Recruitment Process of Brac Bank Limited.doc

8/10/2019 Recruitment Process of Brac Bank Limited.doc

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A study onRecruitment And

selection process of

BRAC Bank Ltd.

Bangladesh Institute of Management


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A study onTerm Paper

On

Recruiting Process on BRACBank

Submitted To:---------------------------

Md.Mahbub ul AlamSenior Management Counsellor

Head, Training of Trainers (ToT) & Behavioral Management Division

&Member Secretary, ost !raduate Di"loma Courses

Submitted By:--------------------------

Sabyasachi Bosu

!D#H$M$oll% 'H*




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Date of Submission: December 21 2!1"

Letter of Transmittal

December 21, 2014

Md.Mahbub ul Alam

Senior Management CounsellorBangladesh +nstitute of Management

Subect- .etter of Transmittal

Dear Sir,

/ith great "leasure + submit my $ecruitment and Selection "rocess re"ort on 0B$1C

Ban2 .imited34 that you have assigned to me as an im"ortant re5uirement of !D#

H$M course3 + have found the study to be 5uite interesting, beneficial & insightful3 + have

tried my level best to "re"are an effective & creditable re"ort3

The re"ort contains a detailed study on $ecruitment and Selection "rocess & a loo2 at

ho6 it is done in the "ractical 6orld3 Here + have gathered information through different

sources such as 6ebsites and actual intervie6s from my Su"ervisor of 0B$1C Ban2

.imited34

+ also 6ant to than2 you for your su""ort and "atience for me and + a""reciate the

o""ortunity "rovided by you through assigning me to 6or2 in this thoughtful "roect3

7ours sincerely,

Sabyasachi Bosu

+D %'H*



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Acknowledgement

Com"letion of this re"ort has made me grateful to a number of "ersons3 8irst of all + 6ould

li2e to ac2no6ledge my su"ervisor and teacher Md.Mahbub ul Alam not only for giving the

o""ortunity to "re"are the re"ort but also for "roviding me the o""ortunity to im"rove the

re"ort by e9tending the submission deadline on this semester3 He 6as also available 6hen +

needed her for hel", suggestions and guidelines3 + am also grateful to Ms. Tahniyat Ahmed

Karim, Head of Human $esources, B$1C Ban2 .td33 for giving me the valuable o""ortunity

to do my internshi" in her de"artment and su""orting me 6ith 2no6ledge and resources3 + am

also grateful to the entire H$ Team of B$1C Ban2 .td33 as they have al6ays been there for

me 6hen + needed them the most3 Their active "artici"ation to all my 5uestions, 5ueries

during my internshi" has made this ourney a true success3 + 6ould li2e to name here Md.

Rezaul Amin (Head of $ecruitment, Com"ensation & Benefits), Md. Shanidul Bari (H$

$elationshi" Manager, /holesale Ban2ing), Mr. A.R.M Ru!unuzzaman (Manager,

Com"ensation), Mr. Abdullah "arun Imam (Manager, $ecruitment), Mr. #olum

Mahabub $%i&e 'resident and Bran&h Manager-Khulna( ), than2s to all of them for

"roviding valuable suggestions and information in "re"aring this re"ort3 +t 6as my "rivilege

and + am truly honored 6or2ing 6ith such a 6onderful team3



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Executive Summary

B$1C Ban2 .imited, one of the latest generation of commercial ban2s started its ourney on

:uly ', * and in ust years "roved to be country;s fastest gro6ing ban23 B$1C Ban2,

a fully o"erational Commercial Ban2, focuses on "ursuing une9"lored mar2et niches in the

Small and Medium ational success3



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Table o Contents

Contents #a$es

Title +

.etter =f Transmittal ++

1c2no6ledgment +++


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'3 1nalysis and 8indings *E#@

'3* Ste"s in the Human $esource lanning rocess @#@*

'3@ The $ecruitment rocess & The Team @@

'3' Mode of


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!ist o Tables

Contents #a$esTime Schedule A

Selection rocess @E



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!ist o "igures

Contents #a$esBBL Distribution Network

:ob !rades @

Chapter 1: Introduction

1.1 %ntroduction



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B$1C Ban2 .imited is a full service scheduled commercial ban23 +t has both local and

+nternational +nstitutional shareholder3 The ban2 is "rimarily driven 6ith a vie6 of creating

o""ortunities and "ursuing mar2et niches not traditionally meet by conventional ban2s3 B$1C

Ban2 has been motivated to "rovide 0best#in#the#class4 services to its diverse assortment of

customers s"read across the country under an on#line ban2ing dais3

1t "resent, B$1C Ban2 is one of the fastest gro6ing ban2s in the country3 +n order to su""ort the

"lanned gro6th of its distribution, net6or2 and its various business segments, B$1C Ban2 is

currently loo2ing for im"ressive goal oriented, enthusiastic, individuals for various business

o"erations3

The ban2 6ants to build a "rofitable and socially res"onsible financial institution3 +t carefully

listen to the mar2et and business "otentials, +t is also assisting B$1C and sta2eholders to build a

"rogressive, healthy, democratic and "overty free Bangladesh3 +t hel"s ma2e communities and

economy of the country stronger and to hel" "eo"le achieve their financial goals3 The ban2

maintains a high level of standards in everything for our customers, our shareholders, our

ac5uaintances and our communities u"on, 6hich the future affluence of our com"any rests3

According to the Half-Yearly inancial !tatement of "#$#- the number of

%m&loyees including contractual engaged for the whole year or &art there of

'who recei(ed a total yearly remuneration of )k* +,### or abo(e. were ,+#,

where as the total number of em&loyees were /#/0 as the same &eriod of

&er(ious year*

1.2 %mportance of the Study:

There is no doubt that the 6orld of 6or2 is ra"idly changing3 1s "art of an organi>ation

then, H$M must be e5ui""ed to deal 6ith the effects of the changing 6orld of 6or23 8or

them this means understanding the im"lications of globali>ation, technology changes,

6or2force diversity3 Changing s2ill re5uirements, continuous im"rovement initiativescontingent 6or2force, decentrali>ed 6or2 sites and em"loyee involvement are the issue

for confront3 Fo6 it is a big challenge for the H$M to su""ort the organi>ation by

"roviding the best "ersonnel for the suitable "osition in shortest "ossible tome3 Starting

6ith recogni>ing the vacancies and "lanning for them is a great tas23 Moreover, selecting

attracting the suitable candidates and selecting the best "erson in time is a challenge3

The cost of the recruitment is significant3 So, "ro"er "lanning and formulate those "lan isthe tas2 that re5uire more focus and im"rovement3


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vital "art3 $eali>ing this need, 6e tried to find the difference and similarities bet6een

theoretical as"ects 6ith the "ractical ste"s ta2en by the com"any3 /e too2 an attem"t to

demonstrate the feature for the further im"rovement3

1.& 'b(ecti)e of the study:

*eneral 'b(ecti)e:

The general obective of the study is

To "re"are study on 0$ecruitment rocess of B$1C Ban2 .imited34

Speci+c 'b(ecti)e:

The s"ecific obectives of this study are-

To understand the recruitment and selection "rocedure follo6ed by BB.

To e9"lore the various sources of recruitment follo6ed by BB.3

To identify the factors influencing the recruitment of BB.3

To understand the differences bet6een the theoretical study and "ractical e9"osure3

To measure the effectiveness of recruitment and selection "rocedure of BB.3

1." ,ey -ariables:

The ey variables of B$1C Ban2 .imited-

Human $esource lanning of BB.

Succession lanning of the BB.

Cultural Develo"ment

Sources of $ecruitment

8actors of $ecruitment

rocess of $ecruitment

/or2ing


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+nformation has been collected from e9isting em"loyees of B$1C Ban2 .imited (hulna

Branch#Sib Bari Branch and 3D3 !hosh $oad Branch)3 +t has been congregated through the

direct intervie6 of to" level, mid level and unior em"loyees of this ban2 6ith the hel" of

o"en and close ended 5uestionnaires3 But it has been very difficult to gather the actual

information of recurrent "rocess from divisional branches because no "articular H$ Section

is situated here3 But 6ith the hel" of theoretical and "ractical 2no6ledge, + have tried to

im"lement my observation in this study3

1./ 0ethodolo$y*

/.1 Samplin$

1 total of @ sam"les have addressed to collect data3 =ut of @ sam"les, have been to" andmidlevel em"loyees and rest of * have been the unior level em"loyees3

/.2 Source of Data

Both "rimary and secondary data sources have been used to generate this "ro"osal3 The

secondary data sources are revie6 of from

Different Boo2s of H$M,

Manuals of B$1C Ban2 .imited3

Monthly Study of H$

B$1C Ban2 /ebsite

H$ olicy of B$1C Ban2 .imited

/.& Data collection tools and techniues

rimary data sources has structured 5uestionnaire and those 6ill be close ended3 Data has

been analy>ed manually using "ro"er statistical tools

/." Study Area

B$1C Ban2 .imited (hulna B$1C) is my study area3 The study has covered to" and mid

level em"loyees as 6ell as entry level em"loyees of the t6o branches3

/. 0a(or Acti)ities

Guestionnaire design, Data collection, clarification, data analysis and recommendation

1. Limitations of the Report:

The sources of the re"ort are collected from different des2s, various documents of B$1C Ban2

.imited (BB.)3 Though the entire staff member remains busy all the time for their des2 6or2



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they hel"ed a lot to manage and collect the data & information3 But it 6as very difficult to collect

information on the client as it is very sensitive and secret issue for the Ban23


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Sl


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B$1C Ban2 started its ourney in * and in ust * years "roved to be countries fastest

gro6ing ban23 B$1C Ban2 .imited, one of the latest generation of commercial ban2s started

its ourney on :uly ', *3 +t is an affiliate of B$1C (Bangladesh $ural 1dvancement

committee), one of the 6orlds largest non#governmental develo"ment organi>ations founded

by 8a>le Hasan 1bed in E*3 +t has been the fastest gro6ing Ban2 in *' and *A3 The

Ban2 o"erates under a Idouble bottom lineI agenda 6here "rofit and social res"onsibility go

hand in hand as it strives to6ards a "overty#free, enlightened Bangladesh3 B$1C Ban2, a

fully o"erational Commercial Ban2, focuses on "ursuing une9"lored mar2et niches in the

Small and Medium


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6i$ure 1: BBL Distribution 7et8ork

Corporate 0ission:

Sustained gro6th in Small & Medium ing the

ban2s vision into reality3

Core -alues:

B$1Cs Strength emanates from their o6ner B$1C3 This means, B$1C 6ill hold the

follo6ing values and 6ill be guided by B$1C as they do their 6or23 ?alue the fact that one

is a member of the B$1C family3



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Creating an honest, o"en and enabling environment3

Have a strong customer focus and build relationshi"s based on integrity, su"erior

service and mutual benefit3

Strive for "rofit & sound gro6th3

/or2 as team to serve the best interest of their o6ners3 $elentless in "ursuit of business innovation and im"rovement3

?alue and res"ect "eo"le and ma2e decisions based on merit3

Base recognition and re6ard on "erformance3

$es"onsible, trust6orthy and la6#abiding in all that they do3

Branches and 7et8orks of BBL:

+n recent time B$1C Ban2 is gro6ing in tremendous 6ay3 1t "resent, in total there are E

o"erating branches and AE SM< Service Center more branches 6ill o"en u" in the comingyear3 1ll branches are "roviding $eal Time =n#line ($T=.) ban2ing services to its

customers3 arallel to the branch e9"ansion "olicy, B$1C Ban2 has also a""ro9imately '@

unit offices dis"ersed throughout the country3 These unit offices are engaged in lending to

NSmall & Medium ed on +T as a cutting edge advantage over com"etitors and also "lans to

continue as a maor +T driven ban2 in the years to come3

$&$Organgram o BRAC Bank!imited%

Bankin$ Ser)ices:

There are five different ban2ing services "rovided by B$1C Ban2 .imited-

Small & Medium


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robashi Ban2ing


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Su""ort

="erations Business-

SM< Ban2ing3

$etail Ban2ing3

$etail Distribution3

F8B and Secured 1ssets3

1DC3

Knsecured 1ssets3

.iability3

Service Guality J Business +ntelligence3

Collections3

Cross Selling3

$egional Distribution3

Cor"orate Ban2ing3

robashi Ban2ing3 +nternational Distribution3

Cards3

Treasury & 8inancial +nstitution3

Mar2eting and Cor"orate 1ffairs3

Su""ort

Com"any Secretariat & $egulatory & +nternal Control3


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Q .ocal, medium and large cor"orate bodies

Q Multi#national Cor"orations (MFCs)

Q Fon#government =rgani>ations (F!=s)

Q S2e"tical 6hile building relationshi" 6ith-

Q niue Sellin$ #oint ;>S#ation in conunction 6ith

"ersonnel#"lanning and ob#analysis activities3

+ncrease the "ool of ob candidates at minimum cost3

Hel" increase the success rate of the selection "rocess by reducing the number of

visibly, under 5ualified or over5ualified ob a""licants3

Hel" reduce the "robability that ob a""licants, once recruited and selected, 6ill leave

the organi>ation only after a short "eriod of time3

Meet the organi>ations legal and social obligations regarding the com"osition of its6or2#force3

Begin identifying and "re"aring "otential ob a""licants 6ho 6ill be a""ro"riate

candidates3

+ncrease organi>ational and individual effectiveness in the short and long term3

ard and "iecemeal

effort 6ill result in mediocre once3 High#5uality em"loyees cannot be selected 6hen

better candidates do not 2no6 of ob o"enings, are not interested in 6or2ing for the

com"any, and do not a""ly3 The recruitment "rocess should inform 5ualified individuals

about em"loyment o""ortunities create a "ositive image of a com"any, "rovide enough

information about the obs so that the ob a""licants can ma2e com"arisons 6ith their

5ualifications and their interests, and generate enthusiasm among the best candidates so

that they 6ill a""ly for the vacant "ositions3

&.& 6actors %nuencin$ Recruitment:



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&.&.1 ternal 6actors:

The e9ternal forces are the forces 6hich cannot be controlled by the organi>ation3 The maor

e9ternal forces are-

Supply and Demand:

The availability of man"o6er both 6ithin and outside the organi>ation is an im"ortant

determinant in the recruitment "rocess3 +f the com"any has a demand for more "rofessionals

and there is limited su""ly in the mar2et for the "rofessionals demanded by the com"any,

then the com"any 6ill have to de"end u"on internal sources by "roviding them s"ecial

training and develo"ment "rograms3

$aor Market:

ation 6ith negative image3 +mage of a com"any is based on 6hat

organi>ation does and affected by industry3

'olitical(Social( $egal )nvironment:

?arious government regulations "rohibiting discrimination in hiring and em"loyment have

direct im"act on recruitment "ractices3

Unemployment *ate:

=ne of the factors that influence the availability of a""licants is the gro6th of the economy3

/hen the com"any is not creating ne6 obs, there is often oversu""ly of 5ualified labor

6hich in turn leads to unem"loyment3



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Competitors:

The recruitment "olicies of the com"etitors also affect the recruitment function of the

organi>ations3 To face the com"etition, many times the organi>ations have to change their

recruitment "olicies according to the "olicies being follo6ed by the com"etitors3

&.&.2 %nternal 6actors:

The internal factors are the factors 6hich can be controlled by the organi>ation3 The internal

factors are-

Recruitment Policy%

The recruitment "olicy of an organi>ation s"ecifies the obectives of recruitment and "rovides

a frame6or2 for im"lementation of recruitment "rogram3 +t may involve organi>ational

system to be develo"ed for im"lementing recruitment "rograms and "rocedures by filling u"

vacancies 6ith best 5ualified "eo"le3

,uman Resource Planning%

ation for each

candidate3

*rowt# and Expansion%



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=rgani>ation 6ill em"loy or thin2 of em"loying more "ersonnel if it is e9"anding its

o"erations3

&." Components of the Recruitment #olicy: The general recruitment "olicies and terms of the organi>ation

$ecruitment services of consultants

$ecruitment of tem"orary em"loyees

Kni5ue recruitment situations

The selection "rocess

The ob descri"tions

The terms and conditions of the em"loyment

1 recruitment "olicy of an organi>ation should be such that-

+t should focus on recruiting the best "otential "eo"le3

To ensure that every a""licant and em"loyee is treated e5ually 6ith dignity and

res"ect3

Knbiased "olicy3

To aid and encourage em"loyees in reali>ing their full "otential3

Trans"arent, tas2 oriented and merit based selection3

/eight age during selection given to factors that suit organi>ation needs3

="timi>ation of man"o6er at the time of selection "rocess3

Defining the com"etent authority to a""rove each selection3

1bides by relevant "ublic "olicy and legislation on hiring and em"loyment

relationshi"3

+ntegrates em"loyee needs 6ith the organi>ational needs3



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&. 6actors Aectin$ Recruitment #olicy: =rgani>ational obectives

ersonnel "olicies of the organi>ation and its com"etitors3

!overnment "olicies on reservations3

referred sources of recruitment3

Feed of the organi>ation3

$ecruitment costs and financial im"lications3

&./ 'b(ecti)e of Recruitment #olicy:

=bectives are targets and goals3 1ccording to 7oder, follo6ing are the main obectives of

recruitment "olicy-

To find and em"loy the best 5ualified "erson for each ob

To retain the best and most "romising ones3

To offer "romising careers and security3

To "rovide facilities for gro6th and develo"ment3

To minimi>e the cost of recruitment

To reduce sco"e of favoritism and mal"ractice3

&. Recruitment #rocess:

$ecruitment refers to the "rocess of identifying and attracting ob see2ers so as to build a

"ool of 5ualified ob a""licants3 The "rocess com"rises five interrelated stages,

"lanning

strategy develo"ment,

searching,

screening and evaluation

Control3

The ideal recruitment "rogram is the one that attracts a relatively larger number of 5ualified

a""licants 6ho 6ill survive the screening "rocess & acce"t "ositions 6ith the organi>ation,



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6hen offered3 $ecruitment "rograms can miss the ideal in many 6ays- by failing to attract an

ade5uate a""licant "ool, by underJover selling the organi>ation, or by inade5uately screening

a""licants before they enter the selection "rocess3 Thus, to a""roach the ideal, individuals

res"onsible for the recruitment "rocess must 2no6 ho6 many and 6hat ty"es of em"loyees

are needed, 6here and ho6 to loo2 for individuals 6ith the a""ro"riate 5ualifications and

interests, 6hat inducement to use (or avoid) for various ty"es of a""licant grou"s, ho6 to

distinguish a""licants 6ho are un5ualified from those 6ho have a reasonable chance of

success, & ho6 to evaluate their 6or23

&.3 Sources of Recruitment:

/hen a "erson is needed to fill a vacant organi>ational "osition, the individual may come

from inside or outside the organi>ation3 Some organi>ations "refer to recruit from 6ithin,

since this hel"s in enhancing em"loyee morale, loyalty and motivation3 =ther

organi>ations "refer to recruit e9ternally to "revent in#breeding and to encourage ne6

6ays of thin2ing3 There are mainly t6o sources of recruitment3 These are given-

+nternal sources of recruitment and


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This can be a good source of internal recruitment3


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!overnments3 The em"loyers notify the vacancies to be filled in by them to such

e9changes and the e9changes refer the names of "ros"ective candidates to them3

'riate ?m+loyment Agen&ies-

+n the technical and "rofessional areas "rivate agencies are "roviding great services3

They maintain files of both individuals interested in em"loyment and organi>ations

see2ing ne6 "ersonnel3 They "rovide a variety of vocational interest and a"titude testing

in order to better understand the candidates ability to "erform in a "articular line of

em"loyment3

*am+us Re&ruitment:

+t is a method of recruiting by visiting and "artici"ating in university cam"uses and their

"lacement centers3 Here the recruiters visit re"uted educational institutions 6ith a vie6 to

"ic2 u" ob as"irants having re5uisite technical or "rofessional s2ills3 :ob see2ers are

"rovided information about the obs and the recruiters, in#turnP get a sna"shot of ob

see2ers through constant interchange of information 6ith res"ective institution3 1

"reliminary screening is done 6ithin the cam"us and the short listed students are then

subected to the remainder of the selection "rocess3

>al!-ins, /rite-ins and tal!-ins:

Walk-insare ob see2ers 6ho arrive at the H$ de"artment in search of a ob3 Write-insare

those 6ho send a 6ritten in5uiry3 Both grou"s normally are as2ed to com"lete an

a""lication blan2 to determine their interests and abilities3 Ksable a""lications are 2e"t in

an active file until a suitable o"ening occurs or until an a""lication is too old to be

considered valid, usually si9 months3 Talk-ins is becoming "o"ular no6#a#days3 :ob

as"irants are re5uired to meet the recruiter (on an a""ro"riated date) for detailed tal2s3 Fo

a""lication is re5uired to be submitted to the recruiter3



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+en "ouse:

1 relatively unusual techni5ue of recruiting involves holding an o"en house3 eo"le in the

adacent community are invited to see the com"any facilities, have refreshments, may be

vie6 a film about the com"any3

"ead-hunting:

The e9ecutives search agencies, 6hich are also 2no6n as head hunters3 /hen a "erson

of "articular talent or rare e9"ertise is re5uired, the head hunters search out somebody

already in em"loyment and induce him to change obs3 1lthough this "ractice is

considered unethicalP ho6ever it is generally acce"ted that it may be the only o"tion o"en6here a "articular ty"e of e9"ertise is re5uired3 Those 6ho em"loy head#hunters have to

"ay heavy charges but these are usually ustified in the light of the result achieved3

Re&ruiting ia the Internet:

Fo6 a day most em"loyers are conducting em"loyment intervie6s on#line3 =ne survey

found that on a ty"ical day, more than ' million "eo"le turn to the /eb loo2ing for obs3

ation3 The basic "ur"ose is to

choose the individuals 6ho can most successfully "erform the ob from the "ool of 5ualified

candidates3 Selection starts after recruitment "rocess is over and ob a""lications have been

received3

+t is the "rocess of finding out candidates for em"loyment from large "ool of candidates 6ho

"osses necessary 5ualification to "erform the ob successfully3 +t is the "rocess of determining

from the a""licants for em"loyment 6hich one best fit the man"o6er re5uirement and should

be offered "ositions in the organi>ation3



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&.1! 4he Selection #rocess:

The obective of selection "rocess is to choose the individual 6ho can successfully "erform

the ob from the "ool of 5ualified candidates3 :ob analysis, human resource "lanning

and recruitment are necessary "rere5uisites to the selection "rocess3 1 brea2do6n in

any of these "rocesses can ma2e even the best selection system ineffective3

Selection is a decision ma2ing "rocess3 The number of ste"s in the selection "rocess and their

se5uence 6ill vary, not only 6ith organi>ation but also 6ith the ty"e and level to be filled3

The ste"s that are ty"ically com"rise the selection "rocess3 $ece"tion of a""lication,

screening, a""lication blan2, intervie6, em"loyment test, references, "hysicalJmedical

e9amination, final selection, "lacement3

Reception of Applicants:

1 com"any is 2no6n by the "eo"le it em"loys3 +n order to attract "eo"le 6ith the re5uired

education, intelligence, s2ills and e9"erience a com"any has to create a favorable im"ression

on the a""licants right from the stage of rece"tion3 eo"le at the rece"tion des2Jcounter

should be tactful and able to e9tend hel" in a friendly and courteous manner3 ations for short listing the "otential candidates in order to cut the costs of selection by

allo6ing only eligible candidates to go through the further sages in selection3 +t may be

6ritten or oral or both3 1 com"etent e9ecutive from the H$ de"artment may elicit res"onses

from a""licants on im"ortant items determining the suitability of an a""licant for a ob such

as a""earance, age, education, training, e9"erience, "ay e9"ectations, a"titude, interests,

choice etc3 this Ncourtesy intervie6 as it is often called, hel"s the de"artment screen out

obvious misfits3 +f the de"artment finds the candidate suitable, a "rescribed a""lication form

is given to himJher to fill and submit3



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6illin$ an Application Blank:

1""lication blan2 or form is one of the most common method used to collect information on

various as"ects of the a""licants "ersonal, academic, "rofessional, social, demogra"hic and

6or2 related bac2ground and references3 +t is brief history sheet of an a""licants

bac2ground, usually containing the things that indicate hisJher suitability for the "osition

concerned3 1""lication blan2 is considered a highly useful selection tool, in that it serves

three im"ortant "ur"oses-

a3 +t introduces the candidate to the com"any3

b3 +t hel"s the com"any to screen and reect candidates if they fail to meet the eligibility

criteria at this stage3

c3 +t can serve as a basis to initiate a dialogue in the intervie63

mployment 4ests:

=rgani>ation selects em"loyees to get certain 6or2s done by them3 So, it is necessary to test

6hether "articular candidates have the ca"abilities to "erform them3 8or this "ur"ose,

em"loyers follo6 certain selection "rocedures3 Most of the com"anies use em"loyment tests

in order to be sure that these tests are reliable and valid3 Theses tests are given belo6-

Aptitude tests:

1"titude tests measures a "ersons ca"acity or "otential ability to learn and "erform a ob3

Some of the more fre5uently used test measure verbal ability, numerical ability, "erce"tual

s"eed, s"atial ability and reasoning ability3

Psychological tests:

+t attem"ts to measure "ersonality characteristics3 ersonality tests are designed to measure

such "ersonality characteristics as emotional stability, tolerance, ca"acity to get along, habits,

hobbies, maturity and "sychoneurotic and "sychotic tendencies3

Psychomotor tests:

sychomotor tests are used to measure a "ersons strength, de9terity and coordination3 8ingerde9terity, manual de9terity, 6rist#finger s"eed and s"eed of arm movement are some of the



34/60

"sychomotor abilities that can be tested3 1bilities such as these might be tested for hiring

"eo"le to fill assemble line obs3

Job knowledge and profciency tests:

:ob 2no6ledge tests are used to measure the ob related 2no6ledge "ossessed by a ob

a""licant3 These tests can be either 6ritten or oral3 roficiency tests measure ho6 6ell the

a""licant can do a sam"le of the 6or2 that is to be "erformed3

Interest tests:

+nterest tests are designed to determine ho6 a "ersons interests com"are 6ith the interests of

successful "eo"le in a s"ecific ob3 +t indicates the occu"ations or area of 6or2 in 6hich the

"erson is most interested3

Polygraph tests:

The "olygra"h "o"ularly 2no6n as the lie detector is a device that records "hysical changes

in the body as the test subect ans6ers a series of 5uestions3 The "olygra"h records

fluctuations in blood "ressure, res"iration and "ers"iration on a moving roll of gra"h "a"er3

Graphology tests:

!ra"hology tests involve using a trained evaluator to e9amine a "ersons hand6riting to

assess hisJher "ersonality and emotional ma2e#u"3 The H$ manager may, for e9am"le, as2

a""licants to 6rite about 6hy they 6ant a ob3 This sam"le may be finally sent to a

gra"hologist for analysis and the results may be "ut to use 6hile selecting as "erson3 The use

of gra"hology, ho6ever, is de"endent on the training and e9"ertise of the "erson doing the

analysis3

Reference and Back$round Analysis:

Many em"loyers re5uest names, addresses and tele"hone numbers or references for the

"ur"ose of verifying information and "erha"s gaining additional bac2ground information on

an a""licant3 1lthough listed on the a""lication form, references are not usually chec2ed until

an a""licant has successfully reached the fifth stage of a se5uential selection "rocess3 +t may



35/60

be stated that the information gathered through references hardly influences selection

decisions3 The reasons are obvious-

a3 The candidate a""roaches only those "ersons 6ho 6ould s"ea2 6ell about him or her3

b3 eo"le may 6rite favorably about the candidate in order to get rid of him or her3

c3 eo"le may not li2e to divulge the truth about a candidate, lest in might damage or

ruin his or her career3

Selection Decision:

/hen a candidate has successfully com"leted his various ste"s including reference, he has

been considered as having been "rovisionally selected for the "ost for 6hich the selection

"rocess has been initiated3

0edicalF#hysical amination:

Some obs re5uire "hysical 5ualities li2e clear vision, "erfect hearing, unusual stamina,

tolerance of hard 6or2ing conditionsP clear tone etc3 medical and "hysical e9aminations

reveal 6hether or not a candidate "ossesses these 5ualities3 Such e9aminations can give the

follo6ing information-

a3 /hether the a""licants "hysical measurements are in accordance 6ith ob

re5uirements or not3

b3 /hether the a""licant is medically fit for the s"ecific ob or not3

c3 /hether the a""licant has any "sychological "roblem li2ely to interfere 6ith 6or2

efficiency or future attendance3

d3 /hether the a""licant suffers from any "hysical disability 6hich should be corrected

before he can 6or2 satisfactorily



36/60

1ll candidates having been "rovisionally selected are subect to "hysicalJmedical


37/60

3 .ength of notice due to and from em"loyee

E3 !rievance "rocedure

3 Disci"linary "rocedure

3 /or2 rules

*3 1rrangements for terminating em"loyment

@3 1rrangements for union membershi"

'3 S"ecial terms relating to rights to "atents and designs, confidential information

and retains on trade after termination of em"loyment3

A3 ation3 They must be told that those 6ho 6ere selected

6ere done "urely on relative merit3

)aluation of Selection #ro$ram:

The broad test of effectiveness of the selection "rocess is the 5uality of the "ersonnel hired3

1n organi>ation must have com"etent and committed "ersonnel3 The selection "rocess, if

"ro"erly done, 6ill ensure availability of such em"loyees3 Ho6 to evaluate the effectiveness

of a selection "rogramR 1 "eriodic audit is the ans6er3 1udit must be conducted by "eo"le

6ho 6or2 inde"endent of the H$ de"artment3



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C#apter (% Recruitment and SelectionProcess o /BRAC Bank !imited0

".1 Analysis and 6indin$s

RCR>%4074A7DSLC4%'7:

$ecruitment and Selection is an integral "art of any organi>ation that heavily de"ends on

their 6or2force to successfully "erform their mission and achieve their vision in the long run3

Thus a""ro"riate selection of candidates to oin in the 6or2force is a necessary "art of

Human $esource Management, 6hich is ensured by the Human $esource De"artment in

B$1C Ban2 .td3 The success of a commercial Ban2 de"ends largely on the 5uality of

services rendered to the clients3 Guality de"ends on the com"etence and the 5uality of the

officers and e9ecutives3 B$1C Ban2 .imited believes in "aying com"etitive salary and



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emoluments (benefits) to its em"loyees and to get ma9imum services out of them3 Therefore,

the authority of the Ban2 has to be careful in recruiting the right "ersons for the right obs3

?>0A7RS'>RC#LA77%7*'6BRAC BA7,L4D.:

Human resource "lanning (H$) is a "rocess and set of activities underta2en to forecasts an

organi>ations human resource demand (re5uirements) and internal human resource su""ly

(availabilities), to com"are these "roections to determine em"loyment ga"s and to develo"

action "lans for addressing these ga"s3 1 s2illed 6or2force is often the result of human

resource "lanning3 /hen a human resources (H$) de"artment does not "lan for the future, it

can have an e9tremely negative com"any#6ide im"act3 1n H$ de"artment is res"onsible for

ensuring that have "eo"le in "ositions that cater to their strengths and abilities3 By "lacing

current em"loyees in a""ro"riate "ositions and finding ne6 talent to fill ne6 or vacated

"ositions, an H$ de"artment can im"rove "roduction, em"loyee satisfaction and the

com"anys outloo2 for the future3

'BC4%-S6'R?>0A7RS'>RCS#LA77%7*:

Human resource "lanning involves the hiring, develo"ment and retention of em"loyees in the

achievement of organi>ational goals3 This includes analysis of the current 6or2force and ho6

it aligns 6ith future em"loyment needs3 By "lanning for the future, human resources create

action "lans aimed to satisfy organi>ational goals3

C'7S%DR6>4>R='R,6'RC:

=rgani>ations use strategic "lanning to achieve goals3 This relates to the organi>ations vision,

mission and strategic obectives3 1n organi>ation must analy>e its future em"loyment needs3

+f an organi>ation decides it must increase "roductivity by *A "ercent, it may need to gro6 its

6or2force by * "ercent3 +f an organi>ation 6ants to increase mar2et share by moving offices

into ne6 locations, it must consider the human resource re5uirements3



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A7ALGHC>RR74='R,6'RC:

/ith future 6or2force needs considered, human resource "lanning must analy>e the

com"etency of the "resent 6or2force3 Com"aring future needs 6ith current 6or2force

strengths and abilities 6ill identify ga"s or sur"luses3

5@T@R?'R?'ARATI


41/60

The H$ "rocess involves five se5uential ste"s-

8orecasting Human $esource Demand (re5uirements)

Determining future human resource availabilities

Conducting e9ternal and internal environmental scanning

$econciling re5uirements and availabilities

Develo"ing action "lans to close the "roected ga"s

6orecastin$ ?uman Resource Demand:

The aim of forecasting is to determine the number and ty"e of em"loyees needed in the

future3 8orecasting should consider the "ast and the "resent re5uirements as 6ell as future

organi>ational directions3 Bottom#u" forecasting is one of the methods used to estimate future

human resource needs by gathering human resource needs of various organi>ational units3

AnalyIin$ Supply:

=rgani>ations can hire "ersonnel from internal and e9ternal sources3 The s2ill inventories

method is one of the techni5ues used to 2ee" trac2 of internal su""ly3 S2ill inventories are

manual or com"uteri>ed systems that 2ee" records of em"loyee e9"erience, education and

s"ecial s2ills3 1 forecast of the su""ly of em"loyees "roected to oin the organi>ation from

outside sources, given current recruitment activities, is also necessary3

Reconciliation ;*aps


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The final ste" in human resource "lanning is develo"ing action "lans based on the gathered

data, analysis and available alternatives3 The 2ey issue is that the "lans should be acce"table

to both to" management and em"loyees3 lans should be "rioriti>ed and their 2ey "layers and

barriers to success identified3 Some of these "lans include em"loyee utili>ation "lan,

managerial a""raisal "lan, training and management develo"ment "lan and recruitment and

selection3

4rainin$ and De)elopment:

roviding em"loyees 6ith training and develo"ment o""ortunities not only contributes to the

5uality and effectiveness of the organi>ation it also serves to motivate and retain em"loyees3

1ccording to B$1C ban2 training is not an e9"ense but an investment3 The ban2s "olicy is

to train the human resources to enhance s2ill and 2no6ledge for better understanding of ob

res"onsibilities3 +t includes on#the#ob and formal training "rograms3


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+nternshi" rograms (+)

". ob Ad)ertisement

Sources of 4alents

The talent sources are as follo6s-

$eference from internal em"loyees

Dro" Bo9

$oad Sho6

:ob 8air

+nternal :ob osting Fe6s"a"er 1dvertisement

:ob ortal

romotion

Transfer or de"utation

C? Ban2

C- Screenin$F short listin$:

/hen a De"artment sends a re5uisition "ro"osal 6ith the a""roval of the concerned Head of

the Division to the core recruitment team of Human $esource, the ob descri"tionJ ob

s"ecification for the "articular "ost is sent along 6ith the re5uisition "ro"osal3 The ob

descri"tion guides the $ecruitment team to assess and determine the a""ro"riate and efficient

assessment methods and tools3 Therefore attaching com"leted ob descri"tion and ob

s"ecification information is "rere5uisite for $ecruitment De"artment to acce"t any man"o6er

re5uisition and act on it3

The core recruitment uses the ob descri"tion to decide 6hether an em"loyee is

actually re5uired for the concerned de"artmentJdivision3

1fter receiving the a""roved re5uisition, $ecruitment De"artment does the needful

for "osting an advertisement addressing "otential internalJe9ternal resources3

The core recruitment team of H$ "osts the ob circulation internally through e#mail to

all the em"loyees of B$1C Ban2 .imited (BB.) and also attaches the ob descri"tion

along 6ith the ob circulation3



44/60

+f C?s are not received 6ithin the sti"ulated time internally, the core recruitment team

"osts the ob circulation in the local dailies of the country and re6rites the ob

descri"tion in the form of ob res"onsibilities3 Should any recruitment re5uisition

re5uires "osting ne6s"a"er advertisement that shall be re5uired to be recommendedby the concerned Division head, su""orted by H=H$, u"on 6hich, Cor"orate 1ffairs

De"artment design the layout "lan for a""roval of Managing Director & C


45/60

The core recruitment team again cross#chec2s the C?s against the criteria set out

above and "uts an a""lication trac2 number on the C? and accordingly u"dates the

M+S3

The shortlisted a""licationsJC?s are then sent by the core recruitment team to the

concerned 1$M 6ho then ma2es the necessary arrangements for the intervie6 of the

short listed candidates3

The recruitment and selection is the maor function of the human resource de"artment and

recruitment "rocess is the first ste" to6ards creating the com"etitive strength and the

recruitment strategic advantage for the organi>ations3 $ecruitment "rocess involves a

systematic "rocedure from sourcing the candidates to arranging and conducting the

intervie6s and re5uires many resources and time3 1 general recruitment "rocess is as follo6s-

A a&an&y arises. Sometimes this is due to the creation of a ne6 ob, on other

occasions it may be because an e9isting member of staff has been "romoted or is

retiring3

$e&eiing Reuisitions. The recruitment "rocess begins 6ith the human resource

de"artment receiving re5uisitions for recruitment from any de"artment of the

com"any3 These contain-

osts to be filled

Fumber of "ersons

Duties to be "erformed

Gualifications re5uired

're+aring the ob des&ri+tion and +erson s+e&ifi&ation3 The ob descri"tion is

u"dated and an em"loyee s"ecification is 6ritten3 The ob descri"tion lists the duties

of the ob 6hilst the em"loyee s"ecification gives details of the e9"erience, s2ills and

abilities needed to carry out the ob3 *hoose sour&es of &andidate: B$1C Ban2 "refers both internal sources and e9ternal

to find the best candidates for s"ecific obs in the "rocess of recruitment based on

situation3 1 vacancy advertisement is 6ritten and is circulated via media can be used

including ne6s"a"ers, internet recruitment sites, s"ecialist "ublications and

sometimes for searching fresh graduates ban2 re"resentatives go to the best

universities in Bangladesh and "ic2 out the most 5ualified students to offer them a

chance to a""ly for the ob3 1nd internally through internal circular, C? ban2 and

"ersonal references3 8or any 2ind of internal ob search it 6ill o"erate through a



46/60

circular as lotus notes or board notice3 1ny e9isting staff other than "ermanent also

H$ Tem"orary (minimum one year 6ith B$1C Ban2 .imited) & outsource staff

(minimum t6o years 6ith B$1C Ban2 .imited)3

"./ Recruitment #olicy:

1ll regular em"loyees 6ill a""ointed by the Managing Director3

1ll H$ contract and outsource contract em"loyees 6ill be a""ointed by The

Head of Human $esource Division3

The schedule of recruitment 6ill be created according to the Service .evel

1greement (S.1)3

The intervie6 board 6ill 6ith The Head of De"artment of that "ost, The

Su""orting De"artment Head and The Head of H$D3

=fficer !rade l and =fficer ll can a""oint directly after the intervie63

8rom Senior =fficer and more there 6ill be a second intervie6 6ith the

Managing Director of B$1C Ban2 .imited after the first intervie63

8or internal ob "osting the em"loyee can only a""ly if he has the service time

in B$1C Ban2 is more than t6o years and also need to recommend the

candidates a""lication by the re"orting su"ervisor of the em"loyee3

The H$ Contract em"loyee can a""ly for the regular "ost after servicing more

then t6o years in the B$1C Ban23

=utsource Stuff can a""ly for the regular "ost after servicing more than three

years in the B$1C Ban23

The ne6 recruited 6ill get the "robationary "eriod of one year if the em"loyee has less then

three years of 6or2ing e9"erience and 6ill get the "robationary "eriod of si9 months if he has

more than three years 6or2ing e9"erience3

". 0ana$ement 4rainee 'Jcer ;04'en of Bangladesh by Birth, having no "ast ban2ing e9"erience

and not over * years of age as on the date of a""lication3 $e5uired educational 5ualifications

6ould de"end on M1FC=M decision3

Reuirement for 0ana$ement 4rainee 'Jcer ;04'


47/60

The candidate must be a citi>en of Bangladesh by Birth3

Candidates having no "ast ban2ing e9"erience and must not be over * (T6enty

Seven) years of age as on the date of a""lication3 The Management Trainee =fficers

should have any of the follo6ing academic 5ualificationsP

MBA/MBM not less than 3.00 C!A "ith t"o #irst Di$isions shall be %i$en same

"ei%ht a%e as MBA &e%ree obtaine& in Ban%la&esh. Candidates having at least t6o

first classJdivisions and 6ithout any third classJdivision are eligible to a""ly3

8or BB1 graduates the minimum re5uirement of C!1 is not less than

@33Candidates having at least t6o first classJdivisions and 6ithout any third

classJdivision is eligible to a""ly3

Master Degree from re"uted local !overnment and "rivate Kniversities 6ith at least *

(T6o) 8irst Divisions and no @rdClassJDivision3

Management Trainee after com"letion of (one)#year "robation "eriod 6ill be

absorbed as Senior =fficer3 Ho6ever u"on their "erformance and discretion from

MA


48/60

.imited may ta2e the hel" of outside e9"erts for setting the 5uestions, su"ervision the

e9amination 6or2 and mar2ing the scri"ts3

1 candidate must secure minimum L mar2 in 6ritten Test to be eligible for Short#

listed for assessment Centre and total scoring out of E before M1FC=Ms final

intervie6 must be over as Management Trainee =fficer3

Total number of candidates to be called for ?+?1 6ill be ' times the numbers of

Management Trainee to be recruited or all the candidates 6ho has "rovided they meet

the minimum scoring out of E mar2 criteria3

".3 %ntern Recruitment:

B$1C Ban2 offers internshi" "rograms to individuals 6ho are about to get graduate3 They

give an o""ortunity to get involved 6ith their cor"orate environment to learn and e9"erience

6or2 life3 e increased and the MDJ Management Committee decide to u"grade the ob u"on

recommendation of the res"ective De"artment Head or .ine Manager3 The "rocess of

u"grading a ob 6ill have to be underta2en through a "rocess of revie6ing the :ob Content,

:ob $es"onsibilities, :ob Dimensions, Changes in the =rgani>ation Structure, etc3 8ull

ustification of the necessity of the change must be ustified3 ro"osals for such u"grading

6ill be "rocessed by the H$D and for6arded 6ith recommendation by the Head of H$ to the



49/60

MDJM1FC=M3 1ll "romotion 6ill be recommended by the function heads and shall be

a""roved by the Managing Director3

".1! S='4 Analysis:

S4R7*4?:

Stron$ Corporate %dentity:

B$1C Ban2 is one of the leading "roviders of financial services in Bangladesh3 /ith

its strong cor"orate image and identity it can better "osition in the minds of

customers3 This image has hel"ed B$1C Ban2 grab the "ersonal ban2ing sector of

Bangladesh very ra"idly3

Distinct 'peratin$ #rocedures:

BRA* Ban!is 2no6n for its distinct o"erating "rocedures3 The com"anys managing

for value strategy better satisfy customers need and also 2ee"s the firm "rofitable3

Distinct Schedule:ation and also feel

"roud and a sense of belonging to6ards B$1C Ban23 The strong culture of B$1C

Ban2 is the main reason behind the strength3



50/60

?ffi&ient 'erforman&e

B$1C Ban2 "rovides hassle free customer service to its client base com"aring to the

other financial institutions of Bangladesh3 ersonali>ed a""roach to the needs of

customers is its motto3

Coung ?nthusiasti& >or!for&e:

The selection & re5uirement of B$1C Ban2 em"hasi>e on having the s2illed

graduates & "ostgraduates 6ho have little or no "revious 6or2 e9"erience3 The logic

behind is that B$1C Ban2 6ants to avoid the "roblem of Ngarbage in & garbage out3

This ty"e of young & fresh 6or2force stimulates the 6hole 6or2ing environment of

B$1C Ban23

?m+o/ered /or!for&e:

The human resource of B$1C Ban2 is e9tremely 6ell thought & "erfectly managed3

1s from the very first, the to" management believed in em"o6ered em"loyees, 6here

they refuse to "ut their finger in very "art of the "ie3 This em"o6ered environment

ma2es B$1C Ban2 a better "lace for the em"loyees3 The em"loyees are not

suffocated 6ith authority but are able to gro6 as the organi>ation mature3

*om+anionable ?nironment:

1ll office 6alls in B$1C Ban2 are only shoulder high "artitions & there is no

e9ecutive dining room3 1ny of the e9ecutives is li2ely to "lo" do6n at a table in itsdining s"ace & oin in a lunch chat 6ith 6hoever is there3 =ne of the em"loyees has

said, 0its e9citing to 2no6 you may see & tal2 to the to" management at any time3

7ou feel a "art of things43


51/60

of management stimulates a feeling of im"ortance as their 6or2 get "riority over the

"osition3

?ualization:

1t B$1C Ban2 6or2sho"s are conducted "eriodically3 =n the 6or2sho"s, all "eo"le

"artici"ate as e5uals, 6ith ne6 members free to o"enly challenge to" managers3

5ree ?D&hange of *ommuni&ation:

1t B1$C Ban2 the main obective is to setting u" 6or2sho" are to remove authority

from an artificial s"ot at the to", and "lace it 6here the most 2no6ledgeable "eo"le

are, the "eo"le closest to the o"erations3 The free e9change of ideas is reinforced by a

"olicy of 0constructive confrontation43


52/60

%isually A++ealing 5a&ilities:

B$1C Ban2 has some of the best visually a""ealing branches and office "remises in

Dha2a and Chittagong that highly attract customers attention and customer also feelthe flavor of an international environment, in s"ite of B$1C being a local ban2, 6hile

ban2ing 6ith B$1C Ban23

>?AK


53/60

B$1C Ban2 has contract 6or2ers 6ho lac2 the commitment 6ith su"erior 5uality

service and also are "retty dissatisfied as being a contract 6or2er3 This ham"ers the

ban2s service 5uality as a 6hole3

=iersifi&ation:

B$1C Ban2 can "eruse a diversification strategy in e9"anding its current line of

business3 The management can consider o"tions of starting merchant ban2ing of

diversify in to leasing and insurance3 1s B$1C Ban2 is one of the leading "roviders

of all financial services in Bangladesh, it can also offer these services3

*redit *ards:

This is one of the most "o"ular and emerging "roduct in Bangladesh 6hich offers

customers full financial mobility3 ?arious other ban2s and institutions are currently

offering this "roduct3 Since B$1C Ban2 is yet to introduce such a 6orld#class

"roduct, it can also ta2e advantage of this "roduct and grab the mar2et share3

0ong:

B$1C Ban2 has a long hierarchy in its management structure com"ared too3

"ierar&hy:

.ong hierarchy might ham"er instant decision ma2ing "rocedure3 +f any "roblem

arises regarding customers, as 6ell as com"any or if changes are re5uired for

customer service immediately, long hierarchy 6ill im"ede the ob done instantly3

'##'R4>7%4%S:

"igh =emand of "ousing 0oans:

Since housing is one of the basic needs of "eo"le, there is a high demand of housing

loans3 B$1C Ban2 "ersonal ban2ing division can focus on this category of "roducts

and grab these segments of customer3

=istin&t +erating 'ro&edures:



54/60

B$1C Ban2 is noted for its distinct o"erating "rocedures3 $e"ayment ca"acity as

assessed by B$1C Ban2 of individual client hel"s to decide ho6 much one can

borro63 1s the 6hole leading "rocess is based on a clients re"ayment ca"acity, the

recovery rate of B$1C Ban2 is close to L3 This "rovides B$1C Ban2 financial

stability and gears of B$1C Ban2 to be remaining in the business for the long run3

*ountry/ide ed fashion (to meet individual customers need), they can definitely grab the

mar2et for so"histicated and im"roved service "roviders3


55/60

B$1C Ban2 can e9"and its e9isting financial "roduct line to meet a broader range of

customer needs3 These can hel" them to gain more customers, as customers 6ants

more s"ecified and customi>ed service these days

4?RA4S:

@+&oming Ban!s:

The u"coming "rivate local & multinational ban2s "oses a serious threat to the

e9isting ban2ing net6or2 of B$1C Ban23 +t is e9"ected that in the ne9t fe6 years

more commercial ban2s 6ill emerge3 +f that ha""ens the industry of com"etition 6ill

raise further and ban2s 6ill have to develo" strategies to com"ete against and 6in thebattle of ban2s

0ose of *ustomers:

1bsence of various "roducts such as Credit Card, Housing .oan are causing various

customer detract from B$1C Ban23 This is a serious threat for B$1C Ban2

Bangladesh3

Moderate 0eels of *ustomer Satisfa&tion:

B$1C Ban2 should continuously im"rove its customer service strategies and the

overall service 5uality needs to 6in the customer satisfaction undoubtedly3

Strong 'resen&e of International Ban!s:

These are a gro6ing number of international and Multinational Ban2s in Bangladesh3

Standard chartered, HSBC, City Ban2, 1merican


56/60

+n the ban2ing sector of Bangladesh, customers have a strong bargaining "o6er since

there a large number of commercial ban2s "roviding similar services3 Customers have

a 6ide range of o"tions in deciding 6here to ban23 They can either go for the

Multinationals or run to ne6 local ban2s for getting 5uality service, "oising a serious

threat of B$1C Ban23

%nno)ati)e Competitors:

Fe6 ban2s are entering into this industry 6ith ne6 facilities and better services, and

consumers are becoming more fragmented3 Com"etitors becoming more innovative to

attract more customers by "roviding better "roducts & services then their rivals3

B$1C Ban2 has to be a6are of this situation as they have already been facing the

conse5uence of such "roblems3

=efault *ulture:

This is a maor "roblem in Bangladesh3 1s B$1C Ban2 is a very ne6 organi>ation

the "roblem of non#"erforming loans or default loans is very minimum or

insignificant3 Ho6ever, as the ban2 becomes older this "roblem 6ill arise enormously

and the ban2 finds itself in a more threatening environment3 Thus B$1C Ban2 has toremain vigilant about this "roblem so that "roactive strategies are ta2en to minimi>e

this "roblem3

0imited ed commercial Ban2s (e9am"le- Kttara Ban2,

:a2una Ban2, etc3) have much e9"anded coverage3 So, it seems that B$1C Ban2

.imited is losing "otential sales3



57/60

C#apter 1% Recommendation 2Conclusion

.1 Recommendations:The study "roved that BB. has an effective Human $esource De"artment 6hich meets all the

man"o6er re5uirements of the com"any3 So, considering all the findings and analy>ing all

the data the follo6ing recommendations are made, 6hich 6ill benefit B$1C Ban2-

BB. can reduce the number of days to recruit and select em"loyees3 BB. has an

effective recruitment and selection "rocedure3 But the "rocess of recruiting and

selecting an em"loyee is relatively long3

8ormer em"loyees may have the "erfect 2no6ledge about ob3 BB. can recruit former

em"loyees those 6ho retired from the ban2 because they can be the best for

organi>ation3

BB. can go for cam"us recruitment in order to get talented candidates to im"rove the

organi>ation effectiveness3

BB. can recruit through 6rite#ins and tal2#ins3 This 6ill hel" BB. to get right "erson

for right ob3 +t 6ill incur lo6 cost to recruit em"loyee3

1ny ty"e of favoritism should be abandoned in recruitment and selection "rocess

6hether the candidates references are managerial or higher level or not3



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BB. can reduce rounds of intervie6 for MT= selection3 $ounds of intervie6 incurred

huge cost3

BB. can select em"loyee by focusing more on ob descri"tion

1t last it can be e9"ected that these above recommendations 6ill hel" to rearranging some

infrastructures, 6hich 6ill su""ort the Human $esource Division of B$1C Ban2 .imited3

3

.2 Conclusion:

Human $esource De"artment is the most confidential de"artment for any organi>ation as

6ell as Human $esources Division in B$1C Ban2 .imited3 The systematic "rocedure is

follo6ed in recruitment and selection "rocess3 BB. recruits many em"loyees in every year3

BB. uses both internal and e9ternal sources for recruitment3 BB. has continuous recruitment

and selection "rocess3 To get right "eo"le at right time for right "osition, they have 6ell

organi>ed recruitment "rocess3 1fter the recruitment "art, select candidates by follo6ing a

"ro"er selection "rocess such as sort out C?s, 6ritten and +T test, call for "reliminary

intervie6, final intervie6, ob offer and a""ointment3 1fter a""ointing the ne6 em"loyees,

BB. "rovides brief orientation "rogram3 Fe6 em"loyees are a""ointed 6ith the "robation

"eriod of si9 months3 1fter com"leting the "robation "eriod, BB. confirms the ne6

em"loyees services if their "erformance are in a satisfactory level or fulfill the re5uirements

of the ban23

B$1C Ban2 is one of the most +T enabled ban2 in Bangladesh3 8rom its ince"tion the ban2has "articularly em"hasi>ed on +T as a cutting edge advantage over com"etitors and also

"lans to continue as a maor +T driven ban2 in the years to come3 B$1C Ban2 intends to set

standards as the mar2et leader in Bangladesh3 +t 6ill demonstrate that a locally o6ned

institution can "rovided efficient, friendly and modern full service ban2ing on a "rofitable

basis3 +t 6ill "roduce earning and "ay out dividends that can su""ort the activities of B$1C,

the Ban2s maor shareholder3



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RE"ERE3CES

Some of the references are-

B$1C Ban2 6ebsite#6663bbl3com, $etrieved thDecember, *' from

(htt"-JJ6663B$1Cban23comJcom"anyU"rofile3"h")

(htt"-JJ6663B$1Cban23comJcom"anyU"rofile3"h")

htt"-JJ6663B$1Cban23comJManagement3"h")

(htt"-JJ6663B$1Cban23comJShareholding#Structure3"h"

B$1C Ban2 .ocal 6ebsite#6663bbllocal3com, (htt"-JJlocalJ), visit date th

December, *'

B$1C Ban2 H$ "olicy

B$1C Ban2 training ne6sletter

Monthly re"ort from recruitment and training and develo"ment of H$D3

David 13 Decen>o & Ste"hen 3 $obbins 0Human resources management4th edition, "" A'#AA)

:ohn M3 +vancevich 0Human resources management4th edition,"" #, "" #E

!ary Dessler 0Human resources management, th edition,"" '#A



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Abbreviations

3 1TMV 1utomatic Teller Machine*3 BB.V B$1C Ban2 .imited

@3 BDTV Bangladeshi Ta2a

'3

Documents

Recruitment Process of Brac Bank Limited.doc