Raju Prime

8/9/2019 Raju Prime

1/25

The recruitment and selection (also recruitment and staffing) belongs to value added HR Processes. Therecruitment is about the ability of the organization to source new employees, eep the organization

operating and improving the !uality of the human capital employed in the company. The !uality of the

recruitment process is the main driver for the satisfaction of managers with the services provided byHuman Resources.

The main goal of the recruitment and selection is about finding the best recruitment sources, hiring

the best talents from the "ob maret and eeping the organization competitive on the "ob maret. The

recruitment and selection process is about managing high volumes of "ob resumes and the ability tochoose the right candidates and pushing them !uicly through the organization. The recruitment process

usually needs a strong support by the dedicated recruitment software solution. #t can be provided

e$ternally, or the software can be run internally. %any vendors provide the recruitment softwaresolution, but the organization has to choose carefully the right solution to meet its needs.

The recruitment process needs a complete process description. #t is not possible to solve the "ob candidates individually. HR

Recruiters have to follow the process, and they have to eep the candidates flowing to right managers toachieve the consensus, and decision about the hire !uicly. The described process helps to set andachieve the right limits. The performance of the recruitment process has to be measured, analyzed, and

new, innovative recruitment solutions have to be implemented.

The recruitment is the e$pensive HR Process, and it eats a large proportion of the HR budget. The

recruitment is about time to hire and the cost of hiring in most organizations. The HR is responsible forthe proper management of the process to improve the performance of the recruitment process to eep the

managers satisfied.

8/9/2019 Raju Prime

2/25

The competitive HR management always starts with the competitive recruitment process. Theorganization builds the competitive advantage with its employees. The recruitment process has to

determine the best sources on the "ob maret. The HR Recruiters have to utilize the recruitment sources

and managers have to mae the right and !uic hiring decisions. This is the basic set&up of thecompetitive recruitment process.

Main Recruitment and Staffing Areas

Recruitment

• Recruitment Process 'escription

• #nternal Recruitment

• $ternal Recruitment

• Recruitment ources %anagement

• Recruitment *gencies %anagement

• Recruitment +utsourcing

• Recruitment oftware

Staffing

• eneral taffing Rules and Principles

• -ob 'esign and -ob 'escriptions

• +rganizational 'esign and +rganizational Planning

• Headcount Planning and Headcount %anagement

• -ob acancies %anagement

• Talent ap *nalysis

8/9/2019 Raju Prime

3/25

CHAPTER 2Recruitment and Selection Process of Prime Bank Limited

8/9/2019 Raju Prime

4/25

8/9/2019 Raju Prime

5/25

The main ob"ectives of Prime /an 0imited are to attract and retain highly !ualified people who

will perform best in their particular positions. The ban not only tries to attract well&!ualified

candidates but also tries to identify and recruit people who are really interested to wor in the

ban for a certain period of time.

The recruitment philosophy of P/0 is as follows3

? P/0 usually follow internal recruitment but when the need arises they go for e$ternal

recruitment to fill up the vacancies.

? P/0 always lies to hire people for long period of time, ban give more emphasis on them

who wants to get promoted to mid level positions.

The corporate culture of P/0 is to treat employees with e$traordinary employee not general

employee. Together they form a family and they have a close bond which motivates them to wor

as a team.

Types of Recruitment:

P/0 practices two types of recruitment

4early recruitment3 this is done each year, according to the HR plan

2eed&based recruitments3 this is done when there is a sudden vacancy

!"!# Recruitment Sources and Methods:

P/0 usually promotes from within the organization. /ut it also recruits from e$ternal sources.

The e$ternal sources are3

? 'ifferent universities

? 5ompetitors and other organizations

? 6nsolicited applicants

Recruitment form campus generally handled by the HR division and the planning for this has

done based on the annual manpower plan. *t first the respective department maes a shortlist of

candidate. Prime /an recruits from campus for entry level positions. The plan for campus

8/9/2019 Raju Prime

6/25

recruitment will have to tie up with the placement season of various universities that are targeted

for recruitment. . The HR 'ivision needs to identify a set of campuses based on the courses

conducted there, any past e$perience of candidates from these campuses and the emerging

re!uirements of the ban.

The HR 'ivision will need to tae a decision regarding the source of e$ternal recruiting

considering variables lie 7

? *vailable pread of candidates

? 5ost #mpact

? Time needed

*nd the e$ternal recruitment methods include3

? *dvertising in newspaper and company website

? mployee referral

? #nternship

8/9/2019 Raju Prime

7/25

!"! Selection Process:

'ifferent types of selection process are described in below.

Receipt of Application:

This is the first selection step to "oin P/0. 5andidates either send their 5s in application for a

specific vacancy, or they send unsolicited 5s for any suitable position. There is a bo$ in front of

the HR division where interested person drop their unsolicited 5. The HR division collects "ob

applications against each "ob vacancy. #n case of newspaper advertisements, the applicants are

given at least 8 wees to apply. *fter a specific period, each and every "ob is closed for applying.

Sorting out Applications:

The ne$t step is the short listing of 5s. 6sually the HR division is occupied in the short listing.

/ut the HR division may hand over this step to the respective divisions to save time. To recruit

e$perienced baners, 5s may be sorted out from the collection of unsolicited 5s received. +r,

another possibility is to find out e$perienced and competent baners in other bans. +nce

potential candidates are thus found out, they are contacted and called for an interview.

$nforming %andidates:

*fter short listing of the 5 and choosing the suitable candidates, HR division inform the

candidate over phone about written test (ntry level) or interview (%id level). 1or written tests,

the ban issues admit cards through courier services seven to ten days prior to the e$am.

&ritten Test:

The employment test is generally aptitude test which measures candidates‟ verbal ability,

numerical ability, reasoning ability. enerally P/0 tae written test for entry level position lie

Trainee assistant and for %T level. ometime /#/%9#/* taes the written test on behalf of P/0.

8/9/2019 Raju Prime

8/25

$nterview:

P/0 has an interview panel consisting of HR professionals and top level management to conduct

biasfree and smooth interview session. 1or selecting %T‟

s basically %', '%' and Head of HR conduct interview session. 1or recruiting e$perienced professionals several interviews may be

conducted.

'inal Approval (y %ompetent Authority:

*fter the interview session the candidate are evaluated by the interview panel. The management

team decides which one will be selected. *fter that an :offer letter ‟ is made for the candidate.

+nce the candidates accept the :offer letter ‟, they are given the :*ppointment letter ‟. Re"ected

candidates are not informed.

Physical )*amination:

0ie other ban P/0 also tae physical e$amination of the selected employees whether the

applicant is fit for the "ob or not. P/0 has contract with Popular 'iagnostic 5enter and 5hevron

'iagnostic 5enter, The whole checup is conducted by these two diagnostic centers.

+oining and Placement:

+nce the candidate passed physical e$amination are given the "oining and placement letter. The

newly recruited employees are ased to report their respective "oining place within one wee.

8/9/2019 Raju Prime

9/25

!"!, Mode of Selection Process in Prime Bank Limited:

Receipt of Application

Sorting out Applications

$nforming %andidates

&ritten Test

$nterview

'inal Approval (y

%ompetent Authority

Physical )*amination

+oining and Placement

8/9/2019 Raju Prime

10/25

!"!- %haracteristics to look for in different stages of recruitment:

#n different steps of recruitment, the following characteristics should be looed for3

Preliminary screening *ge, academic !ualifications and performance record

5ritical analysis test %eets minimum standards of mental alertness

#n&depth interview 2ecessary innate ability, ambition, loyalty and interaction sills

erifying biographicaldata from references

2o unfavorable negative reports on past performance

Personal "udgment+verall competence and ability to fit into the "ob position and

the organizationTable 3

8/9/2019 Raju Prime

11/25

!# Recruitment and Selection Policy of Prime Bank Limited:

Recruitment and selection policy are ey thing of recruitment appropriate employees.

Progressive companies pay special attention to recruitment, selection, training, orientation,evaluation, promotion and compensation of $ecutives, +fficers.

Recruitment Procedure:

/an is service oriented organization. The success of a commercial /an largely depends on the

!uality of services offering to the customers. ;uality service are mostly depends on the officers

and e$ecutives. P/0 believes in paying competitive salary and different facilities to the

employees to get ma$imum service out of them. Therefore, the authority of the /an has to be

careful in recruiting the right person for the right "ob.

Recruitment %ategory:

Recruitment in P/0 for re!uired post has to be approved by the board members at the beginning

of each year either through inviting application from prospective candidate of through talent

hunting.

*s far recruitment policy, P/0 recruit people through

8/9/2019 Raju Prime

12/25

? People containing high potential and tae pressure of managerial position are

mostly recruited as %T in Prime /an.

? Prime /an used to tae %T from listed universities in /angladesh lie 'haa

6niversity, /R*5, and 2orth outh 6niversity. +nly /#/% students are directly

recruited as %T.

mployees in 5ore /aning 5adre with professional competences and bacground may move to

/aning upport 5adre service.

'lowchart of Recruitment of Management Trainee:

Receipt of *pplication in

Prescribed form of the /an

orting out of *pplications

Preparation of preliminary

selected list

Holding ?ritten Test where

applicable

5onducting interview >

behavioral competency test

1inal approval by competent

authority

Physical $amination

(%edical Test9 Report)

*ppointment > Placement

8/9/2019 Raju Prime

13/25

8/9/2019 Raju Prime

14/25

!#!0 Recruitment of )*perienced1)*ecutive 2fficials

Prime /an used to focus attention to develop its own manpower through training process. ome

time its costs high because there is a lot difference between armature and professional. #n manycases newly recruited9trained employee !uit the "ob. This brings huge financial loss for the

organization. To overcome this situation P/0 recruit e$perienced officials from other bans. *s

per re!uirement of the ban, e$ecutive officials may be appointed from time to time. #n most of

the cases P/0 does not tae written test for this ind of positions. The selected applicants are

directly gone through interview session with management committee. 1or e$perienced officials

basically "ob e$perience and special training are given more emphasis rather than his educational

!ualification. The cases of selected candidates will be placed before the competent authority for

approval. $ecutive official does not get any probation period@ they can directly start their wor at

their respective places.

!#!0!" Recruitment %riteria:

Prime ban prepare

8/9/2019 Raju Prime

15/25

!#!0!# %riteria to (e followed for )*ecutive12fficials:

Sl! 4ame Re5uirement1%riteria

6 The of &ith

minimum

5ualificat

ions

8/9/2019 Raju Prime

16/25

5ual ifica tions

Posts B!A! 1 B!%om! 1 B!Sc!

G. '%' E years as % or e!uivalent position

in any scheduled /an > minimum

length of service C years.

B years as % or e!uivalent position in

any scheduled /an > minimum length

of service CE years

C. P B 4ears as % or e!uivalent positionin any scheduled /an > minimum

length of service CE years

8 years as % or e!uivalent position inany scheduled /an > minimum length

of service CC years

8. PD 4ears as '%98 years as % ore!uivalent position in any scheduled

/an > minimum length of service CC

years

E years as '%9C years as % ore!uivalent position in any scheduled

/an > minimum length of service CA

years

B. P E 4ears as '%9G year as % or

e!uivalent position in any scheduled

/an > minimum length of service CAyears

8 years as '%9Gyear as % or


/an > minimum length of service Gyears

E. PC years as '%9E years as *% or

e!uivalent position in any scheduled/an and minimum length of service

G years

G year as '%98 years as *% or

e!uivalent position in any scheduled/an > minimum length of service GI

years

I. *P 8 years as *% or e!uivalent

position in any scheduled /an >

C years as *% or e!uivalent position


8/9/2019 Raju Prime

17/25

Sl!

6 4ame

of

The

Posts

Re5uirement1%riteria

&ith minimum 5ualifications &ith higher 5ualifications

B!A! 1 B!%om! 1 B!Sc!

minimum length of service GI years length of service GB years

D. *P C years as *%9B years as P+ or


/an > minimum length of service GB

years

G year as *%98 years as P+ or


/an > minimum length of service GC

years

. 1*P 8 years as P+ or e!uivalent position


length of service GC years

C years as P+ or e!uivalent position in


of service GA years

F. + 8 years as P+ or e!uivalent position in

any scheduled /an > minimum

length of service GA years

C years as P+ or e!uivalent position in


of service years

GA. + 8 years as + or e!uivalent position in

any scheduled /an > minimum

length of service years

GG. P+ B years as +fficer in any scheduled /an

> minimum length of service I

years

GC. + 8 years as +fficer in any scheduled /an

> minimum length of service B

years

C years as + or e!uivalent position in


of service I years

8 years as +fficer in any scheduled

/an > minimum length of service E

years

C years as +fficer in any scheduled

/an > minimum length of service 8

years

Sl!

6 4ame

of

The

Re5uirement1%riteria

&ith minimum 5ualifications &ith higher 5ualifications

Posts B!A! 1 B!%om! 1 B!Sc!

8/9/2019 Raju Prime

18/25

G8. +fficer C years as -unior +fficer in any

cheduled /an > minimum length

of service 8 years.

C years as -unior +fficer in any

cheduled /an > minimum length of

service 8 years.

8/9/2019 Raju Prime

19/25

CHAPTER 4

FINDINGS AND ANALYSIS

8/9/2019 Raju Prime

20/25

The strength of recruitment and selection process of Prime Bank Limited:

i. The management of P/0 cares for the !uality of service as well as the !uality of its

human resources.

ii) The recruitment and selection is !uite fair and s!uare. veryone at the HR 'ivision is

honest and impartial which promotes the environment of accountability.

iii) #nternal growth creates an attachment between the employees and the organization.

%oreover, internal growth has increased the recruitment and selection efficiency of the

HR 'ivision, since it has better nowledge about the applicantsJ nowledge, sills,

abilities and other !ualifications.

iv) The recruitment and selection process of P/0 emphasizes more on who fits the

organization, rather than who fits the "ob. Thus, it has created a uni!ue organizational

culture and the whole HR 'ivision has ensures a friendly and caring woring

environment.

The weakness of Recruitment and Selection Process of Prime Bank Limited:

i. P/0Js HR planning can be made more effective if it is revised more often according to

the change in this fast moving industry.

ii) tatistical measures such as correlation analysis and regression analysis are not applied

to predict and analyze the recruitment and selection re!uirements more precisely.

iii) ;uantitative methods are not practiced in determining utility in recruitment and

selection. There is no feedbac system established to find out the efficiency of the

system and correct its drawbacs.

iv) 2o study is conducted to "ustify the effectiveness of the recruitment tests.

v. Regret letters are not sent to the candidates who are not selected after "oining of the

finally selected candidates.

vi) P/0 does not always chec references properly, which may lead to a grave problem for

the organization.

8/9/2019 Raju Prime

21/25

-!" Recommendation:

G.

Starting online application: P/0 should create an online "ob server, which provides

online application facility. This will ease the hassle of sending hard copy of 5 to office.

This will also provide ban to as the applicants whatever they wants to now. This will

add value to select the participants.

C. Maintaining a 3ata(ase of %7s: The ban should

maintain a database of 5s of all

applicants, which would be easier if applying online is encouraged. P/0 may also

maintain a separate database of candidates who have been selected. 1rom this database it

will be evident after a while, which university graduates are more suitable for the "obs in

P/0. /ecause, it can clearly be seen which graduates are doing better during the

recruitment and selection process of the ban. 1rom then on, P/0 can target and

advertise only in those universities and institutions for candidates.

8. Short8listing of %7s: * proper and ob"ective guideline should be

set before the initial

short listing is done3

#. The 5s received through the sourcing process is firstly screened by the HR

'ivision to determine a fit against the "ob specification. creened and short&listed

applications should then be forwarded to functional heads to draw a short list for

the recruitment e$am or interview.

##. * final short list should be drawn up by the functional units9departments and

forwarded to the HR 'ivision@ enclosing short&listed and re"ected 5s. Re"ected

5s of possible future interest could be sorted in a database. /ut this is not done

in P/0. +nce a 5 is re"ected, no record of it is ept.

###. /ased on the short list received by the HR 'ivision, letters to the short&listed

candidates should be issued specifying a date and time for the interviews.

#nstead, the candidates are called on the phone for the interview.

8/9/2019 Raju Prime

22/25

Testing the 7alidity of the &ritten )*ams: 5urrently, the validity of the written e$ams

is not being tested. P/0 should find out whether their written e$ams are valid, that is,

whether the tests measures what they claim to measure. The written e$ams for the entrylevel positions are usually cognitive aptitude tests which measure a candidateJs verbal

ability, numerical ability, reasoning ability etc. /ut such tests do not assess an applicantJs

ability to perform his9her "ob properly, that is, whether he9she has an understanding of the

duties and responsibilities of the position for which he9she is applying. ThatJs why K"ob

nowledge testsJ may be used along with the e$isting aptitude tests.

E. $ntroducing +o( 9nowledge Tests: * primary advantage of a "ob nowledge test is that

it is by definition "ob&related. * test for any specific organizational "ob can be designed

based on the data gathered from an in&depth "ob analysis. These tests may re!uire written

responses@ they may also be orally administered e$ams. These tests should usually consist

of a few ey !uestions that would distinguish the !ualified from the un!ualified.

I. $ntroducing Assessment %enters: *n assessment center is a selection techni!ue for

identifying management potential. #n assessment centers, potential candidates are

sub"ected to different e$ercises constructed to simulate the "ob for which they are

applying. 5andidates participate in a series of activities similar to those they may be

e$pected to encounter in the actual "ob. These activities may include management games,

leaderless discussion groups, moc interviews and other simulations. * team of assessors

observe and evaluate the participants. /oth -ob nowledge tests and assessment centers

can evaluate how a candidate will perform in the actual "ob. P/0 should thin about

introducing assessment centers as one of its selection tools.

D. Realistic +o( Preview: %any candidates have unrealistic e$pectations about a

prospective "ob or employer. These wrong perceptions can have negative conse!uences

later for an organization if such candidates are hired, e.g., "ob dissatisfaction, absenteeism

and turnover. To correct this situation, P/0 should provide a clearly written "ob

description to the candidates as well as a realistic "ob preview before recruitment so that

the candidate can have a clear picture about the "ob he9she is going to tae and the

8/9/2019 Raju Prime

23/25

organization he9she is going to wor for. * realistic "ob preview should

convey both positive and negative aspects of the "ob and the organization

ob"ectively and in an

unbiased manner. . Background $nvestigation: Reference checs should be done

only for candidates who

have been approved by the recruitment panel for the "ob. Reference checs

should be carried out for all potential permanent employees. This is

important in order to verify information and ensure that the organization is

aware of any serious problems in the candidateJs past. There are several

different bacground checs that can be done on

potential candidates.

F. $nterviews: The interviews need to be made more structured, which

would contain only

"ob related !uestions and each !uestion will have a specific answer. This

way, the interview will be more reliable, ob"ective and fair. *lso, it is a

common practice in P/0 for the %' and '%'s to be present in the

interview board even for interviewing candidates for %T or T*. This

wastes their valuable time. The fresh candidates can be

interviewed by more "unior level e$ecutives.

GA. $nterviewer Training: 0ac of training is a serious interviewing

problem. P/0 does not

provide any interviewing training for its managers. /ecause of this lac of

training, goals

are not set for the interview, the wrong !uestions are ased. , the right

information is not secured, biases are not controlled, poor selections are

made etc. P/0 should start training

its managers on better interviewing techni!ues.

GG. Stop Policy 7iolation: There has been policy violation of the

recruitment and selection

policy in terms of criteria and procedure violation. 1or e$ample, it is against the

policy to recruit interns from universities that are not in the list given in the policy.

/ut the graduates of such universities that are not listed in the policy are being

recruited as interns. *lso graduates from listed universities but not having the

8/9/2019 Raju Prime

24/25

re!uired 5P* are also recruited as interns sometimes. These sorts of policy

violations occur as a result of re!uests of high officials. *n e$ample of procedure

violation has been going on for !uite some time.

8/9/2019 Raju Prime

25/25

%onclusion

The success of a commercial ban depends largely in the !uality of service

rendered to the clients. ;uality of service depends on the competence and the

!uality of the employees of the organization. Therefore, the authority of P/0 has

to be careful in recruiting the right person for each "ob. *s has been seen, the

recruitment and selection process of P/0 has rooms for improvement. The

policy and process should be revised. o although the process they have been

adopting so far has been somewhat effective, to adapt to the changing times, the

process should be revised and streamlined.

Documents

Raju Prime