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Transcript of Pran Rfl report
A report on “Recruitment and selection process in PRAN RFL Group”
Submitted To:
MD. ARIF GHANI
Course Instructor
BRAC Business School
BRAC University.
Prepared By
Faisal KarimAkib 13304001
Abrar Hassan Saadi 13104186
Oli-Ur-Reza 13304035
Saba Farhana 07105009
BRAC Business School
BRAC University
Date of Submission: 30-11-2015
Page | 2
Letter of Transmittal
30th
November 2015,
MD. Arif Ghani
Lecturer, Course Instructor,
BRAC Business School
BRAC University
Subject: Submission of Report on “Recruitment and selection process in PRAN RFL Group”
Dear Sir,
It is an immense pleasure for us to submit the internship report on “Recruitment and selection
process in PRAN RFL Group” which we have prepared by collecting primary and secondary
data, to fulfill the requirement of the course MGT301 offered in BBA Program in the
Department of BRAC Business School, BRAC University.
We sincerely believe that this report will help us to enrich our adaptability quality in the long
run when we will involve ourselves in practical field. We are grateful for your valuable
advices and great cooperation. We tried our best to go deep into the matters and make full use
of our capabilities in making the report meaningful, though; there may be some mistakes and
shortcomings.
Our group shall be pleased to answer any kind of query you think necessary.
Now we have placed this report before you for your kind approval. We hope that our report
will satisfy you. For any of your further queries we would be at your disposal at your
convenience.
Sincerely Yours,
NAME ID SIGNATURE
Faisal Karim Akib 13304100
Abrar Hassan Saadi 13104186
Oli-Ur-Reza 13304035
Saba Farhana 07105009
Page | 3
Acknowledgement
Many Acknowledgements are due to a multitude of people who have immensely helped us
with this study. Regardless of the fact of having tremendous load of responsibilities, they
chose to support us by providing some adequate information which we could use to make the
report.
It is also great pleasure for us to express my immense indebtedness, deep sense of gratitude,
sincere appreciation and profound regards to Md, Mohibul Alam, Asst. Personnel Officer,
Incharge of the Administration of TSS for help to arrange a meet up with Meer Shamsul
Alam, Chief of Human Resource, Pran- RFL Group. Many regards to Meer Shamsul Alam
for allowing us to meet Zihad Uddin Ahmed, Manager, Human Resource Department. We
express our gratitude for him to place special attention in our effort with his favorable
comment, inspiration, affection, constructive criticism, valued guidance and constant help
and suggestion related with the work and introduce me to different aspects of Human
Resource Management.
We would like to thank who were both directly and indirectly related to the project work,
provided me with crucial information that help me to complete this report. Heartfelt
appreciation is expressed to the following officials for their valuable time and cooperation.
Finally, credits and achievements, if any, are due to my faculty, our course instructor Md.Arif
Ghani, Senior Lecturer, BRAC Business School. His instructive advice and guidance have
emerged as stepping stone in making this report fruitful. This report will show our creativity
only as he entrusted his every belief on our capability and analytical ability in preparing this
report.
Page | 4
Executive Summary
Human organization activity is simply the act of getting people together to accomplish
desired goals by giving minimum input and getting maximum output. Recruitment and
selection is an important part of the human resource management.
PRAN-RFL group of companies is one of the leading business institutes in Bangladesh.
PRAN RFL group provides with good quality products conforming to local tastes, health and
hygienic standards which are of affordable price and within the reach of target consumers. Its
strategic strengths include strong recognition of brands, highly skilled work force and
diversified business mix.
In this report, we have tried our level best to exemplify how the basic function (recruitment
and selection) of HRM are exercised in PRAN- RFL group. We have analyzed the
recruitment and selection process of PRAN- RFL from the view of theoretical definition,
practical application, basic principles followed and technology used in the whole process.
This report focuses only on the Organization’s recruiting process, selection process, source of
recruiting etc.
Page | 5
Chapter No. Name of contents Page
Later of transmittal 2
Acknowledgement 3
Executive Summary 4
Chapter 1 Introduction
1.1 Background of the study 6
1.2 Origin of the report 6
1.3 Objective of the report 6
1.4 Limitation of the study 7
Chapter 2 Research Methodology
2.1 Methodology of the study 8
2.2 Sources of data collection 8
Chapter 3 HUMAN RESOURCE DEPARTMENT
3.1 Objectives 9
3.2 Departments in HR 9
Chapter 4 Recruitment and selection Process
4.1 Recruitment process 10
4.2 Source of recruitment 10
4.3 Selection Process 14
4.4 Verbal Offer 16
4.5 Written Latter offer 17
Chapter 5 Problems In Recruiting and selection process 18
Chapter 6 Recommendation 20
Chapter 7 Conclusion 21
Chapter 8 Bibliography 22
Page | 6
Introduction
1.1 Background of the Study :
The report is mandatory to submit in the course MGT301 with a view to develop skill. It
is essential for this course to write a final report regarding the HRM recruitment and the
selection process of a company.
Our faculty Md. Arif Ghani wanted us to make a report on the recruitment and the
selection of a company so we made a report regarding that and we choose PRAN RFL
Group. We have made the report on PRAN RFL recruitment and selection process.
1.2 Origin of the report:
This report is created under the supervision of Md. Arif Ghani, Course instructor,BRAC
Business School, BRAC University. This report is required to complete the course of
MGT301.
To prepare this report we have selected Pran RFL Group of Industries. The main goal of
the report was to know about the recruitment and selection process of the group PRAN
RFl and to identify if they face any problem about the recruitment and selection process.
1.3 Objective of the report:
The objective of the report was to gain knowledge from the practical life and to
understand the nature and the importance of the recruitment and selection process and to
identify carious strategy that are implied by the organization.
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1.4 Limitation of the study:
There were some problems while we were preparing this report. We all give our best
effort to make the report reliable and to give a clear idea about the recuiting and selection
process of the company. In spite of our best effort there were some limitation which
created and acted as a barer. As HR is a very confidential part of an organization, there
were many fact that were not disclosed to us. Secondly the information collected from
the secondary data was not up to date. Furthermore, the time that were given to us to
complete the study was not sufficient to make the report as it was a very large company
and it was very difficult to understand each aspect within a very short period of time.
Page | 8
RESEARCH METHODOLOGY
2.1 Methodology of the study:
The study was mainly exploratory one and survey method used to collect information
from primary sources. We talked with some of the employees and also talked with the
manager in Human recourse to conduct data analysis. The primary data was collected
from face to face interview and the secondary data was collected from the internet and
the annual report of the company.
2.2 Sources of data collection:
Data was collected from two sources, primary and secondary. By conducting informal
interview with the employee primary data was collected. For secondary data we searched
internet for information. Annual report of the company, and going through various
websites.
Page | 9
Human Resource Department
The main report is known as the recruitment and the selection process of PRAN RFL.
Recruitment and selection process is a part of Human resource department in PRAN
RFL. In order to make HRM more strategic the organization has divided the HR
department in four sections. In this report we will discuss only about the Recruitment
section of the PRAN RFL group.
3.1 Objectives of HR department:
An organization success depends on its human recourse. PRAN RFL is looking for top
caliber people who want the flexibility and the resource to grow in their career. Every
human resource department has some objectives. The main objectives of HR department
are to maintain and develop recruiting process and procedure so that they can cope up
with the standards of recruiting. Besides that conformation of the policy and the
procedure is also the part of HR. HR department of the company helps to select who to
place and whom not to. This decision is very mush important as it is related with the
development of the company. In one word the main objective is to develop every aspects
of Human Resource. The objectives also includes: Career planning, hiring and firing,
induction attendance and leave, general services and safety security, welfare activities for
the employees.
3.2 Departments in HR:
In order to make HRM department of PRAN RFL more strategic they have organized the
HR department is a very structured way. The chief HRM is the main and the sub
departments are recruitment section, personnel section, training section. These are the
main categorized departments that are coordinated by the chief HRM of PRAN RFL.
Page | 10
RECRUITMENT AND SELECTION PROCESS
If someone is that kind of person who has always stood out, PRAN RFL group offer a place
to the person where one can contribute to excel. PRAN RFL has thousands of diverse people
from different cultures and backgrounds working in a variety of different jobs in different
fields. Though merit is the sole criteria for the selection, attitude is given as much as weight
age as functional competencies. All positions involves a written test, and medical fitness is
pre requisite for all the position that the company offers. PRAN RFL follows equal
opportunity employer and do not discriminate on the basis on race, community.
4.1 Recruitment Process:
PRAN has their own in house recruitment team and thus carries the whole recruitment
and selection process by their own. If the employee is able to full fill all the criteria and
pass the evaluation they are short listed. Job description and job specification provide the
needed information upon which the recruitment starts.
The function of the recruitment sections are: need assessment, defining the position
description, checking the recruitment option, written test, employment decisions, offer
later and finally orientation.
4.2 Source of Recruitment:
There are two most important sources that have been followed by The PRAN RFL
Group. These are:
- Internal sources.
- External Sources.
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Internal Source:
There could be a person competent for the required job working within the organization. If
there is, the existing manpower is then shuffled to place the selected person in the new post.
If there is no such person inside the company, then the management goes for the second step.
Job-posting programs:
HR departments become involved when internal job openings are publicized to employees
through job positioning programs, which informs employees about opening and required
qualifications and invite qualify employees to apply. The notices usually are posted on
company bulletin boards or are placed in the company newspaper. Qualification and other
facts typically are drawn from the job analysis information. The purpose of job posting is to
encourage employees to seek promotion and transfers the help the HR department fill internal
opening and meet employee’s personal objectives. Not all jobs openings are posted .Besides
entry level positions, senior management and top stuff positions may be filled by merit or
with external recruiting. Job posting is most common for lower level clerical, technical and
supervisory positions.
Page | 12
External Source:
Considering above option, the company goes for external recruiting if needed. Those who
best meet the skills, qualifications, experience and competencies required for the position
should fill vacancies. Therefore, if there is no candidate within PRAN-RFL, who is suitable
for the role, external advertisement should be placed to attract the potential candidates
followed by the selection procedures
- Advertisement
- Employee referrals
- Employment Agency
- Walk-ins and Write-ins
Advertisement:
The Company gives advertisement in national dailies to attract the talents from the market.
PRAN- RFL puts two types of advertisements in the newspapers. It sometimes keeps the
identity concealed in the ads. The purpose of the concealed identity is to avoid the unwanted
pressure from the stakeholders for the employment of their desired candidates. But this way
the company may lose the talents out there in the market who would have applied for the
same post had they known the name of the organization. This is why the company kept the
identity open in their recent job advertisement when the quality of the candidate was a very
important factor to consider. The company attempts to attract the best potentials among all
the others.
Page | 13
Employee referrals:
Employee referral means using personal contracts to locate job opportunities. It is a
recommendation from a current employee regarding a job applicant. The logic behind
employee referral is that “it takes one to know one”. Employees working in the PRAN-RFL,
in this case, are encouraged to recommend the names of their friends working in other
organization for a possible vacancy in the near future.
Employment Agency:
An agency finds and prescreens applicants, referring those who seem qualified to the
organization for further assessment and final selection. PRAN- RFL also takes help from
such employment agency. They post their job vacancies on job portal like: BD jobs, and other
job posting websites.
Walk-ins and Write-ins:
Walk-ins are some seekers who arrived at the HR department of BPL in search of a job;
Write-ins are those who send a written enquire .both groups normally are ask to complete and
application blank to determine their interest and abilities. Usable application is kept in an
active file until a suitable opening occurs or until an application is too old to be considered
valid, usually six months.
Page | 14
4.3 Selection Process:
Selection is the process of gathering information for the purpose of evaluating and deciding
who should be employed in particular jobs.
- Screening and Short-listing Applications
- Written Test.
- Reference Check.
- Employment Decision.
- Offering the Role.
Screening and Short-listing Applications:
The responses to the advertisements are sorted and screened. Different weights are assigned
to the selection criteria mentioned in the man specification depending on their relative
importance. Based on the presence of these factors to the desired extent (experience,
educational degree, computer literacy, etc) the cumulative weights for all the applicants are
counted and the short list of a sizable number of the top most candidates is generated.
However, the HR officials also study the CVs with the respective line manager to check
whether any valuable deciding parameter is missed that are mentioned in the CVs. Then the
candidates selected in the short list are called for the written test.
Page | 15
Written Test:
Written test is a regular part of the normal recruitment process. . It is conducted as and when
required. Previously no written test was taken for the management employee; the applicants
had to go directly through the interview process.
Reference Check:
Reference checks allow obtaining information and opinions regarding the person’s character,
quality of the work and suitability for the position. It is an opportunity to validate the
information received from the candidate via their resume and the interview. ). Unless the
candidate is a graduate or school leaver with no prior work experience, only contact work
related referees should be contacted. At least two reference checks should be done, however
the more the better. There is a sample reference-checking guide that is more or less followed.
It is important to prepare a reference check guide that asks the referee about the key skills,
competencies and experience required for the position.
Employment Decisions:
If the candidate has no problem with the stated terms and conditions of the job and the
organization mentioned and discussed in the final interview, she/he is offered an application
blank. The application blank is a standard format of employee-information that includes all
the information the organization needs regarding the personnel. The candidate has to fill this
blank and submit this to the company along with a CV.
Page | 16
Offering the Role:
Once the above activities are done, the candidate is given an offer letter specifying the salary
package, job responsibilities, utilities that will be provided by the organization. Even at this
stage the selected candidate has the chance to withdraw her/himself from the job offer. S/he is
always free to discuss whatever difficulty may arise regarding pay structure/ facilities, etc.
the door of HR is kept open for any sort of relevant discussion.
4.4 Verbal Offer:
The verbal offer of the role to the candidate is given once the employment decisions and
Reference checks have been successfully completed. The discussion covers the following:
- Tell the candidate that company would like to offer them the role.
- Congratulate them.
- Tell them the remuneration package that is being offered, including superannuating.
- Ask them if they are happy with it.
- Ask them if they verbally accept the position.
- Tell them that company will be sending them a written letter of offer and introductory
package.
Page | 17
4.5 Written later offer:
A written letter of offer forwarded to the candidate. Once the candidate has verbally accepted
the position, the appropriate letter of offer is organized. This letter sends to the candidate
within two or three days of making the verbal offer. An introductory package also sent to the
successful candidate, along with the letter of offer. At least one week before the person
commencing in their new position, an appointment notice will be placed on notice boards
and/or the internet.
Page | 18
Problems in recruitment and selection
Not using structured questionnaires in interviews:
A structured questionnaire and that is common for all are simpler to interpret. In unstructured
interviews, the questions pop into an interviewer’s head almost instantly, from the various
responses from the interviewee. Different questions to different candidates usually produce
answers that are difficult to compare, analyze and finally interpret. In a structured
questionnaire, the enlisted questions are sequenced in a coherent manner so that it has a
natural flow to it. The interviewers in this case, can simulate the answers firsthand (before
interviewing) and benchmark the expected answers. It helps interviewers to have a firm
understanding in evaluating candidate’s replies based on the benchmarks, as a result, the
procedure of using structured questionnaire often produces better results. Here at Pran, the
interviewers ask different questions, to different candidates relying on their experience and
skills. Note that, A lot of the questions asked by these interviewers can rely on the
reactions/replies from candidates, which implies that interviewers find questions that are
related to the candidate’s responses.
No score card/specific grading policies:
After the interviewers are over, the Chairman consults with the administration/interviewers
about the potential of different candidate, by assessing the candidates based on his experience
with the interviewee, he gives the final decision. In this age of modern human resources
practices, candidates are usually graded on a common grading system so that the results show
a clearer view about the candidate’s prospect. It is possible because when structured
questionnaire is used along with score card, the different results by different candidates are
Page | 19
more unbiased because all of them tried the same questions and graded on the same criterion.
If this is not the case, it gets more difficult to properly rate candidates.
Interviewers are not trained in assessing candidate’s potential:
Staff from human resources management, from the department related to the job and special
representatives of the C-Suite usually conducts the interviews. The assumption here is that, as
the interviewers are from human resources management department, their academic and work
experience will suffice for interviewing the candidate, and as there are also staff from the
department related to the job that is interviewed, those people also have necessary job
experiences to interview the candidate. Interview is often overlooked as a simple job, its not.
In modern business environment, it’s crucial that interviewers attract quality workforce and
do their best to the pick the rightest ones for the rightest position. It requires extensive
experiential and practical knowledge and is not a general management skill. While PRAN has
considerable training options for many roles which includes from sales training to English
language training, lack of training the interviewers can have significant impact in acquiring
the best talents.
Page | 20
Recommendation:
At the conclusion of the report I would like to say that the PRAN-RFL has practiced the
standard human resource management. Here I have some recommendations that identify
avenues for improving the recruitment and selection policies of PRAN-RFL:
- To increase the satisfactory level of current interviewing process they can choose
group interview method to cope up the problem. Sometimes recruitment section has to
take interview of a large pool of candidates group interview method can be great
solution to this problem.
- From a survey we have seen that the organization prefer experienced people in the
selection process. Sometimes they give advantage for the candidates who have
experience even if the positions are not advertised for experience people. This will
discourage new potential graduates apply for the organization in future. The
organization should give more opportunities for fresh graduates.
- Sometimes the organization provides advantages to the referred candidates. This is
also a bad practice for organization reputation. Sometimes a highly qualified
candidate cannot get the job because of less qualified referred candidates.
- Use Score cards to get a clearer view of the candidate and to evaluate them.
Page | 21
Conclusion
PRAN- RFL is one of the best manufacturing companies which have seen success since its
establishment .It has been possible only because of its skilled management, well trained,
dedicated employees and excellent quality products. It has earned very impressive operating
income over the previous years .The company tries to hold a good corporate governance by
maintaining discipline and sincerity all over the organization through its skilled and
dedicated employees.
PRAN- RFL group of industries are now one of the most successful industry in our country.
They are trying to increase their business line and their own brand. From this report we will
be able to know about the recruitment section of PRAN-RFL group of industries. After doing
this report we would like to conclude by saying that it had been a great experience for us.
Page | 22
Reference:
- Dessler Gray (2011-12), “Human Resource Management” (10th edition), Pearson,
Prentice Hall.
- http://www.pranfoods.net/
- http://www.buinessdictionary.com/definition/recruitment.html,accesed March2014
- Business Dictionary. “Selection” Business Dictionary website.
- Industrial Psychology, Recruitment and Selection, Image of Selection Procedure.
- Gusdorf, L M 2008, Staffing Management: Instructor’s Manual, Recruitment and
Selection: Hiring the Right Person- A two-part learning module for undergraduate
students, viewed on 01 January 2014,
http://www.shrm.org/education/hreducation/documents/recruitment%20and%20select
ion%20im.pdf