RECRUITMENT AND SELECTION

Abstract

This report has been prepared with a vision to exploring, analyzing, and

understanding the recruitment and selection practices of PRAN-RFL Group and

concomitantly finding out the loopholes and recommending with an eye to

minimizing the shortcomings of the organization in this field.

It is well admitted that people form an integral part of the organization. The

efficiency and quality of its people determines the fate of the organization. Hence

choosing the right people, placing them at right place and selecting those at the right

time have been essentially essential. Hiring comes at this point of time in the picture.

Hiring is a strategic function for HR department. Recruitment and selection form the

process of hiring the employees. Recruitment is the systematic process of generating

a pool of qualified applicant for organization job. The process includes the step like

HR planning attracting applicant and screening them. This step is affected by various

factors, which can be internal as well as external. The organization makes use of

various methods and sources for this purpose.

Selection is carried from the screening of the applicant during the recruitment

process. Some specific processes are also involved in this case. During the process

there are certain difficulties and barriers that are to be overcome.

Different organizations adopt different approaches and techniques for their

employees. To know the practical application of the employees’ hiring process,

the analysis of PRAN-RFL Group has been undertaken. In the later part of the

study, we will have a little touch about the PRAN-RFL Group.

Acknowledgement

I would like to express my gratitude to all the people who got involved

either directly or indirectly in the preparation of this report. I

apologize to the people whose names I have not mentioned due to

shortening the collaboration, but obviously their contribution is highly

appreciable in the course of preparation.

I want to thank all the officials of PRAN-RFL Group who were involved. I would

especially like to thank Mr. Mir Shamsul Alam, Chief- HRM for giving me time

and sharing his thoughts and insights regarding the company’s recruitment and

selection strategies of the group as a whole. I would like to thank him and his team for

giving me the required information to commence this report and for providing the

permission to do the required research work.

Finally, I would like to thank my parents, my loving brothers and my wonderful friends

whose influence and inspiration has enabled me to complete this report.

TO WHOM IT MAY CONCERN

This is to certify that ………………………., a student of BBA majoring in HRM

from, ………………..University has successfully completed his Internship

Attachment with the HRM Department of PRAN-RFL GROUP from …………..

to……………. During Internship tenure he was sincere & punctual. He also

possesses degree of professionalism and sense of responsibilities.

I hope, he will continue with endeavor to put up the best in the days to come.

Thanking you

Mir Shamsul Alam Chief-HRM HRM DepartmentPRAN-RFL Group Tel: 9563126-Ext 209Mob: 01912257289E-mail: hrm19@prangroup.com

Introduction:

Objectives of the Study:

CHAPTER- 01

PRAN-RFL Group inaugurated its operation in 1980. Keeping its corporate mission

in view, the group has over the years diversified its activities. Today this group is the

largest processors of fruits, milk, crops, vegetables, in Bangladesh. This organization

encourages contract farmers and helps them grow quality crops with increased yields

and to obtain fair prices.

The group comprises of 35 companies. Its head quarter is located in Dhaka with

production facilities around the country. The group provides quality products abroad

and grabs more foreign currency than its competitors. PRAN-RFL Group has been

continuously being the champion in exports and optimizing its profitability for more

than 6 years.

The management system and practices in this group are top to bottom modern.

Concomitantly, the practices are well adapted to its environment and culture. The

largest asset of this organization is the competent team of hands-on-managers and

dedicated employees. For the growth of the company, there are 42,000 thousand

employees employed in this organization.

Methodology of the Study:

In basic idea behind selecting the topic of “Employee Hiring” is to study how

employees are hired. Today organizations are coming up with the new techniques of

hiring people. Hence to study how the actual process is carried in the organization.

This study is undertaken with the following objectives:

To know the recruitment and selection practices of the PRAN-RFL Group;

To study the recruitment and selection practices of the PRAN-RFL Group

To find out the distinctive competencies in recruitment and selection of the

group

To find out the problems of recruitment and selection practices of the PRAN-

RFL Group;

To comment on the existing recruitment and selection practices of the PRAN-

RFL Group and

To recommend some measures to overcome the problems

To undergo this study, I have followed a set of methodologies. These are given

below.

In the organization part, much of the information has been collected from different

published articles, journals, brochures, web-sites and so on.

Data Sources: All of the information incorporated in this report have been collected

both from the primary sources and as well as from the secondary sources.

Data Collection Methods:

Primary source of information:

Discussion with officials of the company

Desk work

Observation

Secondary source of data

Annual report of the company

Relevant papers and published documents of PRAN-RFL Group

Published books, articles, journals, magazines and so on

C) Data Analysis:

For the analysis of data, I have used the followings:-

Tables

Figures

Charts/ Graphical representations;

Microsoft word

Microsoft excel

Micro soft Visio

Importance and scope

1. This projects will provide a value insight to student on the topic.

2. This project will help to get the practical knowledge in employee hiring in the organization.

3. The project will equip me for my future in H. R. M.

Everything has its limitations. In a study, facing the limitations is a must. My study is

not an exception. So, in the report, there are certain limitations. As a result, this report

suffers from the following shortcomings.

The report had to be prepared within the daily routine of office work.

Sometimes the data were really confidential. For this reason, the company officials

didn’t tend to expose the confidential information.

The information aligned here is achieved through working with them physically and

so maximum of the information are received from the mouths of the officials and very

often it lacks documentary support.

Thus, the report has been prepared in accordance with the daily work activities

Limitations of the Study:

Chapter- 02

The Theoretical Concept

An Introduction to Recruitment and Selection

The human resources are the most important assets of an organization. The success or

failure of an organization is largely dependent on the caliber of the people working

therein. Without positive and creative contributions from people, organizations

cannot progress and prosper. In order to achieve the goals or the activities of an

organization, therefore, they need to recruit people with requisite skills, qualifications

and experience. While doing so, they have to keep the present as well as the future

requirements of the organization in mind.

Recruitment is distinct from Employment and Selection. Once the required number

and kind of human resources are determined, the management has to find the places

where the required human resources are/will be available and also find the means of

attracting them towards the organization before selecting suitable candidates for jobs.

All this process is generally known as recruitment. Some people use the term

“Recruitment” for employment. These two are not one and the same. Recruitment is

only one of the steps in the entire employment process. Some others use the term

recruitment for selection. These are not the same either. Technically speaking, the

function of recruitment precedes the selection function and it includes only finding,

developing the sources of prospective employees and attracting them to apply for jobs

in an organization, whereas the selection is the process of finding out the most

suitable candidate to the job out of the candidates attracted (i.e., recruited).Formal

definition of recruitment would give clear cut idea about the function of recruitment.

DEFINITIONS

Recruitment is defined as, “a process to discover the sources of manpower to meet

the requirements of the staffing schedule and to employ effective measures for

attracting that manpower in adequate numbers to facilitate effective selection of

an efficient workforce.” Edwin B. Flippo defined recruitment as “the process of

searching for prospective employees and stimulating them to apply for jobs in

the organization.” Recruitment is a ‘linking function’-joining together those with

jobs to fill and those seeking jobs. It is a ‘joining process’ in that it tries to bring

together job seekers and employer with a view to encourage the former to apply for a

job with the latter.

In order to attract people for the jobs, the organization must communicate the position

in such a way that job seekers respond. To be cost effective, the recruitment process

should attract qualified applicants and provide enough information for unqualified

persons to self-select themselves out.

Thus, the recruitment process begins when new recruits are sought and ends when

their applications are submitted. The result is a pool of applicants from which new

employees are selected.

All recruitment and selection programs of PRAN-RFL Group base on the

organization’s approved human resource plan. HRM Department assists line General

Managers to develop their human resource plans effectively. Based on the recruitment

and selection information from all units, HRM Department analyzes human resource

plans of different units and develops a master plan for the organization. HRM

department processes the recruitment and selection after checking with budget

provision and final approval from the director of finance and top management.

PURPOSE AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates.

Specifically, the purposes are to:

Determine the present and future requirement of the organization in

conjunction with its personnel planning and job analysis activities;

Increase the job pool of job candidates at minimum cost;

Help increase the success rate of the selection process by reducing the number

visibly under qualified or job application;

Help reduce the probability that job applicants, once recruited selected, will

leave the organization only after a short period of time;

Meet the organizations legal and social obligation regarding the composition

of its workforce;

Being identifying and preparing potential job applicants who will be

appropriate candidates;

Increase organization individual effectiveness in the short term and long term;

Evaluate the effectiveness of various recruiting technique and sources for all

types of job applicants

FACTORS AFFECTING RECRUITMENT

There are a number of factors that affect recruitment. These are broadly classified into

Two categories:

1. Internal factors

2. External factors

INTERNAL FACTORS

The internal factors also called as “endogenous factors” are the factors within the

organization that affect recruiting personnel in the organization.

Some of these are:-

Size of the organization

The size of the organization affects the recruitment process. Larger organization

finds recruitment less problematic than organization with smaller in size.

Recruiting policy

The recruitment policy of the organization i.e. recruiting from internal sources and

external sources also affect the recruitment process. Generally, recruitment through

internal sources is preferred, because own employees know the organization and they

can well fit in to the organization culture.

Image of the organization

Image of the organization is another factor having its influence on the recruitment

process of the organization. Good image of the organization earned by the number of

overt and covert action by management helps attract potential and complete

candidates. Managerial actions like good public relations, rendering public service

like building roads, public parks, hospitals and schools help earn image or goodwill

for organization. That is why chip companies attract the larger numbers of

application.

Image of the job

Better remuneration and working conditions are considered the characteristics of

good image of a job. Besides, promotion and carrier development policies of

organization also attract potential candidates.

EXTERNAL FACTORS

Like internal factors, there are some factors external to organization, which have

their influence on recruitment process. Some of these are given below:-

Demographic factors

As demographics factors are intimately related to human beings, i.e. employees,

these have profound influence on recruitment process. Demographic factors include

age, sex, Literacy, economics status etc.

Labor market

Labor market condition I.e. supply and demand of labor is of particular importance in

affecting recruitment process. E.g. if the demand for specific skill is high relative to

its supply is more than for particular skill, recruitment will be relatively easier.

Unemployment situation

The rate of unemployment is yet another external factor its influence on the

recruitment process. When the employment rate in an area is high, the recruitment

process tends to simpler. The reason is not difficult to seek. The number of

application is expectedly very high which makes easier to attract the best-qualified

applications. The reserve is also true. With low rate of unemployment, recruiting

process tend to become difficult

Labor laws

There are several labor laws and regulations passed by the central and state

governments that govern different type of employment. These cover working

condition, compensation, retirement benefits, safety and health of employee in

industrial undertakings. The child Labour Act, 1986; for example prohibits

employment of children in certain employments. Similarly several other acts such as

the Employment Exchange Act,1958; The Apprentice Act, 1961; the Factory

Act,1948; and The Mines Act, 1952 deal with recruitment.

Legal consideration

Another external factor is legal consideration with regard to employment reservation

of jobs for schedule tribes, and other backward class (OBC) is the popular examples

of such legal consideration. The supreme court of India has given its verdict in favor

of 50 per cent of jobs and seats. This is so in case admission in the educational

institutions also.

INTERNAL SOURCES

Present employees:

Promotions and transfer from among the present employees can be good sources

of recruitment. Promotion implies upgrading of an employee to a higher position

carrying higher status, pay and responsibilities. Promotion from among the

present employees is advantageous because the employees promoted are well

acquainted with the organization culture, they get motivated and it is cheaper also.

Promotion from among the person employees also reduces the requirement of job

training. However, the disadvantage lies in limiting the choice of the few people

and denying hiring of outsiders who may be better qualified and skilled.

Furthermore, promotion from among present employees also results in

inbreeding, which creates frustration among those not promoted. Transfer refers

to shifting an employee from one job to another without any change in the

position/post, status and responsibilities. The need for transfer is felt to provide

employees a broader and carried base, which is considered necessary for

promotion. Job rotation involves transfer of employees from one job to another

job on the lateral basis.

Former employees:

Former employees are another source of applicant for vacancies to be filled up in

the organization. Retired or retrenched employees may be interested to e come

back the company to work on the part time basis. Similarly, some former

employees who had left the organization for any reason, any come back to work.

This source has the advantages of hiring people whose performance is already

known to the organization.

Employee referrals:

This is yet another internal source of recruitment. The existing employees refer to

the family members, friends and relatives to the company potential candidates for

the vacancies to be filled up in the organization. This source serves as the most

effective methods of recruiting people in the organizations because refer to those

potential candidates who meet the company requirement known to them from

their own experience. The referred individuals are expected to be similar in type

in the of race and sex, for example, to those who are already working in the

organization

Previous applicant:

This is considered as internal source in the sense that applications from the

potential candidates are already lying with organization. Sometimes the

organization contacts though mail or messengers these applicants to fill up the

vacancies particularly for unskilled or semiskilled jobs.

EVALUATION OF INTERNAL SOURCES:

Let us, evaluate the internal source of recruitment. Obviously, it can be done in

terms of its advantage and disadvantage the same are spelled out as follows:

ADVANTAGES:

The advantages of the internal source of recruitment include the following:

Familiarity with own employees:

The organization has more knowledge and familiarity with the strengths and

weaknesses of its own employees than of strange on unknown outsiders.

Better use of the talent:

The policy of internal recruitment also provides an opportunity to the organization

to make a better use of talents internally available and to develop them further and

further.

Economical recruitment:

In case of internal recruitment, the organization does not need to spend much

money, time and effort to locate and attract the potential candidates. Thus,

internal recruitment proves to be economical, or say, inexpensive.

Improves morale:

This method makes employees sure that they would be preferred over the

outsiders as and when they filled up in the organization vacancies.

A motivator:

The promotion through internal recruitment serves as a source of motivation for

the employees to improve their carrier and income. The employees feel that

organization feel that organization is a place where they can build up their life-

long career. Besides, internal recruitment also serves as a means of attracting and

retaining employees in the organization.

DISADVANTAGES:

The main drawback associated with the internal recruitment is as follows:

Limited choice:

Internal recruitment limits its choice to the talents available within the organization. Thus, it

denies the tapping of talents available in the vast labor market outside the organization.

Moreover, internal recruitment serves as a means for “inbreeding”, which is never healthy for

the future organizations.

Discourage competition:

In this system, the internal candidates are protected from competition by not giving

opportunity to otherwise competent candidates from outside the organization. This in turn,

develops a tendency among the employees to take the promotion without showing extra

performance.

Stagnation of skills:

With the feeling that internal candidates will surely get promoted, their skill in the long run

may become stagnant or obsolete. If so, productivity and sufficiency of the organization, in

turn, decreases.

Creates conflicts:

Conflicts and controversies surface among the internal candidates, whether or not they deserve

promotion.

EXTERNAL SOURCES

External sources of recruitment lie outside the organization. These outnumber internal

sources. The main ones are listed as follows:

Employment exchanges:

The national commission labor (1969) observed in its report that in the pre-independence era,

the main source of labor war rural areas surrounding the industries. Immediately after

independence, national employment services were established to bring employer and job

seeker together. In response to it, the compulsory notification of vacancies act of 1959

(Commonly called employment exchange act) was instituted which become operative in

1960.the main functions of these employment exchanges with the branches in most cities are

registration of job seeker and tier placement in the notified vacancies. It is obligatory for

employer to inform about the outcome of selection within 15 days to the employment

exchange. Employment exchange is particularly useful in recruiting blue-collar, white- collar

and technical workers.

Employment agencies:

In addition to the government agencies, there are number of private agencies that

register candidates for employment and furnish a list of suitable candidates from the data

bank as and when sought by the prospective employer. Generally, these agencies select

personnel for supervisory and the higher levels. The main function of these agencies is to

invite application and short-list the suitable candidates for the organization. Of course, the

representative of the organization takes the final decision on selection. The employer

organizations derive several advantages through this source. The time saved in this method

can be better utilized elsewhere by the organization. As the organizational identity remains

unknown to the job speakers, it, thus, avoid receiving letters and attempts to influence.

Advertisement:

This method of recruitment can be used for jobs like clerical, technical, and managerial. The

higher the position in the organization, the more specialized the skills or the shorter the

supply of that resources in the labour market, the more widely dispersed the advertisement

are likely to be. For instance, the search for a top executive might include advertisements in a

national daily like the Hindu. Some employers/companies advertise their post by giving them

post box number of the name of some recruiting agency. This is done to particular keep own

identity secret to avoid unnecessary correspondence with the applicants. However the

disadvantage of these blind advertisement, i.e., post box number is that the potential job

seekers are the hesitant without unknowing the image of the organization, on the one hand,

and the bad image/ reputation that the blind advertisement have received because of the

organizations that placed such advertisements without position lying vacant just to know

supply of labor/ workers in the labor market, on the other. While preparing advertisement, a

lot of care has to be taken to make it clear and to the point. It must ensure that some self-

selection among applicant take place and only qualified applicant responds the advertisement

copy should be prepared by using a four-point guide called AIDA . The letters in the

acronym denote that advertisement should attract Attention, gain Interest, arouse a Desire

and result in action.

However, not many organizations mention complete detail about job positions in there

advertisement. What happened is that ambiguously worded and broad-based

advertisements may generate a lot irrelevant application, which would, by necessity,

increasing the cost of processing them.

Professional Associations

Very often, recruitment for certain professional and technical positions is made through

professionals association also called ‘Headhunters’. Institute of Engineers, All India

Management Association, etc., provide placement service to the members. The

professional associations prepare either list of jobseekers or publish or sponsor journal

or magazines containing advertisements for their member. It is particularly useful for

attracting highly skilled and professional personnel. However, in India, this is not a

very common practice and those few provide such kind service have not been able to

generating a large number of application.

Campus Recruitment

This is another source of recruitment. Though campus recruitment is a common

phenomenon particularly in the American organizations, it has made rather recently. Of

late, some organizations such as HLL, HCL, L&T, Citibank, Cadbury ANZ Grind

lays, etc., in India have started visiting educational and training institute/ campuses for

recruitment purposes. Many Institutes have regular placement cells / offices to serve liaison

between the employer and the students. Tezpur Central University has one Deputy Director

(Training and Placement) for purpose of campus recruitment and placement.

The method of campus recruitment offers certain advantages to the employer organizations.

First, the most of the candidates are available at one place; second, the interviews are

arranged at short notice; third, the teaching is also met; fourth, it gives them

opportunity to sell the organization to a large students body who would be graduating

subsequently. The disadvantages of this of recruitment are that organizations have to

limit their selection to only “entry’’ positions and they interview the candidates who

have similar education and experience, if at all.

Deputation

Another source of recruitment is deputation I.e., sending an employees to another

organization for the short duration of two to three years. This method of recruitment is

practice in a pretty manner, in the Government department and public sector organization

does not have to incurred the initial cast of induction and training. However, the

disadvantages of this of deputation is that deputation period of two/three year is not

enough for the deputed employee to provide employee to prove his/her mettle, on the one

hand, and develop commitment with organization to become part of it, on the other.

Word-of-mouth:

Some organizations in India also practice the “word-of-mouth’’ method of recruitment. In this

method , the word is passed around the vacancies or opening in the organization. Another

form of word-of-mouth method of “employee-pinching’’ i.e., the employee working

In another organization is offered by the rival organization. This method is economic, in

terms of both time and money. Some of the organization maintain a file applications and

sent a bio-data by a job seeker. These serve as a very handy as when there is vacancy in the

organization. The advantage of this method is no cost involved in recruitment. However, the

disadvantages of this method of recruitment are non- availability of the candidates when

needed choice of candidates is restricted to a too small number.

Raiding or Poaching:

This is another sources of recruitment whereby the rival firm by offering terms and

conditions, try to attract qualified employees to join the company. This raiding is a common

feature in the Indian organizations. For instance, service executive of HMT left to join Titan

Watch Company, so also exodus of pilot from Indian Airlines to join the private air taxi

operator. In fact, raiding has become challenge for the human resource manager.

Besides these, walk - ins, contractors, radio and television, acquisitions and merger, etc., art

some other sources of recruitment used by organization

EVALUATION OF EXTERNAL SOURCES:

Like the internal source of recruitment, external sources are mixed of advantages and

disadvantages

ADVANTAGES:-

Open process

Being a more open process, it is likely to attract a large number of applicants/application. The, in

turn, widens it option of selection.

Availability of Talented Candidates:-

With the large pool of applicants, it becomes possible for organization to have talented

candidates from the outside. Thus, it introduces new blood in the organization.

Opportunity to Select the Best Candidate;

With the large pool of applicants, selection process becomes competitive. This increases

prospects for selection the best candidates.

Provides healthy competition:

As the external members are supposed to be more trained and efficient, they tend to pose a great

competition. With such a background, they work with the positive attitude and greater vigor.

This helps create healthy competition and conductive work environment in the organization.

DISADVANTAGES:

However, the external sources of recruitment suffer from certain disadvantages too, these are:

Expensive and time consuming:

This method of recruitment is both expensive and time consuming. There is no guarantee that

organization will get good and suitable candidates.

Unfamiliarity with the Organization:

As candidates some outside the organization, they are not familiar with tasks, job nature

and the international scenario of the organization.

Discourage the Existing Employee:

Existing employees are not sure to get promotion. This discourages them to do the hard work.

This, in turn, boils down to decreasing productivity of the organization.

PHILOSOPHIES OF RECRUITMENT

The traditional philosophy of recruiting has been to get as many people to apply for

a job as possible. A large number of jobseekers waiting in queues would make the

final selection difficult, often resulting in wrong selection. Job dissatisfaction and

employee turnover are the consequence of this. A persuasive agreement can be made that

matching the needs of the organization to the needs of the applicants will enhance the

effectiveness of the recruitment process. The result will be a workforce which is likely to stay

with the organization longer and performs at a higher level of effectiveness. Two approaches

are available to bring about match. They are:

Realistic Job Preview (RJP)

Job Compatibility Questionnaire (JCQ)

Realistic Job Previews:

Realistic job preview provides complete job related information , both positive and

negative, to the applicants. The information provided will help job seekers to evaluate

the compatibility among the jobs and their personal ends before hiring decisions are

made. RJPs can result in self selection process- job applicant can decide where to

attend the interviews and tests for final selection or withdraw them the initial stage.

Research on realistic recruiting shows a lower rate of employee turnover incase of

employee recruited through RJPs, particularly for more complex jobs and higher level

of job satisfaction and performance, at the initial stage of employment. RJPs are

more beneficial for organization hiring at entry level, when there are unemployment.

Otherwise the approach may increase the cost of recruiting by increase the average

time it takes to fill each job.

Job Compatibility Questionnaire-

The job compatibility questionnaire was developed to determine whether applicant

preferences for work match the characteristics of the job. The JCQ is designed to

collect the information on aspect of a job, which has bearing on employee

performance, absenteeism, and turnover and job satisfaction. The underlying

assumption of the JQC is that greater the compatibility between an the jobseeker, the

greater the profitability of employee effectiveness and longer the tenure. The JCQ is a

400- item instrument that measure job factors, which are related to performance,

satisfaction, turnover and absenteeism. Items cover the following job factors: task

requirement, physical environment, customer characteristics, peer characteristics, leader

characteristics, compensation preference, task variety, job autonomy, physical demands,

and work schedule.

RECRUIMENT PROCESS

As stated earlier, recruitment is the process of location, identifying, and attracting capable

applications for jobs available in an organization. Accordingly, the recruitment process

comprises the following five steps:

Recruitment planning;

Strategy Development;

Searching;

Screening;

Evaluation and Control.

Recruitment Planning: -

The first involved in the recruitment process is planning. Hire, planning involves to draft a

comprehensive job specification for the vacant position, outline its major and minor

responsibilities; the skills, experience and qualifications needed; grade and level of pay;

starting date; whether temporary or permanent; and mention of special condition, if

any, attached to the job to be filled.

Strategy Development:-

Once it is known how many with what qualification of candidates are required, the

next step involved in this regard is to device a suitable strategy for recruitment the

candidates in the organization. The strategic considerations to be considered may

include issues like whether to prepare the required candidates themselves or hire it

from outside, what type of recruitment method to be used, what geographical area be

considered, for searching the candidates, which source of recruitment to be practiced,

and what sequence of activities to be followed in recruiting candidates in the

organization.

Searching:-

This step involves attracting job seeders to the organization. There are broadly two sources

used to attract candidates. These are

Internal Sources

External Sources.

Screening:-

Through some view screening as the starting point of selection, we have considered it

as an integral part of recruitment. The reason being the selection process starts only

after the application have been screened and short listed. Let it be exemplified with an

example. In the Universities, application is invited for filling the post of Professors.

Application received in respond to invitation, i.e. advertisement are screened and short

listed on the basis of eligibility and suitability. Then, only the screened applicant are

invited for seminar presentation and personal interview. The selection process starts

from here, i.e., seminar presentation or interview. Job specification is invaluable n screening.

Applications are screened against the qualification, knowledge, skills, abilities, interest and

experience mentioned in the job specification. Those who do not qualify are straightway

eliminated from the selection process. The techniques used for screening candidates are vary

depending on the source of supply and method used for recruiting. Preliminary applications,

de-selections tests and screening interviews are common techniques used for screening the

candidates.

Evaluation and control:-

Given the considerable involved in the recruitment process, its evaluation and control is,

therefore, imperative. The costs generally incurred in a recruitment process include:

Salary of recruiters;

Cost of time spent for preparing job analysis, advertisement, etc;

Administrative expenses;

Cost of outsourcing or overtime while vacancies remain unfilled;

Cost incurred in recruiting unsuitable candidates.

In view of above, it is necessary for a prudent employed to try answering certain questions like:

Whether the recruitment methods are appropriate and valid?

Whether the recruitment process followed in the organization is effective at all or

not?

METHODS OF RECRUITMENT

Recruitment methods refer to the means by which an organization reaches to the potential

job seeker. It is important to mention that the recruitment methods are different from the

resources of recruitment. The major line of distinction between the two is that while the

former is the means of establishing links with the prospective candidates, the latter is

location where the prospective employees are available. Dunn and Stephen have broadly

classified methods of recruitment into three categories. These are;

Direct Method;

Indirect Method;

Third Party Method.

Brief descriptions of these are follows:

Direct Method:

In this method, the representatives of the organizations are sent to the potential candidates

in the educational and training institutes. They establish contacts with the candidates seeking

jobs. Person pursuing management, engineering, medical, etc. programmers are mostly

picked up the manner.

Sometimes, some employer firm establishes with professors and solicits information about

student with excellent academic records. Sending the recruiter to the conventions,

seminars, setting up exhibits at fairs and using mobile office to go to the desired

centers are some other methods used establish direct contact with the job seekers.

Indirect Method;

Indirect methods include advertisements in the newspaper, on the radio and television,

in professional journals, technical magazines, etc. this method is useful

When the organization does not find suitable candidates to be promoted to fill up the

higher posts,

When the organization want to reach out a vast territory, and

When organization wants to fill up scientific, professional and technical posts.

The experience suggests that the higher the position to be filled up in the organization, or

the skill sought by the sophisticated one, the more widely dispersed advertisement is likely

to be used to reach too many suitable candidates. Sometimes, many organizations go for

what referred to as blind advertisement in which only Box No. is given and the

identity of the organization is not disclosed. However, organizations with regional or

national repute do not usually use blind advertisements for obvious reasons.

While placing an advertisement to reach to the potential candidates, the following

three points need to borne in mind:

o To visualize the type of the applicant one is trying recruit;

o To write out a list of the advantages the job will offer;

o To decide where to run the advertisement , i.e., newspaper with local, state,

nation-wide and international reach or circulation.

Third Party Method:

These include the use of private employment agencies, management consultants,

professional bodies pr associations, employee referral or recommendation, voluntary

organization, trade banks, labor contractors, etc., to establish contact with the job seekers.

Now, a question arises; which particular method is to be used to recruit employee in the

organization? The answer to it is that it will depend on the policy of the particular firm, the

position of the labor supply, the government regulations in this regard and agreements

with labor organizations. Notwithstanding, the best recruitment method is to look first

within the organization.

EFFECTIVENESS OF RECRUIITMENT PROGRAMME

Though there has so far not been evolved any formula such that makes recruitment programme

necessitates having certain attributes such as:

A well – defined recruitment policy

A proper organizational structure.

A well - laid down procedure for locating potential jobseekers

A suitable method and technique for tapping and utilizing these candidate

A continuous assessment of effectiveness of recruitment program and incorporation of

suitable modifications from time to improve the effectiveness of the program

An ethically sound fool-proof telling an applicant all about the job and its position,

the firm to enable the candidate to judiciously decide whether or not to apply and

join the firm, if selected.

SELECTION

MEANING AND DEFINITION

Selection is the process of picking individuals (out of the pool of job applicants)

with requisite qualifications and competence to fill jobs in the organization. A formal

definition of Selection is:-

“ It is the process of differentiating between applicants in order to identify (and

here) those with a greater likelihood of success in a job.’’

Recruitment and selection are the two crucial in the HR process and are often used

interchangeably. There I, however, a fine distinction between the two steps. While recruitment

refers to the process of identifying and encouraging prospective employees to apply for jobs,

selection is concerned with picking the right candidates from the pool of applicants.

Recruitment is said to be positive in its approach as it seeks to attract as many candidates as

possible. Selection, on the other hand, is negative in its application in as it seeks to

eliminate as many unqualified applicants as possible in order to identify the right candidates.

ROLE OF SELECTION

The role of selection in an organization’s effectiveness is crucial for at least, two reasons;

first, work performance depends on individuals. The best way to improve performance is to hire

people who have the competence and the willingness to work. Arguing from the employee’s

viewpoint, poor or inappropriate choice can be demoralizing to the individual concerned (who

finds himself or herself in the wrong job) and de-motivating to the rest of the workforce.

Effective selection, therefore, assumes greater relevance.

Second, cost incurred in recruiting and hiring personnel speaks about volumes of the

selection. Costs of wrong selection are greater.

STEPS IN SELECTION PROCESS

ORGANISATION FOR SELECTION

Until recently, the basic hiring process was performed in a rather unplanned manner in

many organizations. In some companies, each department screened and hired its own employees.

Many managers insisted upon selecting their own people because they were sure no one else

could choose employee for them as efficiently as they themselves could. Not anymore. Selection

is now centralized and is handled by the human resources department.

Ideally, a selection process involves mutual decision-making. The organization decides

whether or not to make a job offer and how attractive the offer should be. The candidate decides

whether or not organization and the fob offer fit his or her needs and goal. In reality, the

selection process is highly one-side. When the job market is extremely right, several

candidates will be applying for a position, and the organization will use a series of

screening devices to hire the candidates it feels is most suitable. When there is a shortage

of qualified workers, or when the candidate is a highly qualified executive or professional

who is being sought after by several organizations, the organizations will have to sweeten its

offer and come to a quicker decision.

NEW METHOD OF SELECTION

In recent years, HR specialists have found out new methods of selection. These approaches

are deemed to the alternatives to the traditional methods of selection.

Two intersecting alternatives are participative selection and employee leasing. Participative

selection that subordinates participates in the selection of their co-workers and supervisors. The

idea is that such participation will improve quality, increase support for the selected supervisors

and co-workers, and improve employee morale. In employee leasing, the client company leases

employees from a third part, not on a temporary basis, but rather ate leased as full-time, long-

term help. An interesting feature of this method is that the client company need not perform

such personnel activities as hiring, compensation or record keeping. The advantages of

employee leasing are significant. The client is relived from many administrative burdens, as well

as the need to employ specialized personnel employees. Further, employees not recruited by

one client are sent to another client company for employment.

Chapter-03The History of the Organization

‘PRAN’ started its operation in 1981 as a processors fruit and vegetable in Bangladesh. Over the

years, the company has not only grown in stature but also contributed significantly to the overall

socio-economic development of the country.

“PRAN” is currently one of the most admired food & beverages brand among the millions of

people of Bangladesh and other 77 countries of the world where PRAN Products are regularly

being exported.

All the PRAN products are produced as per international standards maintaining highest level of

quality at every stages of its production process.

PRAN is currently producing more than 200 food products under 10 different categories i.e.

Juices, Drinks, Mineral Water, Bakery, Carbonated beverages, Snacks, Culinary, Confectionery,

Biscuits & Dairy. The company has adopted ISO 9001 as a guiding principle of its management

system. The company is complaint to HACCP & certified with HALAL which ensures only the

best quality products are reaches to the consumers table across the Globe.

Organization Profiles of PRAN RFL Group:

2.1 Objectives of the PRAN-RFL Group:

Every organization has its go together with a set of objectives. Accordingly, PRAN-RFL group

has the following objectives. In fact, PRAN-RFL group is an exception in the sense that they not

only possess the objectives but also they do follow it to utmost.

Total commitment of the needs of the customers

Provide value and quality product to enrich lines and enhance business success of

customers.

Objective of PRAN-RFL Group is offering the state of the art and modern technology

and quality products to the people of Bangladesh.

Continuous improvement of all work process

Continuous update training of all the employees

Continuous improvement of all the employees

To retain the reputation of PRAN-RFL Group by fulfilling promises made to the

customers, employees.

2.3 Vision:

Our Corporate Mission:

“POVERTY AND HUNGER ARE CURSES”

Our Aim:

“TO GENERATE EMPLOYMENT & EARN DIGNITY AND SELF-RESPECT FOR OUR

COMPATRIOTS THROUGH PROFITABLE ENTERPRISES”

PRAN-RFL Group’s vision is to be a leader as a consumer product provider in Bangladesh and

abroad.

The Corporate Values of PRAN-RFL Group

Consumer Care

2.2 Corporate Mission and Aim of the Group:

We view our consumers’ as our king and us as their laypeople. Our consumers have given us

such success for so long years. So, we care about our consumers. Consumers’ care is the process

by which we endorse consumers’ satisfaction and moreover, loyalty. Primarily, it grips managing

communication with consumer particularly consumers’ questions and complaints and resolving

disputes amicably. The eventual goal of our consumers’ care program is to build long-term

relationships with our consumers. To meet this goal, we will go to great lengths to build a strong

reputation for lavishing our consumers with special services, discounts, gifts, or other benefits.

It’s our great honor to communicate with our consumers. So, we humbly request our consumers

to feel free to communicate with us regarding following issues:

Complaint for our products

Price information

Benefits of products

Comments for products

And any other issues

Objectives that we seek through our consumers’ care are:

To create a culture of customer focus

To receive complaints from our consumers on product related matters

To achieve customer satisfaction

To create rapport and loyalty

We provide the easiest way of communication as we care valuable time of our consumers.

Consumers can communicate with us through:

Cell Phone: 01912-XXXXXX (During 8 A.M. to 8 P.M.) Through our web mail

Supplier Care

Our native farmer is our supplier. We collect major portions of our raw materials from them. We

give values to their activities. Most of our farmers were deprived of getting proper price for their

produces. We help them to overcome this situation by practicing contract farming. We are the

pioneer and largest contract manufacturer in Bangladesh. We care our suppliers in the following

ways:

By providing them good seeds, fertilizers, insecticides, etc

By providing financial supports,

By providing proper information about what to produce more and what to produce less,

By collection their produces in right time and storing them,

By collecting raw materials from them directly and saving them from middle men,

By creating a huge demand of our farmers’ produces both in nationally and globally,

By ensuring proper price for their produces

Employee Care

Our employees are our best resources. We give values to our employees’ creativity and

innovation. Our culture begins with our four values that drive everything we do: Integrity,

Continuous Innovation, Involvement and self-respect. We help our employee grow. We give

them proper training and development. We encourage employees to ask questions and make

suggestions that they think better.

We are the one amongst fewest in Bangladesh who has a culture of profit sharing management.

Our employees are dedicated to the success of our business. We treat our employee as a core

resources and family member

Trade Care

Our trade partners are our great support. Through them, we reach to our ultimate consumers.

They provide support to all our promotional activities and merchandising program. We care for

our trade partner.

Now, we have a customer care wing to listen to them. We aim to build a strong long term

business relationship by taking them through the journey of relationship disposition funnel and

expect them to become our Advocates in our Business.

We care about their needs in the following ways:

By giving product in right price, right quality, at right time and trade benefit

By giving them special service like upcoming demand trends,

By giving the sample products,

By giving them promotional sales competition,

By giving product replacement opportunity for any damaged or expired product

Moreover, at distributors business area, we arrange TRADE MEET where we give them proper

training about how to handle their demand and supply management in their area.

We recently have started PCC (PRAN Customer Care) where our trade partners can talk

directly by making phone call to a unique number: 0191X-XXXXXX. We will support them in

the following ways:

By listening to product complaints,

By providing information about price of product,

By giving information about address of dealer point,

By giving proper solution for any unwanted situation associated to our business.

Always provides quality products to the customer.

2.4 Theme:

PRAN-RFL Group is committed to achieving leadership in customer satisfaction

by continually improving its process, products and services to ensure they

consistently exceed customers’ requirements. PRAN-RFL Group will develop and

implement technology and provide quality consumer product in Bangladesh and

abroad. Above 72 countries they export consumer product and earn more foreign

currency per month, which is equal of sale in the country per year.

2.5 Quality Policy:

AGRICULTURAL MARKETING CO LTD

QUALITY POLICY

IT IS THE POLICY OF AGRICULTURAL MARKETING COMPANY LIMITED TO MARKET

PRODUCTS OF CONSISTENT QUALITY AT HOME & ABROAD AS PER WORLD

STANDARDS PRODUCED HYGIENICALLY IN ACCORDANCE WITH GOOD

MANUFACTURING PRACTICES IN STATE-OF-THE-ART PLANTS & PROCESSES, PACKED

IN APPROPRIATE PACKAGING AND REMAIN COMMITTED TO THESE OBJECTIVES AT

ALL TIMES.

AMCL HAS ADOPTED ISO-9001 AS THE MODEL FOR ITS QUALITY MANAGEMENT

SYSTEM. ACCORDINGLY A DOCUMENTED SYSTEM OF PROCEDURES AND

INSTRUCTIONS HAS BEEN ESTABLISHED THROUGHOUT THE ORGANISATION

DEFINING BUSINESS PROCESSES, RESPONSIBILITIES AND AUTHORITIES.

MANAGEMENT IS COMMITTED TO PROVIDING THE RESOURCES AND CREATING AN

ENVIRONMENT IN WHICH EACH EMPLOYEE CAN CONTRIBUTE HIS/HER SKILLS,

TALENTS AND IDEAS IN A NEVER-ENDING PROCESS OF IMPROVEMENT AND

INNOVATION IN ALL ASPECTS OF BUSINESS.

Quality Policy

Rangpur Foundry Limited (RFL) is committed to achieving highest level of

customer satisfaction by continuous improvement of human resources in

production and marketing of plastic products, especially garments accessories like

HANGERS, etc. through compliance of international standards of quality

management system.

We in Bangladesh are blessed with a climate ideally suited to agriculture, specially fruits and

vegetables-rich in taste and flavor: sweet, mellow and juicy.

Our deltaic plains are among the most fertile in the world created and drained by the mighty

rivers-the Padma, Jamuna & Meghna. There is plenty of water.

And farming is a way of life to our people.

Our comparative advantage as an economy lies in agriculture. We believe the way to economic

prosperity is through agro-business.

PRAN is in testimony to our convictions.

P PROGRAMME for

R RURAL

A ADVANCEMENT

N NATIONALLY

PROGRAMME FOR RURAL ADVANCEMENT NATIONALLY

cÖMwZ i“cvq‡b AMÖYx b‡ev`¨g

PRAN is Bangladesh’s largest grower and processor of fruits and vegetables. Our contract

growers cultivate the choicest fruits and vegetables which are processed in our modern and

hygienic factories to highest quality & international standards.

Organogram:

2.6 History of the Group:

QMS Achievements: Here there are some of the achievements:

The Human Resource division is an important division of the PRAN-RFL Group. This division

plays a vital role in the total functioning of the group. In the group, this department has a

separate building and it functions very smoothly. In the department, the wings are recruitment

and selection, training and development, personnel (compensation), organization development

(HR Planning), and quality management system (QMS)

Let us have a look at the graph;

3.1 Human resource division:

CS: HR Department

Chief HRM

Chief Recruitment Officer(CRO)

Personal Wing Training Wing

Sales training, Management Training

Recruitment Wing

SLM G-Mgt

Tech Low skilled Sales & Mgt

OD-M QMS-M

PRAN-RFL group is proud that each of its units is endowed with its objectives and every

department is well reviewed and previewed whether the set of objectives is well achieved and

facilitated. Accordingly, the HRM department has got some objectives. This department has the

following objectives:-

• To ensure the optimum use of human resources

• To provide future human resources needs of the enterprise

• To help to create a safe, healthy and attractive working environment

• To develop managerial competency and help creation of condition in which employees

contributes to the best of their abilities

• To develop of mutual respect & trust between management & employees

• To enhance staff morale

• To contribute to achieve organizational effectiveness & productivity

• To perform in line with organizational needs and goals

• To assist in achieving staff’s personal and professional objective

Objectives of the Human Resource Department

It

has already been mentioned that the human resource department is consisted of the following

functions

1. Recruitment and Selection

2. Training and Development

3. Personnel (Compensation)

4. Organization Development (HR Planning)

5. Quality Management System (QMS)

Recruitment and Selection Wing

The Basic functions of this wing are:

• Develop method & Strategy for recruitment process

• Develop method & Strategy for selection process

• Conduct the recruitment & selection process

• Making employment offer

• Ensure the probable best fit for person-job & person-organization

In broader aspect, this wing does the followings

Give advertisements in the daily newspaper and job sites.

Receive applications and file them

Shortlist the candidates

Fix the date and time of a preliminary interview

Contact with the applicants and inform them about the interview and written test over

telephone

3.2 Basic functions of different wings:

Fix further date and time for final interview if it is required and inform the interview

accordingly

Prepare an appointment letter for the finally selected interview.

Give appointment to the person with a detailed job description and job specification.

Personnel Wing

• Make Appointment & confirmation

• Posting, Transfer, Promotion, Termination, Resignation & Separation

• Taking Disciplinary action as per instruction

• Compensation and benefits

• Payroll preparation

• Calculation of Bonus, deduction & incentives & leave encashment

• Attendance and leave record

• Make Annual appraisal

Training and Development Wing

• Assess Training need of the Group and develop training strategy

• Prepare lesson plan and training module

• Arrange training in all areas including General Management, Sales, Factory staff

etc.

• Conduct training classes

• Obtain Training feedback, and analyze result

In more specific sense, it has the following functions:

Assess training need of the group

Prepare training calendar

Preparation of training schedule

Develop lesson plan or lesson note

Arrange Sales and Management (General) Training

Arrange Factory based training

Also arrange need based training

Conduct training classes

Prepare training budget

Provide distributors certificates

Quality Management System (QMS) Wing

• Develop and revision of policy regarding ISO/HACCP/HALAL with the direction

of management

• Follow-up-works of ISO/HACCP/HALAL

• Maintain ISO/ HACCP/ HALAL related documents

• Conduct ISO internal audit & review process

• Internship management

Organization Development (HR Planning)

Improve the performance of individuals, teams &total organization.

Furnish & Preserve Organizational/departmental diagram, functional flowchart & Job

Description.

Formulate innovative organizational development strategy.

Review company policy if required

Employee performance appraisal criteria:

Performance appraisal is any personal decision that influences the status of the employee

regarding his confirmation, increment, promotion and transfer.

PRAN-RFL Group’s employee performance appraisal criteria-

Professional knowledge, commitment to work

Quantity of work

Skill

Dependability

Attitude

loyalty

Creativity

Initiative

Emotional maturity

Commitment towards service rules

Discipline

Leave Management

This is an important function. HR has opened a leave management database to obtain current

leave status for all the employees of PRAN-RFL Group. It provides employees information of

their status when it is necessary. HR management also deals with some personal functions like

show cause, termination, dismissal, discharge and resignation. It also issues circular as and

when required. This department also conducts department inquiry and all other functions

related to HR.

Human Resources Management Information System (HR-MIS)

This plays a very crucial role in the functioning of PRAN-RFL Group. This is a very flexible and

open department, as it always has to gather and store current and exact data and information

regarding employee and the organization.

The functions include:

Maintaining and updating of employee database

Maintain employee related different statistics

Any other work which requires updating employee data

HRP that is; Human Resource Planning is one of the most important elements in a successful

human resource management program. In fact, it is a process by which an organization ensures

that it has the right number and kinds of people, at the right place, at the right time, capable of

effectively and efficiently completing those tasks that will help the organization achieve its

competitive advantage.

PRAN-RFL Group wants to grow day-by-day for best employment. For this reason, PRAN-RFL

Group has a very strong human resource planning

PRAN-RFL Group’s performance depends on the quality and commitment of its people.

Accordingly, the company’s stated strategy is to attract, retain and motivate the very best people

and therefore PRAN-RFL Group is always conscious about human resource planning.

In a word, PRAN-RFL Group’s focal view is to place the right person into the right position. The

great thing here is that Human Resource Planning starts from the beginning of each year

according to other organizational plan and budget. Each department is required to submit their

month wise recruitment and selection plan to the Human Resource. According to that strategy,

HR will plan upcoming recruitment and selection plan.

Human Resource Planning

Concomitantly, the department stays on its tiptoe to serve any emergency consideration. On the

one side, the department makes plans on the basis of the plans and needs of the other

departments and on the another side, the department is alert and active enough to support any

vacancy raised due to urgent reason.

The following factors are included in the overall plan:

Manpower Requisition: Respective Division/Department Heads will inform the HR

department head and the head then transfers it to the recruitment and selection wing. The

HoDs are to do it basing on the HR planning of the organization and simultaneously;

after obtaining necessary approvals from the CEO or Deputy Managing Director.

Job Analysis: PRAN-RFL Group plans an effective job analysis so that the applicant or

employee can easily understand the job criteria, responsibilities and employee incentives

benefits and other facilities. Applicant can also easily understand the job specification. A

sound job analysis gives good support to the HRD.

Recruitment and placement process: The HR planning includes the most possible ways

the right person can be recruited in the right position.

Training and development process: Training and development process involves

training module design, training center or location set up, employee development

formulation.

Performance appraisal process: Development of employee performance evaluation,

standards and assessing the employee’s actual performance and relative to their

standards.

Compensation and pay plan: To the entry level or fresh candidates, to pay seven or

eight thousand. To retain the best and talent employees the better compensation and

handsome salary are planned in a well manner. The competitive advantage and pay

package are designed for the employees with this pay package the benefits are also

included.

Employee relation and team building: The Human Resource Department always tries

to build a better employee relation as well as effective team building. This helps to

achieve the overall goal of the organization.

After I had gone to PRAN-RFL group, I was placed in the recruitment wing of human resources

department. In this wing, I had to do a lot of tasks every day.

My work included

To collect CVs for recruitment and selection

To sort external CVs coming by post (I collected three thousand CVs)

To contact the candidates for fixing the interview schedules

To check the scripts of the written exam tests

To arrange the interviews

Nature of my job:

THE RECRUITMENT

AND

SELECTION

PRACTICES

OF

PRAN-RFL GROUP

An effective recruitment and selection process requires a well set of recruitment and selection

policies. As a big organization, PRAN-RFL Group also has a distinctive set of policies.

Recruitment and selection policies are simple. But the implication of these policies can be far

reaching and far-sighted

PRAN-RFL Group recruitment and selection policies are given below:

PRAN-RFL Group recruitment policy is to hire the right kind of people at the right place,

selecting them through an effective process from a pool of candidates in the job market.

PRAN-RFL Group recruitment and selection policy does not allow any favor or

preferential treatment to anyone.

Any person who has contract with any other company cannot be hired under any type of

contract.

The recruitment and selection department of PRAN-RFL Group has the freedom from all

political and other pressures.

Anyone who is under 18 years of age cannot be hired as an employee under regular,

temporary and part-time contract.

The status of employment can be changed from contract to regular and regular to contract

depending on the situations arising from performance or need.

The competency and high quality performance of the whole organization shall be ensured

by the effective recruitment and selection.

PRAN-RFL Group follows the above policies in the time of human resource planning

and recruiting new employees.

PRAN-RFL Group recruitment and selection policy

Recruitment and selection process undergoes the policies that are already mentioned.

Recruitment and selection process of PRAN-RFL Group is carried in the following ways:

Find out the Vacancy/ Create Vacancy: When vacancy is created or found out from a

particular department, the respective departments send a requisition to the HR department

for the procedural advancement.

Give advertisements in the daily newspaper and popular job sites: The job openings

shall be circulated in the national daily newspapers or popular sites like

www.bdjobs.com. Candidates can also apply through the official website of PRAN-RFL

Group by registering.

Receive applications and file them: Applications are submitted to the Manager of HR.

Applications are collected and filed by the recruitment wing of HR.

Short list of the candidates: The concerned division/department and HR department will

short list the candidates according to the policies.

Fix the date and time of a preliminary interview: After short listing, the time of a

preliminary interview is to be set.

Contact with the applicants and inform them about the interview over telephone or

SMS: After setting the preliminary interview time, applicants are informed by telephone

or Short Message Service (SMS) of mobile phones

Recruitment and selection process, in brief

Fix further date and time for final interview if it is required and informs the

interviewee accordingly: In the process of selection, more than one interview; usually

two are held. Candidates who pass the screening interview are called for the written test.

After crossing this hurdle, the candidate is invited for the second or final interview. In

this interview, the candidate is asked questions not only from the bookish gatherings but

also from his or her personal creativity and knowledge. Even, in this viva-voce, the

candidate is asked about the expectation of salary. That is to say; a negotiation process

takes place here. But it is to be remembered that the negotiation process starts only when

the candidate can satisfy the interviewer well with his or her performance.

Prepare and give appointment to the finally selected interviewee with a detailed job

description: Candidate who fulfills all the criteria for the job is offered an appointment

letter with detailed job description. At the same time, he is advised to contact the

personnel department to undergo the joining activities. There he or she is given a joining

letter to be signed and given some instructions on how to open a bank account to collect

the salary. Then immediately after the recruitment and selection, a separate employee

file is opened comprising of all the relevant information of the particular employee. This

personal file is prepared, maintained and updated by the HRD. In fact, one of the main

responsibilities of HRD is the updating of all the files of the employees.

There are two sources from which recruitment is facilitated. Recruitment may be either from the

internal source that is within the organization or from the external job market.

Internal source:

Internal source is a very important source. For encouraging the internal candidates, job vacancies

in the PRAN-RFL Group are advertised through internal notices to all company employees.

Recruitment from the internal source is done through promotion or delegating individuals with

new assignments.

In the case of internal sourcing, HR along with concerned Division or Department will identify

prospective candidates on the basis of individual capability matching with Competency/Role

profile and will conduct appropriate tests to select the most suited person.

The process of internal sourcing

Vacancy Found: When a vacancy is found in a particular position, the first thing that the

HR does is that they look for an appropriate person to fill in the vacancy.

Matching Capabilities: Later, the HR department seeks for matching the capabilities the

targeted person has and the post requires.

Offering the Person: Next, the targeted parson is called at a meeting to discuss

comprehensively whether he is ready or not. If he is found enthusiastic, he is offered the

post in form of promotion.

Placing: In this stage, the person is placed with the appropriate job description of the post

he is going to hold.

Recruitment sources

External sources:

In addition to looking internally for candidates, organizations mostly open up recruiting efforts to

the external community. In PRAN-RFL Group recruitment from external sources undergoes the

following process-

Executive search: Executive search firms are used for searching senior managers and

higher positions.

Web sites: The Company tends to use its web site as an external source of recruitment. In

this site, an application form is provided for the interested candidates to fill in. When the

organization needs to fill in some vacancies, the HR officers log on to here and sort some

CVs and contact the qualified the people.

Advertisements: Advertisements in the national daily and jobsites for managers and

lower level position are published. In some cases, the job sites on internet are used only.

It is done because the organization needs the people who are well aware of internet and

outsides.

Words of Mouth: Sometimes, it is seen that the HR officers are sending the mails to

their familiar people within and outside the organization. They do it when they need a

bunch of people within a short time. When they send the mails, they mention there that

the candidates are going to be recruited on an emergency basis. So, if someone has

anyone interested to do the proposed job, he or she can let the candidates contact the HR.

Job Fair: PRAN-RFL group also recruits people sometimes from job fairs held in

different universities or places. It is well recognized that this group is the biggest recruiter

in the job fair.

In the case of external sourcing following sources are used:

When an organization wishes to tell the people it has a vacancy, advertisement is one of

the most popular methods used. Advertisement in the Newspaper will be posted on the

national dailies. Advertisement texts must be in the prescribed and approved format of

the company.

PRAN-RFL Group website or other popular job sites may also be utilized for advertising

job vacancy of the company.

Employee referrals: Employee referrals may be collected through circulation of

advertisement to all employees. The advantage of employee referrals includes access to

individual who possesses specific skills and knowledge. It has also a disadvantage. It can

lead to preferential treatment to a wrong candidate.

Other sources:

There are also other sources depending on the circumstances professional employment agencies,

notice boards of technical universities like BUET/KUET/CUET/RUET, other universities like

DU/IBA/NSU etc and journals may be chosen for attracting applicants against job openings. This

source is very effective in selecting qualified candidates.

** In some special cases, the CEO and DMD recruit some people to whom they come in close

contact personally. It follows necessarily that they tend to recruit the foreign candidates in this

way.

There is a recruitment cycle begins with requisition. Human Resources Division takes maximum

27 days to complete the recruitment process. The breakdown of the 27 days as follow:

3.10.1 Recruitment cycle:

Requisition7 days

Compilation and Approval 1 day

Medical check 1 day

Short listing screening2 days

Interview written test4 days

Reference check1 day

Advertisement10 days

Appointment letter 1 day

The selection activities begin after the requisition is given by the heads of different division and

advertisements are published announcing a vacancy in the organization. In the recruitment Cycle,

the rest of the 27 days go in selection activities. That means after deducting 7 days for requisition

and 10 days for advertisement from 10 days. Selection activities follow a standard pattern.

3.10.2 The Selection Activities:

Initial Screening

Employment test/PreliminaryInterview

Comprehensive Interview

Reference Check

MedicalExaminationIf required

Final job offer

Reject Applicant

Passed

Passed

Passed

Passed

Passed

Unable to do essential elements of job

Problem encountered

Failed to impress intervieweror meet job expectation

Failed Test

Failed to meet minimum requirement

Following the circulation of job vacancy, concerned Divisional/Department head and HR

division will scrutinize the applications and arrange written tests where applicable:

At the time of screening, the following criteria are followed:

Executive position: For the executive position, the candidate must have a master degree.

In some cases, the candidates having masters’ degree only in the business field are

considered. Even, the candidates who have completed masters’ from general side and

later completed MBA are not offered some posts. In this case, the candidates who have

graduation and post graduation in business are offered the posts.

Executive and above: For executive and above, the experience plays the most vital role.

At the same time, the academic background is also taken into consideration. In this case,

the candidates must have at least 2nd class in all academic levels. However, in case of

competent candidates with strong experience in the relevant fields, such educational

qualifications may be relaxed.

Non-executive Permanent Employment: For non-executive permanent employees,

minimum educational recruitment is HSC. At the same time, the personal traits are also

examined in the screening test. Here, the candidates; seeming to be self motivated,

physically strong and with good eye sight are eligible.

For Non Executive Contractual Employment: For Non-Executive contractual

employees, minimum educational requirement is class eight pass. And they get daily

basis salary. Here, they are called wage worker.

Screening of Candidates:

HR will decide the selection criteria in accordance with the concerned

Division/Department/Supervisor. PRAN-RFL Group recruits people undergoing a very good

system.

The following selection methods for recruitment are used in PRAN-RFL Group:

Screening test

Interview

Paper checking

Testing outlook

Writing ability/aptitude test

Oral interview-structured competency based

Psychometric test for general managers, managers and above

The most common and important method to assess applicants capability is through written tests.

HRM department encodes the papers of written tests scripts to prevent subjectivity during

examining the papers. This is more important when internal and external candidates sit for the

same test.

HRM department must set questions by taking inputs from interviews panel. Questions should

set relevant to the positions along with general questions. Like junior executive level, set the

Written test:

Selection criteria:

question here including general knowledge, intelligence question, specialized question, which is

needed in the department based.

On the other side, management trainee level then set the question where including general

knowledge question, intelligence question; it is also needed in the department based.

But the senior level, the question, is very much different. Here no other test only psychometric

test is given.

Final questions should be prepared by Assistant Manager, Sub Assistant Manager and make copy

just before test.

Minimum two persons from different units including the line manager to ensure fitness should

examine the answer scripts. Generally, questions should be on core business, on management

related issues and job specifics.

For the oral interview, competency based structured interview will be conducted. The standard

interview Assessment form along with probing questions will be supplied by HR division.

Position specific structured interview with necessary proving question and assessment form can

also be developed / used.

The oral interview may take place in different phases according to the decision of HR division

and concerned division / department and on the basis of position.

Preliminary interview conducted by the respective immediate manager, assistant

manager also sub-assistant manager.

Second interview – conducted by director along with the respective divisional /

departmental heads

If the recruitment is for any key position / GM, AGM, Manager above level a final

interview must be conducted with the director, CEO.

Oral interview:

Once the final incumbent is selected, HR Division (Compensation & benefit) will initiate the

compensation plan and will make offer / process the appointment formalities.

Reference check may be conducted by HR division upon acceptance of offer. Subject to

satisfactory response joining will be accepted.

The selected candidate must undergo a medical checkup and subject to satisfactory medical

report formal appointment letter will be issued.

Re-employment is not encouraged by PRAN- RFL Group. However for highly competent

candidates exceptions can be made subject to the approval of the Director and the CEO.

This policy governs the appointment of individuals on contract / caused basis and through third

party service providers. Prior to process the employment on the above category, the division /

department concerned must obtain requisition must contain the job specification with

justification of the need along with the period.

Final Selection

Re-employment

Recruitment of contractual and others

Based on the HR planning, the Divisional Head of Management trainee informs HR on personnel

requirement for the month of January which is approval from the director and department head.

These requisitions are given with the job description and job requirement.

Table: 1 Recruitment Requisition.

Division Month No. of

Position

Name of Position

Management Trainee

(General)

January 10 MT-Chemical

MT-Civil

MT-Dairy

MT-QC

MT-Management

MT-Finance

MT-Marketing

MT-Accounts (Internal Auditor).

Veterinary officer.

Public Relation officer.

Recruitment scenario of PRAN-RFL Group

For these requisitions advertisement are given in the daily newspaper and bdjobs, which is a

popular jobsite. Applications are submitted in the HR Department are collected and scrutinized.

The applications then short listed.

Requisition by the divisional heads must contain job description and requirement. According to

these description and requirement HR prepared advertisement. As discussed curlier for executive

position candidate must be at least masters degree, for executive and above level, candidate must

have at least 2nd class in all academic level etc.

Chapter- 04

Analysis and Findings

It is well known that SWOT analysis is the comparative study among the strength, weakness,

opportunity and threats of a particular organization. The strength and the weakness refer to the

internal factors of the organization and the opportunity and threats refer to the external factors of

the organization. If an organization can do its SWOT analysis well, the organization doesn’t tend

to fall short anywhere.

Basing on the study of PRAN-RFL Group, I have tried to have a SWOT analysis on the basis of

recruitment and selection practices of the group.

In the following, the whole thing understood by me is presented.

Strengths:

Good reputation: During the study, I have found that a rush of CV is coming against a

particular post. In some cases, it is found that I have received I have 100 CVs for a single

post. From this perspective, it can be said that the organization has a good reputation in

the job market. For this reason, the organization gets an opportunity to choose from the

lots of alternatives. This is certainly strength of the organization.

Strong Technology: Strength of the organization is that it has a strong technology to

maintain the recruitment and selection practices. All the procedures of the organization

are well maintained by technological support. This is termed as a great strength.

Effective Human Resource Plan: The human resource plan is very effective and

insightful. The plans are well executed and reviewed comprehensively.

SWOT Analysis of Recruitment and Selection Practices in PRAN-RFL Group

Quality Top Management: The top management of the organization tends to be built on

quality. The top priority of the top management is one and that is quality. Even, the top

management of the organization well qualified. This is very great strength of the

organization.

Qualified Employee: The qualified employees are a great strength of the organization.

Here, at any level of administrative posts, the minimum qualification is Masters. For this

reason, all the employees in the head office are university graduates.

Expertise and Experience of Parent Company: The parent company was established in

1981; meaning it has been about 30 years since it started its operation. In this long

journey, the company has bagged a massive experience into its store. So, the company

can use the experience and expertise gained from this long experience in its recruitment

and selection procedures.

Great Number of Sister Concern: The company has the strength that it is consisted of

so many sister companies. As it has so many options, it can recruit so many people at a

time. It gives the organization a greater strength.

Strong Team Work: The greatest strength of the organization is that the recruitment and

selection team here work in a synchronized way and in team. Their team activities are

very strong.

Weakness:

Poor Looking HR Building: The HRM building is supposed to look fantastic and

colorful. But in the PRAN-RFL Group, the HRM building is not that much fashionable.

For this reason, the highly ambitious candidates come to sit for the tests but after the

seeing the environment, they do not want to join here. The candidates from the foreign

universities and top class public and private universities tend to do this. This is termed as

a weakness.

Shortage of Exam Halls: The focal weakness of this organization is that the building

doesn’t have good support of exam halls. When the recruitment team plans to recruit the

sales representatives in larger number, they can’t do it. This doesn’t happen because they

don’t have good support of exam halls.

Website Is Not Updated: The last but not the least weakness of the organization is that

though the technology team is very strong here, their website is well updated as much as

it should be. For this reason, the interested candidates fall short of information prior to

coming here in the organization.

Absence of Central Interview Body: In the organization, there is no central interview

board that is supposed to have the interview and select a candidate for a particular post.

Very often it is seen that a candidate is to undergo several interviews owing to the

absence of a central committee for interviewing. When a candidate passes the primary

stages of screening and written tests, he or she is called for the final interview with the

director of the particular department. But when the particular wing of that department is

informed of the recruitment, the chief of the wing procrastinates showing the reason that

he wants to see the candidate again. In this way, the total process takes a long time and

the candidate has to come and go several times.

Lack of Waiting Room: The most embarrassing weakness of the recruitment and

selection department is that it has no waiting room of its own. For this reason, when the

candidates come to sit for an exam, they are to keep standing very often outside the

office. It creates a very bad impression of the organization.

Opportunities:

Want of Jobs in the Public Sector: A greater demand of jobs found due to the gaps in

the public sector creates an opportunity for this company. As the population grows, the

demand for jobs grows. To meet up this demand, the public sector is really unable. For

the reason, PRAN-RFL group is getting the opportunity to fill in the vacant posts with

more qualified candidates.

Changing Mentality of the New Entrants: The new entrants into the job market are a

bit changed now. They have a tendency that the public jobs are not smart, fashionable

and lucrative. To them, the public jobs are a bit like the classical old schools with little

amenity of modern life. So, they move to getting the private jobs like in the PRAN-RFL

Group.

Absence of the Same Level Company: PRAN-RFL group enjoys an opportunity that

there is no same level company in the country right now. Even, the company with the

same business is not as big as it is now. This factor is helping the organization a lot.

Another thing is that the main competitors have congested the product line these days.

For this reason, the company sees the better days.

Threats:

Increasing Number of Companies: The increasing number of companies in the country

poses a greater threat to the PRAN-RFL group. As the number of companies is growing,

the job market is becoming more and more open and competitive. In this backdrop, the

candidates are getting a lot of options to find the jobs. So, whenever they want, they are

getting the scope to switch over another job. Hence, with so many alternatives present in

the job market, the company finds it really threatening to retain the best employees it has

and to recruit the best candidates it can have.

Misconception of Candidates: During the study, I found that many of the candidates of

the candidates have a misconception about the PRAN-RFL group. Even, this

misconception is accelerated by its envious competitors. Though the group doesn’t many

things to do about the misconception among the candidates, it is posing a greater threat to

the good will of the company.

Lucrative Offers of the MNCs: The MNCs existing in the country are offering a

handsome salary at the very outset. Say for example; if a well qualified joins NESTLE or

GRAMEEN PHNOE, he or she is offered minimum 25000- 30000 BDT, but in this

organization, the new entrant is offered 8000- 12000 BDT. The amount it offers may not

be a question but when the candidates get better offers, they never tend to join here. This

is supposed to create a talent gap in the organization.

Recession in the Economy: The silent economic recession is also threatening the smooth

functioning of the recruitment and selection policies of the organization. When the

organization cannot provide the increment to the existing employees; how can it offer a

handsome salary package to the new entrants? Thus the economic recession poses a

greater threat to the recruitment and selection practices of this group.

Better Working Environment in Other Companies: The better working environment

in other companies of the country poses a serious threat the organization. As the days go

by, the companies are trying to be converted into MNC. With this vision in the back of

mind, the companies are very enthusiastic to modernize their environment every day. In

this process, the companies are trying to be more furnished with newer technologies and

IT facilities. This type of situations creates a comprehensive external threat to the

company.

The findings of the study are as follows:

The recruitment and selection practices of the PRAN-RFL Group are suffering from

internal and external pressures. As a result, the HRD of the PRAN-RFL Group cannot

recruit and select the best candidates to fill-up the vacant position of the organization.

The manager of the PRAN-RFL Group cannot conduct an ideal recruitment and selection

program due to the existence of old and classical styles. That is why, disqualified

candidates can get the chance to submit their CVs in the organization and it creates

problems on the activities of HR Department.

The HR Department of the PRAN-RFL Group always takes employee referrals for

recruiting and selecting the right candidates to fill-up the vacant position of the

organization. As they put a lot of importance on the referrals, they most often fail to

locate the right candidates for the right job.

The recruitment and selection policies of this organization are not well organized in some

cases. For this reason, some problems always take place in the course of recruitment and

selection.

There is no waiting room for the waiting candidates in the building

There is no central interview board in the organization.

There is no complain box in which the outgoing candidates can give their feedback.

The recruitment and selection policy of this company is not up-to-date.

The recruitment policies are not updated as proactively and timely as demanded.

Findings of the Study

Chapter- 05

Recommendations and Conclusion

The following recommendations will help the HR manager of PRAN-RFL Group to overcome

the problems involved with existing recruitment and selection practices of this company:

The HR manager of the PRAN-RFL Group should have the ability to take the right

decision under the internal and external pressures and must be very cautious to select the

most qualified candidates for the betterment of the company.

The HR manager of this company should try to conduct an ideal recruitment and

selection program. Because it encourages the qualified candidates to submit their CVs in

the organization and discourages the disqualified candidates to submit their CVs in the

organization. As a result, on the one hand, the manager may fill-up the vacant positions

with the most qualified candidates and on the other hand, the manager may reduce the

hassles of the HR Department.

The HR Manager should take a comprehensive initiative to make all the recruitment and

selection policies well organized and clearly defined. He should also take some steps to

have a survey over the competitive companies to understand the gap between what

PRAN-RFL is and what the other companies are.

The HR Department of the company should form some committees assigned with

respective duties. Say for example; one committee will be responsible for planning; one

for advertising; one for interviewing; and the other for this kind of jobs. If this can be

done, the recruitment and selection wing is very likely to conduct a standard recruitment

and selection program. This committee should be capable of selecting the most qualified

candidates for filling the vacant positions of the organization.

The HR manager of this company should be very active and alert to make all the policies

up-to-date so that the manager can smoothly overcome the problems relating to

recruitment and selection practices.

The HR manager should also have a comprehensive follow up of the policies and

practices to ensure that all the things are going alright.

Recommendations

The HR manager should arrange weekly meetings participated by all the officials of the

recruitment wing. In the meeting, all the officials should be made to talk over the issues

they face frequently. If some problems are found, a prompt action should be taken in line

with policy of the total management. Even if there is no problem, the HR manager should

motivate the employees regarding how to better the total system.

The recruitment wing should set a complain box at the entrance; by doing this, the wing

can listen to the expectation of candidates. In line with this, if they can act, the total

scenario is sure to change.

The HR manager should take immediate and comprehensive step to form a central

interview board so that the hazards in the course of recruitment and selection can be

minimized. He should do it to optimize the organizational prestige among the new

entrants.

The recruitment and selection wing should arrange a special waiting room furnished with

sitting furniture and other living facilities. In the room, they can set some posters to

enhance the beauty of the rooms and to create an aesthetic sense among the waiters.

The HR manager should be very alert to keep the policies up to date in line with the

changes in the modern world of business. In fact, the business world is changing fast;

even faster than we can imagine. So, the manager should stay connected with the outside

world to make it sure that all the policies followed in the organization are based on what

are the newest.

Conclusion

The project called “HRM PRACTICES OF PRAN-RFL GROUP WITH A SPECIAL

REFRENCE TO RECRUITMENT AND SELECTION” is assigned by the organization. During

developing this project, I have gathered a cargo of experiences which, I believe strongly, will be

a very valuable resource in my practical life in future.

Recruiting and Selecting are a unique process of discovering potential candidates for actual and

anticipated organizational vacancies. From another perspective, it is a linking activity that brings

those with jobs to fill and those seeking jobs together. The success of recruiting and selecting

also needs cooperation of the department in which a position is vacant. They must give the

description and specification of the job for which a person will be hired. At the same time, HR

also needs to analyze the nature of that job. The effective analysis will lead to an effective

advertisement that will attract the qualified and discourage the disqualified.

Timely requisition is also very important; simultaneously the HR needs continuous monitoring

for the upcoming vacant positions in every department. As retention of employees has become

the greatest challenge of an organization, the recruiters have to be careful enough and visionary

to select people so that the new entrant can be retained for a long time; fitting in the best position

he or she deserves. It is a common scenario that every, large or small, multinational company

controls its huge number of employees through HRD. In line with that, organizations throughout

the world are quickly changing and improving the quality.

In this backdrop now-a-days, the role of HRD has become very important and to say frankly the

most integral part of an organization.

The Human Resource Department of PRAN-RFL Group is strong, supportive to its employees.

Concomitantly, the HRD coordinate the other department in an effective way so that the

organization goals can be achieved optimally.

In fine, PRAN-RFL Group recruitment and selection effort by HRD is really ideal. This ideal

recruitment and selection effort brings in a satisfactory number of qualified applicants by dint of

its effectiveness and efficiency for the optimal growth of the organization. That’s why; PRAN-

RFL Group is enjoying and experiencing a continuous development in their pursuit of

excellence.

1. www.pranfoods.net

2. Human Resource Management, 4th edition- Gary Dessler

3. Fundamentals of Human Resource Management- David A. DeCenzo and Stephen P.

Robins

4. Human Resource Management- Fisher

5. Personnel/human resource Management-George T Milkovich,5th edition, Business

Publications(1988).

6. Different Websites

Interview Schedule:

References

SL. Date Time Applicant Name Contact No. Job title

1

2

3

4

5

Interview for the post of ………………………………………

Candidate Facts Sheet:

SL Name Academic

Particulars

Experience Mobile No.

1

2

3

4

5

Attendance Sheet

Position:

Date:

SL. Name of the Candidates Cell No. Signature

1

2

3

Candidate Evaluation Sheet:

Name of the Post:

S

L

Name of the

Candidate

Personality Subject

knowledge/

Communication

skill

Initiative Supervisory

capability

Wor

king

expe

rienc

e

Sense of

responsibili

ties

Total marks

(i) (ii) (iii) (iv) (v) (vi) (i-vi)

1

2

3

(Markings: 1= Average; 2= Good; 3= Better; 4= Outstanding)

(Signature)