1.

1 INTRODUCTION

Bangladesh is a predominantly rural country, with fast-growing urban centres. One

of the most densely populated countries in the world, its population now stands at
166 million people. 1 Some 14 million people live in the mega-city of Dhaka
alone; one-third of them are in slums and informal settlements, and lack wealth,
power and social connections. Within this context, BLAST has emerged as the
leading dedicated non-governmental legal services organisations in the country,
operating in over 19 districts. It has certain unique features as a legal services
organization. First, it assists all individuals below a certain income level,
irrespective of gender. Second it operates across the spectrum from the frontlines
of the formal justice system, starting with the Village Court, to the Supreme Court.
Third, it provides comprehensive legal services, on criminal, family, labour and
land law, as well as constitutional rights. In this internship report I am trying to
show the Human Resource Practice in Bangladesh Legal Aid and Services
Trust. BLAST has gained proven expertise in providing legal aid to poor and
disadvantaged clients in 57,467 cases to date. For providing this amount of service
it need a proper human resource management system .
1.2 OBJECTIVE OF THE STUDY

1. Acquiring a practical knowledge and personal observation about the overall

HR procedure, functions, principles and its nature.

2. Find out the activities and implication of HR department to the

organization.

3. Analyzing the HR planning, job analysis, employee recruitment process and

selection, training, performance appraisal, compensation and pay plan,
benefits and service.

4. Supervision whether the organization follows the HR procedures, functions

or not.

5. Gathering the experience about the total HR application, activities, and its
importance through the visit the organization.
1.3 SCOPE OF THE STUDY

1 Almost every formal organization is now developing their HR department to

support the total management system. So there is a scope for gather experience
and work in HR field.

2 In the age of globalization, the business communities are rapidly expanding. So

the HRD have to be developed. There fore there is a scope to analysis the HRD
department to get knowledge and practical experience through visiting the
organization.

1.4 METHODOLOGY

We made a checklist and according to this checklist we took an interview and made
a discussion session from the executive officer of Human Resource Department of
BBL.
The study uses both primary data and secondary data. The report is divided into
two parts. One is the Organization Part and the other is the Project Part. The parts
are virtually separate from one another
The information for the Organization part of the report was collected from
secondary sources like books, published reports and web site of the BRAC Bank
Limited (www.bracbank.com). For general concept development about the bank
short interviews and discussion session were taken as primary source.
Source of information:
(i) Primary Data: Primary data was collected for preparing this report through
interviewing and personal observation.
(ii) Secondary Data: Secondary data was collected from the annual report,
Journal and the web site of BBL.

1.5 LIMITATION
1 Since the primary data was collected through interviews it may not be full
proof.

2 On our schedule time we could not find the respondent. Because they were
busy with their work on that time.

3 Time constraint, lack of experience, annual confidential report didnt get.

2.1 ORGANIZATIONAL BACKGROUND

BLAST is one of the leading legal services organizations in Bangladesh, and the
only one that provides access to legal aid across the spectrum, from the frontlines
of the formal justice system to the apex court. It priorities support to women, men
and children living in poverty or facing disadvantage or discrimination. It also
provides legal aid, advice and representation across a range of areas, including
civil, criminal, family, labor and land law, as well as on constitutional rights and
remedies, providing access to judicial remedies alongside alternative dispute
resolution wherever appropriate. Alongside individual legal aid, BLAST
undertakes strategic litigation, or public interest litigation, as a key part of its
advocacy for law and policy reforms to ensure effective legal protection of rights.

Currently operating in 19 districts across the country, BLAST works through its
staff lawyers (and paralegals and researchers) at headquarters and in each district
unit, in collaboration with its enlisted panel of about 2300 lawyers across the
country who provide legal redress to clients on a pro bono basis, with a nominal
honorarium. A panel of lawyers practicing in the Supreme Court of Bangladesh
also undertakes litigation and advocacy on law and policy reform. BLAST is
governed by a Board of Trustees comprised of eminent jurists, lawyers and human
rights advocates with experience in domestic and international protection of human
rights, who provide critical leadership to the organization. It is also supported by a
Consultative Group, comprised of young professionals, including researchers,
lawyers, and human rights advocates. It has a close relationship with the Bar
Associations at all levels, in particular through its Management Committees
comprised of leaders of the Bar within each District.

BLAST has gained proven expertise in providing legal aid to poor and
disadvantaged clients, having undertaken some 57,467 cases to date. Over the
years, out of 1, 15,182 applications received for legal assistance, BLAST
responded to 20,133 applications by resolving them through mediation. It has also
filed about 82 public interest litigation cases before the Supreme Court of
Bangladesh as part of its advocacy for law and policy reforms to address
institutional obstacles to justice delivery. It regularly undertakes awareness
programs on legal rights for community members in its areas of operation,
including family laws, criminal law and land laws.

2.2 MISSION

BLASTs mission is to make the legal system accessible to the poor and the
marginalized.

2.3 VISION

BLAST envisions a society based on the rule of law in which every individual,
including the poor, marginalized and excluded, in particular women, children,
peoples with disabilities, adivasis, and dalits, have access to justice and in which

2.4 OBJECTIVES

In view of the above vision and mission statement, BLAST's specific objectives
are:

1. To provide free legal aid and to undertake public interest litigation and
advocacy activities to ensure that opportunities for securing justice are not
denied to any person for any reason;

2. To administer a trust fund for establishing and maintaining legal aid and
services units supported by the grants from the Trust;
 3. To establish legal aid/assistance and human rights protection units in the bar
associations and in different localities of the country, including rural areas;

4. To conduct special training programs through which relevant skills and

expertise can be imparted to lawyers, activists and others;

5. To coordinate the activities of the units with other organizations, including

NGOs working in related fields;

6. To publish original research articles and reports about matters useful to

lawyers;

7. To promote improved legal education, including awareness of responsibility

for providing legal aid to disadvantaged persons, and to promote, establish
and maintain national institutions for legal education;

8. To organize seminars, symposiums and extension lectures on various law

subjects for advocates, teachers, law students, and to promote participation
in international conferences, workshops, and training and educational
programs.

2.5 MANAGEMENT COMMITTEES

Each BLAST Unit Office is supervised by a Management Committee. The

Management Committees are composed of the current Presidents and Secretaries
of the local Bar Associations as well as the Presidents and Secretaries of the past
two years, along with five to seven other prominent members of the local bar,
including women, human rights activists and representatives of minority
communities

Dinajpur Unit:

Advocate Mr. Md. Yousuf Ali, President

Advocate Mr. Md. Liaquot Ali, Vice President

Advocate Mr. Md. Nurul Islam, Member

Advocate Mr. Md. Mahmudar Rahaman, Member

Advocate Mr. Profullo Kumar Roy, Member

Advocate Mr. M.A. Wahed, Member

Advocate Mr. Md. Rofiqul Amin, Member

Advocate Mr. Md. Aminul Haque Putul, Member

Advocate Mr Md. Shafiqur Rahaman, Member

 Advocate Ms. Nilufar Rohim, Member

Advocate Mr. Md. Khatib Uddin, Member

2.6 BLAST PROGRAMMES

Most people in Bangladesh have limited access to either the formal or the informal
justice system. This lack of access has particularly adverse effects for women,
children and the marginalised, who face socioeconomic and cultural discrimination
as well as exclusion, and have minimal avenues to voice their problems and seek
redress. BLAST seeks to reach out to this section of society, raising their
awareness and understanding of available rights, remedies and services, and
seeking to ensure greater responsiveness to their needs from within the justice
system.

Legal Aid
BLASTs core activities focuses on legal aid (advice, referral, mediation, litigation
and community awareness) for the poor and those who are marginalized, related
research, advocacy (including public interest litigation) and communications to
address discriminatory and arbitrary laws. We also undertake capacity building and
training for key actors in the justice system.
Public Interest Litigation (PIL)
Alongside individual legal aid, BLAST undertakes strategic litigation, or public
interest litigation, as a key part of its advocacy for law and policy reforms to
ensure effective legal protection of rights.

Capacity Building
BLAST aims to improve access to justice by building the capacity of legal service
providers and other actors in the justice sector. BLAST's activities in this area
include staff training; capacity building for management committee members and
panel lawyers; awareness programmes for clients; capacity building on rights and
collaborative events to strengthen justice delivery focused on the remedies
available

Advocacy and Networking

BLAST organises a number of advocacy meetings, workshops and seminars on a
range of issues to not only facilitate changes in Bangladeshs laws, but also
increase discourse around issues of justice in Bangladesh.
To ensure a just and accessible legal system in Bangladesh, it is also essential to
forge and strengthen existing partnerships and strategic alliances in all our key
areas of work. We work closely in formal and informal networks with other
organizations and coalitions both nationally and locally, including on
documentation research, investigation, advocacy and public interest litigation.

Research
BLAST's research activities are complementary to its legal aid and public interest
litigation and advocacy activities. BLAST conducted several small scale research
studies on various issues, relating to its ongoing advocacy including
implementation and follow up of Supreme Court judgments.

3.1 Basic human resource issues

1 Equal Employment Opportunity policies

2 Employee classifications

3 Workdays, paydays, and pay advances

4 Overtime compensation

5 Meal periods and break periods

6 Payroll deductions

7 Vacation policies

8 Holidays

9 Sick days and personal leave (for bereavement, jury duty, voting, etc.)
10 Performance evaluations and salary increases

11 Performance improvement

12 Termination policies

3.2 HR Policy: Bangladesh Legal Aid and Services Trust

Respect: BLAST affirm the dignity, potential and contribution of

participants, partners, donors & staff.

Integrity: BLAST act consistently being honest and transparent in what we

do and say, and accept responsibility for our collective and individual
actions.

Commitment to Service: BLAST work together effectively to serve the

larger community.

Excellence: BLAST constantly challenge ourselves to the highest levels of

learning and performance to achieve greater impact.
 Diversity: BLAST value, respect, and fully benefit from each individual's
unique qualities and abilities, in order to fulfill and strengthen our vision and
mission

3.3 Human Resources Management: Bangladesh Legal Aid and Services Trust

Staffing decisions are among the most important decisions that nonprofit
organizations make. Just as businesses and organizations of all sizes and areas of
operation rely on their personnel to execute their strategies and advance their goals,
so too do nonprofit groups. It follows, then, that BLAST need to attend to the same
tasks as profit-seeking companies do when they turn to the challenges of
establishing and maintaining a solid work force. To accomplish this, BLAST have
to address the following six personnel issues, as delineated in the Small Business
Administration publication Human Resources Management:

Assessing personnel needs

Recruiting personnel

Screening personnel

Selecting and hiring personnel

Orienting new employees to the organization

Deciding compensation issues

"An effective non-profit manager must try to get more out of the people he or she
has," wrote Peter F. Drucker in Managing the Non-Profit Organization. "The yield
from the human resource really determines the organization's performance. And
that's decided by the basic people decisions: whom we hire and whom we fire;
where we place people, and whom we promote. The quality of these human
decisions largely determines whether the organization is being run seriously,
whether its mission, its values, and its objectives are real and meaningful to people
rather than just public relations and rhetoric."

3.4 ASSESSING ORGANIZATION NEEDS

A key component of any endeavor to build a quality core of personnel is an honest

assessment of current and future internal needs and external influences. Leaders
and managers of nonprofit organizations should study workload history, trends in
the larger philanthropic community, pertinent changes in the environment in which
they operate (layoffs, plant closings, introduction of a new organization with a
similar mission, legislative developments, etc.), personnel demands associated with
current and planned initiatives, operating budget and costs, and the quality and
quantity of the area worker pool, both for volunteer and staff positions. Moreover,
all of these factors need to be studied within the framework of the organization's
overarching mission statement. As many nonprofit leaders have noted, adherence
to other general business principles (sound fiscal management, retention of good
employees through good compensation packages, etc.) is of little solace if the
organization loses sight of its missionit's reason for beingin the process.
Writing in Human Resources Management, Gary Roberts, Carlotta Roberts, and
Gary Seldon noted several fundamental business principles concerning assessment
of personnel needs that apply to nonprofits as well. These principles include:

Fill positions with people who are willing and able to take on the job.

Providing accurate and realistic job and skill specifications for each position
helps ensure that it will be filled by someone capable of handling the
responsibilities associated with that position.

Written job descriptions are essential to communicating job expectations.

Employees who are chosen because they are the best available candidates
are far more likely to have a positive impact than those who are chosen on
the basis of friendship or expediency.

Performance appraisals, when coupled with specific job expectations, help

boost performance.

"The process of selecting a competent person for each position is best

accomplished through a systematic definition of the requirements for each job,
including the skills, knowledge and other qualifications that employees must
possess to perform each task," the authors concluded. "To guarantee that personnel
needs are adequately specified,
1 conduct a job analysis,

2 develop a written job description, and

3 prepare a job specification."

3.5 RECRUITING, SCREENING, AND SELECTING ORGANIZATION

WORK FORCE

Recruiting

For many nonprofit organizations, publicizing its very existence is the most
important step that it can take in its efforts to recruit staff and volunteers alike. This
is especially true if one wishes to encourage volunteers to become involved.
Volunteers are the life-blood of countless nonprofit organizations, for they attend to
the basic tasks that need performing, from paperwork to transportation of goods
and/or services to maintenance. Writing inQuality Management in the Nonprofit
World, Larry W. Kennedy noted that "they supply valuable human resources
which, when properly engaged, can be worth tens of thousands of dollars in
conserved personnel costs to even the smallest organizations."
Nonprofit groups rely on two basic avenues to publicize their work and their
staffing needs: local media (newspapers, newsletters, radio advertising, billboards,
etc.) and other community organizations (municipal governments, churches, civic
groups, other nonprofit organizations, etc.) Many nonprofit groups have found that
contact with some community organizations, particularly churches and civic
groups, can be particularly rewarding since these organizations already have
members that may be predisposed toward lending a hand.

Screening and Selection

The interviewing process is another essential component of successful staffing for

nonprofit groups. This holds true for volunteers as well as for officers, directors,
and paid staff. Indeed, Larry W. Kennedy remarked in his book that "volunteers
should be recruited and interviewed systematically the same way you would recruit
paid staff. An orderly and professional approach to volunteer management will pay
off handsomely for your organization. What you do in the recruitment phase of
your work will set the standard for volunteer performance. If you are disciplined
and well organized, you will often attract more qualified volunteers."
Managers of nonprofit organizations should make sure that they do the following
when engaged in the process of staffing, screening and selection:

Recognize that all personnel, whether they are heading up your

organization's annual fundraising drive or lending a hand for a few hours
every other Saturday, have an impact on the group's performance. Certainly,
some positions are more important than others but countless nonprofit
managers can attest to the fact that an under-performing, unethical, or
unpleasant individual can have an enormously negative impact on
 organization morale and/or organization reputation in the community. This
can be true of the occasional volunteer as well as the full-time staff member.

Use an application form that covers all pertinent areas of the applicant's
background.

Ensure that your screening process provides information about an

individual's skills, attitudes, and knowledge.

Try to determine if the applicant or would-be volunteer is interested in the

organization for legitimate reasons (professional development and/or
advancement, genuine interest in your group's mission) or primarily for
reasons that may not advance your organization's cause (loneliness,
corporate burnout, etc.).

Objectively evaluate prospective employees and volunteers based on criteria

established in the organization's job specifications.

Be realistic in putting together your volunteer work force. "Managers cause

most of the problems with volunteers by making unreasonable assumptions
about their intentions and capabilities," wrote Kennedy. An organization that
sets the bar too high in its expectations of volunteers (in terms of services
provided, hours volunteered, etc.) may find itself with a severe shortage of
this potentially valuable resource.
 Recognizing that would-be volunteers and employees bring both assets and
negative attributes to your organization, nonprofit groups should be flexible
in accommodating those strengths and weaknesses. "If you want people to
perform in an organization, you have to use their strengthsnot emphasize
their weaknesses," said Drucker.

Organizations that pay attention to these guidelines will be far more likely to enjoy
positive and lasting relationships with their volunteers and staff than those who fill
their human resource needs in haphazard fashion. As Kennedy said, "the time to
begin evaluating the probable reliability of human resources is prior to their
insertion into your internal structure."

3.6 ORIENTING STAFF AND VOLUNTEERS TO THE ORGANIZATION

Training is a vital component of successful nonprofit organization management.

But many nonprofit managers fail to recognize that training initiatives should be
built for all members of the organization, not just those who are salaried
employees. "Specialized training should be designed for every person in the
organization, including board members and volunteers," contended Kennedy. "The
principles of quality management should be reinforced in each phase of training,
with generous opportunities given to the trainees to talk about their questions and
concerns'. If we select and train people with well-established and consistently
implemented guidelines, we greatly increase the potential for team building.
Beyond that, a common objective, a commitment to quality, a sincere concern for
the team members, and a dedicated leader can cause wonderful things to happen.
When those factors are not present, things can occur that are not so pleasant'.
Volunteers who are shoddily intruded into an organization's processes or who are
not well managed can create chaotic inconsistency in services. The additional,
time, energy, and money needed to clean up well-intentioned but off-target
volunteer efforts can quickly offset any gains provided by their services."
Poor Performers
Many nonprofit organizations find that at one point or another, they must address
poor performance by a member of the organization. When that person is a paid
member of the staff, dealing with the issue is in many respects no different than it
would be in the for-profit world. Organizations of all types have a right to assume
certain standards of performance from paid employees, and if that standard is not
met, they should by all means take the steps necessary to ensure that they receive
the necessary level of performance from that position, even if that means firing a
poor worker.
The situation becomes more complex when the person is a volunteer, however. The
volunteer worker is an essential element of many nonprofit organizations, and the
primary characteristics of volunteerismselfless servicemake it difficult to
remove poor performers. In addition, insensitive handling of one volunteer can
have a negative impact on other volunteers upon which your organization relies.
Nonetheless, Kennedy stated that "volunteers should be held accountable just as
though they were being paid top dollar to work. This does not mean that you can
be careless about people's feelings. Even for-profit managers have learned that
managing and supervising requires certain social graces and sensitivity to every
individual. However, the reluctance of nonprofit managers to hold volunteers
accountable to reasonable levels of performance or to terminate bad volunteer
relationships can be their downfall."
Drucker noted that most nonprofits will, sooner or later, have to deal with people
"who volunteer because they are profoundly lonely. When it works, these
volunteers can do a great deal for the organizationand the organization, by
giving them a community, gives even more back to them. But sometimes these
people for psychological or emotional reasons simply cannot work with other
people; they are noisy, intrusive, abrasive, rude. Non-profit executives have to face
up to that reality." If all else fails, such disruptive volunteers should be asked to
leave. Otherwise, other members of the organization, including the executive, will
find that their capacity to contribute is diminished.
Drucker agreed that dismissing an under-performing or otherwise undesirable
volunteer can be a difficult task. "The non-profit executive is always inclined to be
reluctant to let a non-producer go. You feel he or she is a comrade-in-arms and
make all kinds of excuses," he granted. He contended that nonprofit managers
should adhere to a basic guideline in such instances: "If they try, they deserve
another chance. "If they don't try, make sure they leave'. An effective non-profit
executive owes it to the organization to have a competent staff wherever
performance is needed. To allow non-performers to stay on means letting down
both the organization and the cause."

3.7 COMPENSATING THE ORGANIZATION'S EMPLOYEES AND

VOLUNTEERS

Tangible Benefits
As Ted Nicholas noted in The Complete Guide to Nonprofit Corporations,
nonprofit corporations may establish fringe benefits programs for their employees.
People that can be covered under these programs include not only staff personnel,
but also directors and officers. "The benefits," wrote Nicholas, "can be as attractive
as those provided by for-profit business corporations. In addition, the benefits can
be far more economical for the corporation and beneficial to the employees than
any program that could be offered by unincorporated organizations. The nonprofit
corporation can establish an employee pension and retirement income plan. It can
provide for sick pay and vacation pay. It may arrange for group life, accident and
health insurance coverage for its officers and employees. It can elect to cover its
employees' personal medical expenses that are not covered by the group insurance
plans, provided that the corporation can pay all or part of the cost of the various
employee benefits it sets up. It can require some contribution from the employees
covered by the fringes."
Bruce Hopkins observed in his Legal Guide to Starting and Managing a Nonprofit
Organization that "there is a tendency in our society to expect employees of
nonprofit organizations to work for levels and types of compensation that are less
than those paid to employees of for-profit organizations. Somehow, the nonprofit
characteristics of the organization become transferred to the 'nonprofit' employee."
Hopkins goes on to note that while this perception may indeed be a reality because
of the budgetary constraints under which many nonprofit organizations operate, in
other instances employees do not feel entitled to compensation levels that are
offered to employees of for-profit businesses. In fact, some nonprofit groups feel
no obligation whatsoever to provide comparable levels of compensation in terms of
salary, benefits, etc., relying instead on the altruistic leanings of those who become
involved. Organizations that operate under these assumptions are short sighted and
run the risk of losing out on many talented people. Indeed, Hopkins pointed out
that "many nonprofit organizations, particularly the larger ones (universities,
hospitals, major charities, and trade associations), require sophisticated and
talented employees. Because these individuals are not likely to want to be
'nonprofit' employees, nonprofit and for-profit organizations compete for the same
pool of talented persons. This competition extends not only to salaries but also to
benefits and retirement programs."
Experts indicate that although the compensation packages that are offered by
nonprofit organizations are constrained by the so-called private inurement doctrine,
which holds that the profits realized by a nonprofit organization can not be passed
along to private individuals (as dividends are passed along to shareholders in a for-
profit enterprise), they can still offer attractive compensation packages to
employees provided that they are judged to be "reasonable." When weighing
whether it considers compensation to be reasonable, the Internal Revenue Service
studies whether compensation arrangements exceed a certain percentage of the
organization's gross revenues. Excessive compensation can be penalized by
imposition of additional taxes and fines, but the most damage to organizations who
do this can often be found in the realm of reputation; few allegations are more
damaging to a nonprofit organization's community standing than the charge that it
is bestowing excessive compensation (in the form of salary, country club
memberships, etc.) to top executives or others.

Intangible Benefits
Successful managers of nonprofit organizations recognize that the people who
compose their organizations' work forcevolunteers, employees, officers, and
directors alikeare often participating in the group at least in part for altruistic
reasons. Indeed, Drucker noted that "although successful business executives have
learned that workers are not entirely motivated by paychecks or promotionsthey
need morethe need is even greater in non-profit institutions. Even paid staff in
these organizations need achievement, the satisfaction of service, or they become
alienated and even hostile. After all, what's the point of working in a non-profit
institution if one doesn't make a clear contribution?"
Leaders of nonprofit organizations, then, need to always be on the lookout for
ways in which they can show their paid staff, their volunteers, and their leadership
how their involvement in the organization is making a difference, whether the
group is involved with ministering to the economically disadvantaged or devoted
to protecting a beloved natural resource. As Father Leo Bartel, Vicar for Social
Ministry of the Catholic Diocese of Rockford, Illinois, told Drucker, "We give
[volunteers] opportunities to deepen in themselves and in each other the sense of
how important the things are that they are doing."
4 RECOMMENDATION

The human resource management of BLAST is running wealthy. But some factors
should be included and be conscious which are suggested below:

1. Human resource information system (HRIS) should be used widely. Modern

technology, equipment and material should be linked in this system.

2. Human resource management of BLAST Identifying and establishing the

legal framework.
 3. The employee complaint box should be set up in HRD so that the HR
specialist can realize the employees problem and can solve.

4. Transportation facilities should be given to the employees.

5. Transparent Communication of HR Strategies with Employees should be

established.

5 CONCLUSION

NGO services are really different from other significant way. It involves totally
different strategies and tactics regarding to perform social responsibilities. BLAST
made an evaluation in the Non-Governmental Organization (NGO) sector in
Bangladesh. Recruitment and Selection is a foundation of Human Resource
Management (HRM) practices and its integration to business is critical to achieve
organizational strategic goals. Better recruitment and selection strategies result in
improved organizational outcomes. The existence of a written and well-publicized
procedure ensures that everyone knows precisely what steps need to be taken when
dealing with certain significant and possibly recurring employment issues.
The Human resource system of BLAST is strong, supportive to its employees as
well as the HRM coordinate the other department in an effective way so that the
organization goals can be achieved. The corporate culture at BLAST grew over last
9 years is such that the members of the staff have ample opportunities to take
initiative and responsibilities. The challenge is to maintain a business like
committed corporate culture that matches BLASTs mission. Organization success
depends on the skill manpower and skill man power provided by the human
resources department. Now-a-days the role of HR is very important. The biggest
multinational company control there large amount of employee through HR.
Organizations throughout the world are quickly changing and improving the
quality. This quality is control by the appraisal process, which include a Varity of
assignment. Retention of excellent employee is one of the most important
challenges in organizations today.