sustainability,

excellence, and innovation.

Beliefs

CEMEX in convinced that their business success stems from being the best option for the

stakeholders, which is where the following stem from:

CEMEX endeavors to develop and implement strategies that ensure leadership generating

values for their customers, investors, employees, suppliers, and communities. CEMEX’s

continuous focus on effective service and competitiveness is fundamental to achieving

their mission.

CEMEX believes in the competitive advantage given by their employees who act with

integrity. CEMEX builds lasting ties of trust and mutual benefits in all their interactions

by doing business honestly, responsibly, and respectfully. Furthermore, CEMEX

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encourages clear and direct communication because they recognize that backgrounds and

opinions are enriching.

CEMEX’s decision-making and achievement of better results are optimized by

collaboration. They affirm their professionalism by keeping themselves up to date,

communicating effectively and working in terms to share their efforts and knowledge.

They proactively seek ways to satisfy the needs and expectations of their stakeholders by

being innovative, striving for continuous self-improvement, adjusting to change, and

applying themselves to the best of their abilities.

Approach

CEMEX is constantly evolving in order to become more flexible in their operation They are

continuously improving themselves to be more creative in their commercial offerings, more

sustainable in their use of resources, more innovative in conducting their global business and

more efficient in their capital allocation.

Business and Financial Strategy

CEMEX has a geographically diversified portfolio of assets in well-balanced sustainable and

profitable growth markets; focused on their core business of cement, aggregates and ready

mix concrete-tailored to each market’s needs provide them with the opportunity to manage

their assets as one integrated business rather than as distinct business, further improving their

operational efficiency and profitability.

Operational Efficiency

CEMEX’s industry best processes allow themselves to satisfy the needs of their customers

while using the optimal amount of resources, thus creating the most value. They constantly

seek to improve their performance as an efficient, agile, and innovative company by

identifying, sharing and implementing best practices across their global network of plants

and facilities.

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Corporate Governance and Ethics

CEMEX’s commitment to deliver value to their stockholders rests on a clear recognition that,

as a public company, they are stewards of other people’s money. They invest with CEMEX

to achieve superior long-term returns at acceptable risk. CEMEX is committed to abide by

the laws and regulations of every jurisdiction in which they operate. Nonetheless, they

recognize that their strict adherence to the law is not enough to run a global organization.

Beyond compliance, their commitment- to themselves, their investors, and to all of their

stakeholders- is to manage CEMEX with integrity. Everything we do rests on this

foundation.

Sustainable Development

Sustainable development is embedded in CEMEX’s core business strategy and their day to

day operations. They seek to build a smarter world through a simple and focused model that

follows three main lines of action:

Enhancing Value Creation: CEMEX seeks to increase their operational efficiency

through innovation and collaboration in order to develop building solutions and to

meet the needs of a world with limited resources.

Managing Footprint: CEMEX contribute to the development of low carbon

economy, helping to address climate change, which is one of the world’s greatest

challenges.

Engaging Stakeholders: CEMEX’s long term success rests on fostering positive,

long term relationships with key stakeholders.

Innovation

CEMEX recognize that the construction industry is shifting toward more cost effective, efficient

and environmentally friendly solution this inspires them to be more innovative in conducting

their global business.

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Through their efficient and sustainable approach to innovation, from supply chain and logistics

to plant production and technical centers, CEMEX provide their customers with the most reliable

and creative construction materials.

Quality Assurance and certificates

CEMEX enjoys a strong presence in the region's largest cement market – the Bangladesh. The

two integrated cement plants strategically located in Tina-an Naga, Cebu and Antipolo City

reflects CEMEX's commitment to quality, as proven by the ISO 9002 for Quality Management

Systems and ISO 14001 for Environment Management Systems that the APO and SOLID plants

received. Amidst the hustle and bustle of the plants' day-to-day operations, APO and SOLID

plants are home to several species of animals such as birds and ducks, further proving that

CEMEX Bangladesh’ operations is committed to live "In Harmony With Nature"

HR practices in CEMEX Cement

Human Resource Department

CEMEX is always proffered multitasked employee in its organization. Human Resouce

department always insure right people in right people. Moreover HR department maintain

communication with all others department to make sure 100% working environment for

employee. . CEMEX values efficiency as the spontaneous contribution of Human Resources.

Strategic Human Resource Development Programs are the energy sources for CEMEX HR for

running towards the zenith of success. Flow of clear and specific information and justification of

queries play the vital role to ensure the market reputation of CEMEX as the most trusted and

transparent company and it enriches the motivation level of HR who are the real contributors and

owners of his/her own jobs.HR department has very effective and efficient employee who lead

their department smoothly and ensures the strong supporting role to develop & implement HR

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policy guidelines for ensuring uninterrupted operation and spontaneous participation to achieve

organizational objective as well as fulfillment of employee needs. HR is maintaining an effective

way to deal with labor union and still no unrest has been recorded as dispute Personnel working

here are taking care of CEMEX as it is their own family. The major functions implemented by

this department are as follows:

a) Job analysis.

b) Employee performance evaluation.

c) Recruitment and staffing policies and processes.

d) Orientation and socializing new recruits and organizational members.

e) Employee training and development facilitations and management.

f) Control turnover.

g) Succession planning.

h) Compensation and benefits determination as per job evaluation.

i) Maintaining contact and communication with past, Present and potential employees.

j) Tax Paper.

HR problems Faced by CEMEX Cement

There is some HR problems which are faced by CEMEX Cement is given below:

There are several problems in Human Resource department for example this department is under

staff. One employee is working two or three employee’s work which is very difficult to manage

and control. CEMEX knows how to utilize an employee properly but sometime employee gets

more work than his/her capability like of employee working as a GS and HR executive. She has

to control all GS employees and has to maintain HR works as well.

Lack of communication with others department which can create problem to achieve

organization goal.

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Employees of HR department are not pro-active and enthusiasm. Most of the HR

departments employee are not that much concern about their job so departmental clash

arises.

Employee has to prepare commitment for every month. There is target for each employee

which should be filled up monthly.

Moreover Human Resource department works Country Director’s secretarial work for

example GS executive maintains Air ticket for country director and HR assistant

maintains foreign phone calls for him. Moreover sometime HR has to hospitalize guest of

country director.

Place of HR department is not saving because sometime employee has lost money and

document from their desk. There is some unfaithful people in the department that is why

department losses their important documents.

HR Approaches to ensure ongoing strategic

competitive advantage

According to Garavan (2007), competitive advantage of an organization is assured as it has the

uniqueness in which its competitors are difficult to duplicate and reproduce. In a high-technology

organization, the uniqueness is related to the capabilities and skills of its employees. Since the

employees of Medtech are mostly high-skilled worker, integration of its business strategy with

SHRM would enhance its competitive advantage. However, the key problem of Medtech has

been identified as the lack of comprehensive SHRM. Further to the key problem, it induced the

following immediate issues such as workplace culture, unplanned transformational leadership,

adoption of hard approach HRM and employees’ dissatisfaction. In order to resolve the plight of

Medtech, the listed problems must be well-managed. After all, the other problems are likely to

recede. Becton and Schraeder (2009) pointed out that the centers of traditional HRM were on

recruiting, selection, training, pay and industrial relation. Subsequently, they further draw our

attention to the importance of SHRM which should focus on cultivates skilled employees to

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ensure the strategy and culture of the firm are being effectively planned and implemented

(Becton et al., 2009).

Workplace culture – Psychological success

As Linn (2008) reminded us, organization’s culture is influential to its financial success.

However, he concluded that an organization’s culture changed is ―very difficult to do and, so,

should be avoided if possible‖ (Linn, 2008, p. 91). Hence, a softer approach such as motivate

employees learning is necessary to maintain the competitive advantage of Medtech. In an attempt

to ensure ongoing competitive advantage, Medtech is advised to focus on the employees learning

and career management at their planning of SHRM. Quigley and Tymon (2006) delineated

extrinsic factors such as rewards and performance appraisals are crucial in motivating individual

intrinsically to achieve career success by realizing self-abilities, needs and values. In their study,

Quigley et al. (2006) further demonstrated the career success will lead to one’s psychological

success. Hence, Medtech shall design and list out a clear and consistent guidance to its

employees on the rewards and performance appraisal.

In 2003, Jacobs and Washington published a paper in which he described ―employee

development refers to an integrated set of planned programs, provided over a period of time, to

help assure that all individuals have the competence necessary to perform to their fullest

potential in support of the organization’s goals‖ (Jacobs et al., 2003, p. 344). By facilitating the

motivation and improvement programs, Medtech is able to assist individual employee to develop

abilities such as behaviors, knowledge and skill acquisition for future job requirements. In

another study by Lee & Bruvold (2003) suggested that through the investment in employee

development, it offers an employee to improve and perform his abilities effectively. Lee et al.

(2003) further pointed out that the development can assist the organization to achieve

competitive advantage. Simultaneously, Medtech and its employees are capable of planning and

managing their business strategy and career in advance. According to Chen, Chang and Yeh

(2003), an effective career development program is able to grant employees to discover their

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prospect career based on one’s capability and hence lead to job satisfaction. Through an effective

career development program, Medtech’s employees will have the opportunity and are able to

fully perform their talents at workplace. Subsequently, with the employees’ job satisfaction,

Medtech can reduce the turnover cost and improve the firm’s underperformance.

In Chen et al. (2003) case study of job satisfaction levels among research and development

personnel in Taiwan, they suggested that one has different prospect at different career stages;

organization is responsible to provide opportunities to them in order to fulfill their needs. Hence,

the mutual agreement can enhance the employees’ job satisfaction and develop organization

performance (Chen et al., 2003; Jones, 2004; Smith & Smith, 2007). A key finding by Smith et

al. (2007) concluded that the employers are conscious to the employees’ development

investments to be aligned with the organizations’ business strategy. In the context of assisting

Medtech employees to achieve job satisfaction, Bill can link up with the Eric for the alternative

diabetic treatments research. By conducting the joint research, it offers opportunities to Medtech

employees in developing newly skills as well as creating market competitive advantage. In the

meantime, Bill is able to participate in the research developments where he is interested.

Succession plan

According to Jackson, Farndale and Kakabadse (2003), succession plan is equally important to

career development for an organization to achieve competitive advantage. Considerable that

majority of the Medtech employees are high-skilled workers; it has the advantages in human

capital resources. Therefore, Medtech is advised to utilize its competence and capability

advantage to source and plan for its succession development for a sustainable future growth. As

discussed in the transformational leadership section and outlined by Barnett et al. (2003) that five

characteristics of best practice in a succession plan such as preliminary planning, preparing for

succession, talent review, feedback and action, and measuring effectiveness. Firstly, Medtech has

to identify the levels and potential candidates within the firm and provide them with a systematic

and repeatable training. Succession levels shall not solely focus on key executives but best to be

extended to low levels in the organizations (Bernthal & Wellins, 2006). Subsequently, Medtech

shall identify and locate ―the right talent at the right places‖ (Bernthal et al., 2006, p. 38). Despite

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to the identification and planning of succession that have been postulated, Medtech shall provide

a communication channel to the participants in the development program on a regular basis.

Although experienced employees appeared to have mature abilities to solve problems in a shorter

time, opportunities should be given to younger employees in order to cultivate and develop their

abilities. The experienced employees should be played a role in mentoring and consulting.

Finally, measurement is an important step to evaluate and improve the succession plan of the

development. The evaluation of succession plan can be measured on the aspect of job

satisfaction, retention of key positions, reduction in turnover and increase of participants in

development programs (Bernthal et al., 2006).

Mixed and match of soft and hard approach

A longitudinal study of total quality management by Fotopoulos and Psomas (2009) reported that

both the soft and hard approach management systems are beneficial and significant to business

environment. In view to the nature of Medtech business, a product quality policy and best

practices are necessity to ensure the safety and patient health. The product of Medtech

represented its social responsibility and commitment to the society. Hence, the adoption of hard

approach on the products’ quality assurance and measurement are essential. According to Jaehne,

Li, Riedel and Mueller (2009), the hard factors covered the contractual agreements, short-term

benefits and contractual commitments for liability. There shall not be any compromises to

misjudge or careless of employees to the quality of medicine, the misbehavior shall be treated

with the hard approach management system.

However, these findings concluded that a soft approach played a key role as the hard factors are

inferior (Fotopoulos et al., 2009). Due to the lacks culture at Medtech, Bill should facilitate a soft

approach at the initial and transformation period. Through a soft approach, a sustainable culture

at Medtech such as employees learning and career management is able to develop and foster.

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Communication

According to Landen (2002), emotions are classified as a part of production and it should be

tackled with proper consultation for the benefit of employees and organization. As the emotions

in workplace have become the core of management practice and development, the emotions

management in an organization must be seen as an important tool to every manager (Ashkanasy

& Daus, 2002). Through the individual cases of Emma and Sarah, it is appeared that the failure

of emotions management may initiate and provoke the emotion of other employees. Hence,

communication is an essential tool for a good management system. It would lead to job

satisfaction, loyalty and work commitment from the employees (Ashkanasy et al., 2002).

According to Nelissen and Selm (2008), the role of communication is important in managing

employees’ emotions, especially prior to the organizational change. In their major research,

Nelissen et al. (2008) reported that a communication failure may lead to negative feelings such

as ―job insecurity, perception of unfairness, depression and stress‖ among the employees

(Nelissen et al., 2008, p. 308). They further demonstrated that an effective communication

should consist of ―designing, implementing and evaluating‖ across the process (Nelissen et al.,

2008, p. 315). In the Medtech’s leadership transformational, it induced the dissatisfactions

among the employees such as Emma and Sarah. Therefore, an effective communication within

Medtech must be carried out to avoid employees’ further distrust to the firm. In order to balance

the emotions of Medtech employees, Bill and the management should design an effective

communication with the employees. In the dialogue, they have to express the transformation

objectives and connect the upcoming market competition with the urge of organizational

changed. As the objectives being explained to the employees, the management should listen and

understand the employees’ perceptions. At the end of communication process, the management

should evaluate and verify the shared experience among them. A mutual acceptable objectives

and transformation method would be established.

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NEW HRM SPECIALTY AREAS

Work and Family Programs

Develops and administers work and family programs including flextime, alternative work

scheduling, dependent-care assistance, telecommuting, and other programs designed to

accommodate employee needs; identifies and screen child- or elder-care providers; administers

employer's private dependent-care facility; promotes work and family programs to employees.

Cross-Cultural Training

Translate the manners, mores, and business practices of other nations and cultures for American

business people. Other cross-cultural trainers work with relocated employees' families, helping

them adjust to their new environment.

Managed-Care

As a company's health-care costs continue to escalate, employers are embracing managed-care

systems, which require employees to assume some of the costs. Employers hire managed-care

managers to negotiate the best options for employees.

Managing Diversity

Develop policies and practices to recruit, promote, and appropriately treat workers of various

ages, races, sexes, and physical abilities.

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CONTEMPORARY/ DIVERSITY ISSUES

HRM departments within organizations, just as the organizations themselves, do not exist in a

vacuum. Events outside of work environments have far-reaching effects on HRM practices. The

following paragraphs describe some of these events and indicate how they influence HRM

practices.

As mentioned previously, the enactment of federal, state, and local laws regulating workplace

behavior has changed nearly all HRM practices. Consider, for instance, the impact of anti-

discrimination laws on firms' hiring practices. Prior to the passage of these laws, many firms

hired people based on reasons that were not job-related. Today, such practices could result in

charges of discrimination. To protect themselves from such charges, employers must conduct

their selection practices to satisfy objective standards established by legislation and fine-tuned by

the courts. This means they should carefully determine needed job qualifications and choose

selection methods that accurately measure those qualifications.

Social, economic, and technological events also strongly influence HRM practices. These

events include:

An expanding cultural diversity at the work-place

The emergence of work and family issues

The growing use of part-time and temporary employees

An increased emphasis on quality and team-work

The occurrence of mergers and takeovers

The occurrence of downsizing and layoffs

The rapid advancement of technology

An emphasis on continuous quality improvement

A high rate of workforce illiteracy

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Recruitment process of CEMEX

It is the process of finding and hiring the best-qualified candidate (from within or outside of an

organization) for a job opening, in a timely and cost effective manner. The recruitment process

includes analyzing the requirements of a job, attracting employees to that job, screening and

selecting applicants, hiring, and integrating the new employee to the organization. So recruitment

is endless and continuous process. An employee is a representative of an organization for this

reason recruitment is very important for hiring new employee. if HR could not manage right

people in right place then HR plans and organization goals could not be executed by employee.

Therefore Human Resource department needs to give its best effort to get best candidate as new

employee.

CEMEX does not follow all of those steps for example HR department never practice Sub-

contracting and temporary employment agency.

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Recruiting Sources:

Recruiting is more likely to achieve its objectives if recruiting sources reflect the type of the

position to be filled. Certain recruiting sources are more effective than others for filling certain

types of jobs. Every organization has the option of choosing the candidates for its recruitment

processes from two kinds of sources. Those are

Internal Sources

External Sources

Internal Source:

HR post job vacancy though lotus note to all CEMEX employee. Sometime external employee

applies for that seat. However if candidate fulfill all requirement of that job then HR director directly

appoint him/her as internal employee.

External Source:

CEMEX has account on BDJOBS.COM to post job vacancy to find candidate. Most of the times they

prefer to collect co from that CV pool. Moreover internally employee can refer CV as well.

Sometime people send CV to HR department. CEMEX is a participator in jobs fair in BRAC

University and AUIB.

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Selection Process:

Selection process is a process of choosing from a group of applicants that individual demand to

be best qualified for particular job opening. There are three steps to selecting a new employee for

CEMEX cement. Those are below:

Screening assessment:

First of all, we have to screen CVs from CV pool of BDJOBS. After that we analysis all resume

and compare without job requirement, job specification and description. Candidate can be called

when his/her resume can satisfy to CV screener.

Evaluation assessment:

HR and respective department employees take interview, it would be written test if candidate is

fresh. After that second interview is taken by department director and head only those are

perform best in first interview. After that HR department checks candidates reference At last

Step 1 • Screening Assessment

• Inintail screening

Step 2

• Evaluation Assessment

• Scondary Screening

• Candidacy

• Verification

step 3 • Contingency Assessmeent

• Find Selection

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three candidate have been invited those are best according to director of that respective

department for salary negotiation with HR director.

Contingency Assessment:

After offering job to candidate, CEMEX wants medical certificate of that candidate that is fix for

all candidate. If candidate does not have any problem or health issue than HR check candidate

pervious organization record and criminal record. If candidate pass all of them than he / she get

offer letter and join CEMEX Cement as employee.

Moreover candidate has to fulfill employee information form, submitted all academic

certificates, Merico profile, and last not the least release letter from previous company.

Activities in CEMEX Cement as an Internee:

Office maintains: There are sever departments work in same place. Human Resource

department always try to maintain office environment and control all office supply, Janitorial and

Kitchen supply. There is budget for all those elements. Last three months, I have been made

those budgets and ensure everyone has getting facilities from Human Resource department.

Maintain Files: there are sever types of documents in HR room. There are seven lockers to

save documents. I organized all documents according to alphabetical letter of file’s name. Files

name of HR room’s like PF Trust Deep & Agreement Main Copy, P.F Application Form PF

Statement & others, Provident Fund Form, Survey DOC, and Medical Allowance for December

2013.

PO: Purchase Order is SAP software. Employee gives input in this software all purchase order

to get approve from country director and department director. Those expenditure supplies means

vendor who in listed in SAP only it can supply product to CEMEX. If a new vendor wants to

supply product to CEMEX then it has to be in listed to get payment. I worked on it. I raised PO

by taking help of my supervisors. We have to maintain GL, Cost Center, Vendor and Material

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numbers who are very important for raising PO. After approving we need to receive all POs. if

PO has been received by raiser than BSO can raise check against vendor.

Petty Cash: HR maintains petty cash to pay transport bill, newspaper bill, and cable bill and so

on. I always help to my supervisor to maintain petty cash. I keep note in excel of every

expenditure. The month closing date of petty cash is 25th of every month.

Interview of Diver: A new diver supposes to recruit for HR Director. So many candied

people applied for this job. After making short list we take interview of candidate. My tasks were

making confusing and checking English fluency.

Recruitment Process: One of the main works for HR department to recruit new employee for

different department. I was one of team member of that process. I screen thousand of CV to find

out perfect candidate for CEMEX. First of all, I dropped those who are below 5 years experience

because our requirement was at least 5 years experience. After that I filtered according to our

requirement.

Medical Allowance: CEMEX provides medical allowance to its entire employee. Therefore

HR department has to maintain it properly. I collect all information from employee by email.

After that I inputted data at HR metrics to update employee’s data.

Leave status: One of the main tasks of my internship is update employee’s status. If he / she

tasks leave than I have to collect information from that employee why she/he takes leave and

input it in HR metrics.

Business update meeting: it a corporate meeting which holds every month. I organized last

business update meeting. My main task of this project was making schedule, inform respective

employee, order food and check conference room.

OTWT: Those are external employee; they get over time from CEMEX. I have calculated and

recheck over time payment according to his /her work sheet.

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HRM Challenges faced by CEMEX in 21st Century

Before we go further, let’s look at some of the things that managers tell us make their jobs more

difficult and that they can’t directly control. Every time that we survey managers in any industry,

in any department, about managing others, they bring up the following issues as among the most

important and most difficult things that they deal with:

Productivity: Note that all of these issues deal with people—not computers, not

buildings, not finances—people! Also, the manager has no direct control over these

things. The manager only affects these items through indirect actions. In other words, we

can’t force employees to come to work in order to avoid absenteeism or to be happy with

their work. We have to create conditions where employees are willing to, or even want to,

come to work and where they enjoy their job. We can(and should) do this through

employment practices that the employee perceives as fair and reasonable, such as

providing acceptable pay for the tasks performed by the employee.

Job Satisfaction: Job satisfaction, is the feeling of well-being that we experience in our

jobs—basically whether or not we like what we do and the immediate environment

surrounding us and our jobs, or ―the extent to which people like (satisfaction) or dislike

(dissatisfaction) their jobs. ‖Why do we as managers worry about our employees’ job

satisfaction? Well, there is a wealth of research that shows that if our employees are

highly dissatisfied with their jobs, they will be far more likely to have lower than average

productivity. Is the opposite true? If we have highly satisfied employees, will they

necessarily have higher productivity? Not necessarily, although they could have.But let’s

leave that discussion for later. For right now, just understand that low job satisfaction

typically leads to lower productivity, so we want to maintain high job satisfaction.

Turnover: What about turnover? Turnover is the permanent loss of workers from the

organization. Does turnover cost the organization? Absolutely! What costs are associated

26

with turnover within the organization? Well, first we have the cost of the paperwork

associated with the departing employee and—if they left involuntarily—we may have

increases in our unemployment insurance payments. Next, we must find someone else to

do the job—we have job analysis costs, recruiting costs, and selection costs (we will talk

about all of these later). Once we hire someone new, we have orientation and other

training costs, costs associated with getting the new worker ―up to speed‖ on their job—

something we call a learning curve—and costs associated with them just not knowing our

way of doing business (every company has a unique culture, and not knowing how to act

within that culture can cause problems). So, again, we have many costs associated with

the process of turnover in the organization, and as a result, we want to minimize turnover.

Absenteeism: Absenteeism is the failure of an employee to report to the workplace as

scheduled. What’s the big deal here? If employees don’t come to work, we don’t have to

pay them, right? Well, that’s true for some of them, but not when we give sick pay. So

why do managers worry about absenteeism? Well, for one thing, it does cost the

organization money—not necessarily directly, but indirectly. Even if we don’t have to

pay employees when they are absent from work, we still have to maintain all of their

benefits like health insurance; that costs the organization, doesn’t it? We also likely lose

productivity in other employees because they are there to do our work and others depend

on them; that costs us money. In addition, if some of our workers are frequently absent, it

causes lower job satisfaction in others who have to ―take up the slack‖ for their absent

coworkers. And there are other issues as well. So, we can quickly see that even though

we don’t have to pay some of our workers if they don’t come to work, absenteeism still

costs the organization money. So managers are concerned with absenteeism.

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Recommendations:

Monitor Office workers properly:

Human resource department is a blood supplier of an organization. Therefore country

director and department head must ensure that employees are getting proper work balance

and friendly environment. One employee will be multi-tasked but that should be

balanced. So for this these important personnel can monitor the office workers and their

works by moving around the office.

Expense more on office to reduce steal file and other things:

Moreover room should be monitored by the camera. They can expense more on their

office to monitor the every activities of each employee. They can set CC camera on their

every room. And there will be a controlling room.

Increase communication between departments:

Human Resource must be updated with all information and data. There is lack of

communication so that is why HR department is not updated with all data so internal

communication between departments should be increased to

Organize program for the employees and their family:

Human Resource can be organized family dinner where employee can bring his/her

family. Cemex organize an annual program every year for their dealers and wholesalers

so Cemex can do the same thing for their employees and their families too.

Recruit proper person for the job:

Recruitment is very important for every organization. However CEMEX is giving less

emphasis to its job analysis. For example, the current job description of CEMEX was last

prepared three years ago and no further review or update has been made. It should have

changed according to current requirements. Moreover, the job specification is not clear

and understandable enough. It is true that one employee works as a multi-tasked but

everyone should know what is his/her job responsibility. To make sure that their activities

and duties are in-tune with their original job responsibility. Therefore, effectiveness and

efficiency of employees might affect adversely as a result. They always try to give

specific job description and job specification for candidates. Job analysis helps to find out

the right people for the right place in right time.

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Conclusion

Human Resource Management always acts to bring out effectiveness, to develop quality and to

also meet all the demand of the work force. In doing this recruitment and selection is one of the

pillars of HRM, performs both of the company and for the employee.

It was great experience with CEMEX Cement and it was my first to work in corporate

environment. My supervisor helps me in every step. As a Human Resource Staffing Team I had

the opportunity to observe the best organization culture and practices up close, and be a part of it.

My whole experience has been a combination of learning and contributing. Their fair treatment

and encouragement has worked as a motivating factor and helped me grow into a more

resourceful person.

Over two hundred nationals are employed in its Bangladesh operations providing employment

opportunities to support the economy and I am one of them. Employment in CEMEX is thus a

highly fulfilling experience in general.

29

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http://www.cemexbangladesh.com/