A Critical Review of Talent Resourcing and Succession Planning in Kazi Farms Group

Abstract

This internship report is a major requirement of Bachelors of Business Administration (BBA) Program at United International University. After finishing all academic courses of BBA program students are left with Internship Program which is treated as a course (Course Code: INT 4399). Students are required to undertake a three (03) months internship program at an organization to acquire real life job experience. I have done my internship at Kazi Farms Group (KFG) which is one of the largest agro-industrial groups of Bangladesh, active in various business areas including Poultry, Hatchery, Feed-Mill, Ice Cream, Frozen Food, Information Technology and Television Channel. As an intern I was placed at the corporate office and I worked with the Talent Acquisition team under the Human Resources department.

As part of internship report I have chosen the topic: - A critical review of Talent Resourcing and Succession Planning in Kazi Farms Group (KFG). This report aims to focus on Human Resource practices of KFG particularly talent resourcing and succession planning. I have tried to review the current practices at KFG related to talent resourcing and succession planning and how are they different (if applicable) from modern talent acquisition and succession planning practices. In order to do that I have first touched on the basic understanding of Talent Resourcing and Succession Planning. Then this report discusses about the modern worldwide practices of Talent Acquisition and Succession Planning and their benefits to organizations.

As the largest poultry company of Bangladesh KFG has a very structured Human Resources (HR) department. KFG has somewhat a centralized HR department where most of the HR functions are controlled and performed from corporate office HR. However, there are HR representatives at some factories and in other operational units HR functions are done on a minor scale and these activities are done under ER (Employee Relations) department. Compared to other local large organizations of Bangladesh, KFG has tried to incorporate most of the modern HR practices. However, if compared to Multinational Companies (MNCs) of the country, KFG is still lacking behind in few cases most particularly in terms of employee benefits.

The purpose of this review is to understand how Talent resourcing and Succession Planning help a large poultry company of Bangladesh like Kazi Farms. Not just that but also the benefits it could obtain through practices of such concepts and while continuing the processes, the degree of obstacles the company faces.

Talent resourcing plays a vital role in KFG's business operation and for business expansion. KFG is a large organization having more than 7,500 full-time permanent employees. Apart from permanent employees it has another 3,000 temporary, casual and contractual employees. Although HR management at KFG focuses at employee retention but it is very obvious for all organizations to have employee turnover. And at KFG recruitments are done on a big scale to fill-up the existing vacancies. On the other hand KFG is expanding its business every year with new business concerns. When a business concern is started, at the very first place it needs employees. So from these two standpoints, talent resourcing helps KFG to cope with employee turnover and to equip new business concerns with required workforce. Then again, succession planning helps the company to bring high profile employees forward and to prepare them for taking over future leadership position.

The last part of my report is about findings and recommendations. In this section I found the positive and negative sides about their present Talent resourcing and Succession Planning practices. So, based on the findings I recommended solutions for KFG about their present Talent resourcing and Succession Planning practices.