Recruitment and Selection Procedure of Medicon Laboratories Ltd.

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Recruitment and selection Procedure of Medicon Laboratories Ltd.

Introduction:

Human Resource Management (HRM) involves all management decisions and practices that directly affect or influence the people or human resources, who work for the organization. HRM is comprised of the staffing, development, motivation and maintenance functions. Each of these functions, however, is affected by external influences. HRM is responsible for the people dimension of the organization. It is responsible for hiring competent people, training them, helping them perform at high levels, and providing mechanisms to ensure that these employees maintain their productive affiliation with the organization. Human resource is the blood stream of an organization. An ideal HRM lies with the proper function of a HRM manager who deals with the human workforce- a vital and sensitive factor of the organization. without appropriate and continuous support of this valuable work force, machines remain idle, raw materials lie stacked, money gets tied up, bank interest goes up and turmoil may arise in the operating areas that make an organization sick and disreputable and eventually it may bankrupt very soon.

Human Resource Planning is the process by which an organization ensures that it has the right number and kinds of people capable of effectively and efficiently completing tasks that directly support the company’s mission and strategic goals. Training is always required for the utmost development of one’s utmost capacity. An ideal and well groomed Human Resources Department (HRD) contributes the employees learn and aware of the job concerned. The steps in the Human Resource planning process include mission formulating, establishing corporate goals and objectives, assessing current human resources, estimating supplies and demand for labor, and matching demand with current supplies of labor. The two outcomes of this process are recruitment and decruitment. A human resource information system is useful for quickly fulfilling human resource management information needs by tracking employee information and having that information readily available when needed.

HRM contributes in determining the number and types of people an organization needs. Job analysis is a systematic exploration of the activities surrounding and within a job. It defines the job’s duties, responsibilities and accountabilities. Job descriptions are written statements of what the job holder does (duties and responsibilities), job specifications identify the personal characteristics required to perform successfully on the job, and job evaluation uses job analysis information to establish a compensation system. Job analysis permeates all aspects of HRM in that almost everything that HRM does relates directly to the job analysis process. Recruiting, selection, compensation and performance appraising, employee training and career activities, and safety and health requirements, for example, are affected by the job analysis, which identifies necessary skills, knowledge and abilities.

The Multifaceted Nature of Job Analysis

Source: David A .Decenzo, Stephen P. Robbins. Fundamental of Human Resources Management. 8th Edition .Page-139

Recruiting is the process of discovering potential candidates for actual or anticipated organizational vacancies. Or, from another perspective, it is a linking activity that brings together those with jobs to fill and those seeking jobs. the two goals of recruiting are to generate a large pool of applicants and to provide enough information for individuals to self select out of the process. A good recruitment program should attract the qualified and discourage the unqualified. Meeting this dual objective will minimize the cost of processing unqualified candidates.

Selection activities follow a standard pattern, beginning with an initial screening interview and concluding with the final employment decision. The selection process includes the following steps.

Þ Initial screening interview.

Þ Completion of the application form.

Þ Employment tests.

Þ Comprehensive interview.

Þ Background investigation.

Þ Conditional job offer.

Þ Physical or medical examination. and

Þ The permanent job offer.

In the discrete selection process, each step acts as a stand-alone predictor-failing to pass any of these discrete steps means disqualification from the job. In the comprehensive approach, candidates go through most of the steps before a final decision about them is rendered.

Recruitment and selection Needs:

Source: K. Aswathappa. Human Resource and Personnel Management. 3rd Edition, Page 113)

Medicon Laboratories Ltd. (MLL) recruits and selects its working force, employees from outside and from the internal resources on promotion to run its business smoothly as per its requirements. MLL also recruits and selects manpower from the employee referrals and recommendations.

Background

The HRM function and HRD Profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the “Personnel Department,” mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the “HR department “as playing a major role in recruitment and selection, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner. In spite of the availabilities of enormous amount of modern scientific devices and advanced technological units, people remain the most significant factor in the business in constant motion.

Work force management has become increasingly complex. The heritage and growth of the HRM profession is closely linked to people’s attitudes about work, the evolution of employment-related laws and sociological trends. Therefore it is only natural that most of the organizations are contributing ample effort for the recruitment and selection of the most eligible candidates. The organizations that have achieved success in every edge of business, obviously have attracted the right persons, kept them in the right places and motivated them constantly.

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies.

Recruitment and selection process (RSP) is one of the most important elements in a successful human resource management program, because 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 those tasks that will help the organization achieve its overall strategic objectives. To ensure that appropriate personnel are available to meet the requirements set during the strategic planning process, human resource managers engage in employment planning. The purpose of this planning effort is to determine what HRM requirements exist for current and future supplies and demands for workers. HRM must find ways to ensure that employees are retained. Frequently called employee retention, HRM must lead the way to help managers understand that they play a critical role in retaining workers, that their action, can go a long way to either stimulate or reduce employee turnover. That’s because it’s estimated that about three-fourths of the reasons employees quit their jobs and leave organizations are within the control of manages, such as being honest with employees, giving then challenging work, and recognizing them for their performance.

This internship report is an integral part for the partial fulfillment of the degree of masters of Business Administration with a major in HRM. The report deserves three (03) credit marks. It is indeed a survey type work of the post theoretical aspects.

Importance

The HR field today recognizes the dynamic relationship between strategy, people, technology and the process that drive organizations. Now the organizations have recognized the importance of human resource considerations in long-range strategic planning. Today, the human resource professional is charged with optimizing employee skills, matching people to jobs and maximizing the potential of employees as valuable resources.

For the existence of an organization, skilled, effective and efficient manpower is a must. Accumulation of a number of valuable attributes in personnel is possible when he achieves proper, rational and age old training substantially regarding his job. He will generate his attained knowledge and expertise in the organization with spontaneous and willful intention that will derive from his rationality and discretion as well as being not biased by anything. The improper recruitment and selection vigorously affects the smooth and efficient operation of any organization, even it may bring a calamity for the organization.

Successful employment planning is designed to identify an organization’s human resource needs. Once these needs are known, an organization will want to meet them. The company must acquire the people necessary to ensure the continued operation of the organizations. successful selection activities entail a lot of careful planning and thoughts. The selection process is composed of steps, each of which provides decision makers with information that will help them predict whether an applicant will be a successful job performer. The best possible qualified and eligible applicants will receive a fair remuneration package as well as proper favor for each vacancy. On the other hand, an organization should not retain over qualified personnel without increasing scope of work and personnel procedures followed by Medicon Laboratories Ltd. A dynamic skilled and efficient Human Resources Department (HRD) of an Organization is a must to continue the smooth and effective operation as well as to achieve the appropriate goals of the organization successfully.

Major objective:

The principal objective of this internship report is to apprehend and illustrate the recruitment and selection procedure (RSP) in the context of medicon Laboratories Ltd. (MLL) and its impact on the organization.

Specific Objective:

i) To analyze & review existing recruitment and selection procedure of Medicon Laboratories Ltd. (MLL)

ii) To determine how effectively and efficiently MLL’s recruitment and selection procedure is operated.

iii) To find out the limitations of MLL in the field of recruitment and selection.

iv) To recommend for the continuous improvement of existing recruitment and selection procedure of MLL.

v) To determine how the management of MLL facing various challenges during recruiting & selecting right candidates.

Methodology

The study is based on both primary and secondary data following the quantitative methodology.

Primary data:

Primary data was collected through mailing the questionnaires and direct interviewing regarding,

Ø Existing Recruitment and selection procedure (RSP) .

Ø Properness of the RSP.

Ø Implementation of the RSP.

Ø Necessity of the RSP.

Ø Consequence of the implementation of the RSP.

Secondary data:

Secondary data was covered by various books, publications, journals and reports.

Scope of Limitations

¨ The allotted time frame of the study is inadequate.

¨ Secondary data is not always helpful.

¨ Information is not always available.

¨ Lack of proper knowledge and experience.

Data Collection Technique

Data Collection Technique was accomplished through Random Sampling method.

¨ Physical observation of the official records.

¨ Direct interviewing.

¨ Questionnaires mailing.

Data Processing

All the accumulated data were processed by computer programs within a specified time-frame and the entire report was prepared successfully.

Time Frame

Sl# Activities November2007 December2007 January2008
Week Week Week
1 2 3 4 5 6 7 8 9
1 Discussion with the honorable supervisor about the internship Report.
2 Designing, pre-testing and finalization of the Questionnaires.
3 Primary Data Collection.
4 Secondary Data Collection.
5 Data Processing.
6. Compilation of Draft Internship Report.
7 Submission of Draft Internship Report to the supervisor for suggestion and comments.
8 Submission of Final Internship Report.
9 Viva Voce.

About Medicon Laboratories Ltd.

Background

Self interest should not be the sole aim but it should be in its own way to make a liberal and generous contribution towards social welfare to satisfy man by supplying a good quality of drugs at fair prices is the motto of medicon Laboratories Ltd. (MLL). MLL is an Iso 9001:2000 certified Pharmaceutical Company started its journey since 1984. Right from its inception it has been engaged in the field of production of high quality and high tech drugs and medicines. It staved its commercial production will only seven (07) Products. The company achieved enviable reputation and respect since then and the total number of manufactured products now stands at about 100. The company operates through its Factory and Head office in Dhaka, Bangladesh for manufacturing and marketing of the products. The facilities are equipped with ideal machineries and equipments, essential for producing best quality drugs and medicines suitable for catering to local and international market demand.

Professionally trained and experienced management personnel duly assisted by a skilled work force of approximately 600 persons are behind the management of medicon laboratories Ltd.

The quality and technological requirements are not compromised. MLL operates on the concept that scientific development and technical skill add margin to their contribution. It is therefore possible to carry out a high profile job at the very competitive price.

Present Activities

The factory is managed by highly qualified and technical personnel strictly following the GMP (Good Manufacturing Practice). A highly qualified experienced and dedicated team of professionals form a formidable bastion at medicon Laboratories Ltd to ensure an uninterrupted flow of goods and services to the customers with latest information. Now the company has come to a position where it proudly claims itself as one of the leading pharmaceutical companies of the country with all the modern facilities of manufacturing medicine in different dosage formulations like Tablet, capsule, oral liquid, Dry Powder, oral saline, cream & Ointment. Recently MLL has launched the Animal Health Division which is a sophisticated and separate department. under this division, the company is manufacturing a number of veterinary products like premix powder, liquid, and Bolus etc.

Affiliation

MLL has already achieved its affiliation and membership from the following authority.

Ø Bangladesh Drug Administration- BDA.

Ø Federation of Bangladesh Chamber of Commerce & industries- FBCCI.

Ø Dhaka Chamber of Commerce & Industries-DCCI.

Ø Bangladesh Aushad Shilpa Samity-BASS.

Achievements:

Medicon Laboratories Ltd achieved the ISO 9001:2000 certificate in June 2004, for its quality management system for product Development, Procurement, Production, Quality Assurance, Marketing, Sales and Distribution of Pharmaceutical products. Moody International France has assessed the company and found in compliance with all the required quality standards of ISO.

Administrative Structure & Organogram:

One Managing Director and three Directors constitute the top management of medicon laboratories Ltd (MLL). They are intern assisted by the professional staff and associates in the different fields. All the members have considerable experiences in their respective field of operation. The corporate information of the company is stated below:

a) Name of the Company : Medicon Laboratories Ltd. (MLL)

b) Status : Private Limited Company.

c) Year of Establishment : 1984

d) Company Registration No: 148 & 402/ 1984

e) Nature of Business : Manufacturing and Marketing of Pharmaceutical Drugs and medicines.

f) Commercial Production : 1985

g) No of Products : 102

h) Mailing Address : Shilpa Plot No. 17/A-1, Block-D, Section-10, Mirpur, Dhaka, Bangladesh.

i) Telephone No : 8060123, 9554901

j) Fax No : 88-2-9567621

k) E-mail : medicon@medicon-bd.com

l) Contact Person : Mr. Md. Nurul Huda, Managing Director.

The Organizational structure of MLL is outlined in the following Organogram.

Organogram

Of

Medicon Laboratories Ltd. Dhaka

Range of Services:

Medicon Laboratories Ltd (MLL) started its commercial production with only seven (07) Products. The company achieved enviable reputation and respect since then and the total number of manufactured products now stands at about 100. For the past twenty four (24) years, MLL has been providing the highest quality of products and services to its honorable customers with a reasonable cost. MLL strictly maintains the ethical standard in all its function and follow WHO- GMP right from procurement to reaching of finished goods and to the ultimate consumers.

Now the company has come to a position where it proudly claims itself as one of the leading pharmaceutical companies of the country with all the modern facilities of manufacturing medicine in different dosage formulations like tablet, Capsule, oral liquid, Dry Powder, Oral Saline, Cream & Ointment. Recently MLL has strengthened its services through launching the animal Health Division. This is a sophisticated and separate department. Under this division, the company is manufacturing a number of quality veterinary products like premix powder, liquid & Bolus dosage form.

Medicon Laboratories Ltd. (MLL) has dreamt to cross the boundary of Bangladesh by its quality products and as such it took astute initiative to export its products abroad. After having significant success in local market, MLL started exporting in neighboring countries. MLL already entered in the Myanmar market and obtained registration of 15 products. In Srilanka a good number of products are likely to be registered within a short period of time.

Medicon with its noble objective of “A Healthy life For Tomorrow” will continue its efforts for serving the mankind by providing safe, effective and high quality medicines in the days ahead.

Recruitment & Selection Procedure of medicon Laboratories Ltd

There is no organized and separate Human Resources department in Medicon Laboratories Ltd. (MLL) now Manager, HR & Admin. Works under Director, Administration and F & A. These are some limitations that may arise problems for the implementation of effective manpower planning and proper recruitment and selection procedure. The level of practicing HR Policies is moderate. At present the entire recruitment and selection procedure of MLL is done by the Director, Admin and F& A along with his colleagues with the prior approval of the managing Director. As MLL is a manufacturing organization, it requires the personnel of technical field at a large scale of its total manpower.

Concept & Theoretical Aspects of Recruitment & Selection Procedure

Recruitment & selection Procedure:

Concepts & theoretical Aspects

Recruitment and selection procedure performs a great role for the smooth operation of an organization. Recruitment follows HR planning and goes hand in hand with the selection process by which organization evaluates the suitability of candidates for various jobs. Without accurate planning, organizations may recruit the wrong number or type of employees. Without successful recruiting to create a sizable pool of candidates, even the most accurate selection system is of little use. One of the key issues in recruitment philosophy is whether to promote largely from within the organizations or to hire from the outsides for vacancies at all levels. A second aspect of recruitment philosophy concerns where the emphasis is: on merely filling vacancies or on hiring for long-term careers. A short-term view may emphasize filling vacancies quickly, where as a longer-term view may tolerate delay in the interests of finding just the right people to bring in for the long haul. A third aspect of recruitment philosophy concerns depth of commitment to seeking and hiring a diverse range of employees. A fourth aspect of recruitment philosophy is whether applicants are viewed as commodities to be purchased or as customers to be wooed. Organizations that adopt a marketing orientation with respect to recruiting will spend substantial time and money to determine what their customers (potential applicants) want and to tailor their recruiting practices and messages to various segments of the market. A fifth aspect of recruitment philosophy has ethical overtones, in terms of fairness and honesty in the recruitment process.

Legal Application

Ø An organization deserves the right to select its staff on the basis of qualification among the candidates.

Ø The organization is liable to prove the validity & job relatedness of the selection device that may have adverse impact on protected groups.

Ø Alternative selection process has less adverse impact when feasible in its operation.

Recruitment

Recruiting is the process by which organizations locate and attract individuals to fill job vacancies. Most organizations have a continuing need to recruit new employees to replace those who leave or are promoted, to acquire new skills, and to permit organizational growth. Recruiting is an even more important activity when unemployment rates are low and economic growth is strong, as firms compete to attract the qualified employees they need to succeed. The company must acquire the people necessary to ensure the continued operation of the organization. It (Recruiting) is the process of discovering potential candidates for actual or anticipated organizational vacancies. or, from another perspective, it is a linking activity that brings together those with jobs to fill and those seeking jobs.

Sources of Recruitment

Deciding whether the position is to be filled internally or externally is often an early task in recruitment planning for a specific vacancy. In some cases, there is no decision to be made. For instance, entry-level jobs must be filled externally, but for other positions, the company’s policy or union contract may require that internal sources be used first. Most organizations use a mixture of internal and external sources promoting from within when qualified employees are available and recruiting from external sources when new skills are needed or growth is rapid. Recruiting is more likely to achieve its objectives if recruiting sources reflect the type of position to be filled.

Recruitment process is generally accomplished by searching two sources. These are.

1) Internal source.

2) External source.

Internal source:

Many large organizations attempt to develop their own low level employees for higher positions. These promotions can occur through an internal search of current employees who have bid for the job, been identified through the organization’s human resource management system, or even been referred by a fellow employee.

External source

In addition to looking internally for candidates, organizations often open up recruiting efforts to the external community. these efforts include,

Ø Advertisement: One goes for advertisement in the daily newspapers, professional journals and even internet when he does not recruit a candidate from the internal source.

Ø Unsolicited Applicants: Unsolicited applications, whether they reach the employer by letter, e-mail, telephone, or in person, constitute a source of prospective applicants. Although the number of unsolicited applicants depends on economic conditions, the organization’s image, and the job seeker’s perception of the types of jobs that might be available, this source does provide an excellent supply of stockpiled applicants.

Ø Employment Exchange: Government and autonomous bodies sometimes exchange their employees on deputation that fulfills the recruitment of semi-skilled or unskilled employments.

Ø Employee Referrals and Recommendation: Oneof the better sources for individuals who will perform effectively on the job is a recommendation from a current employee. Employee referrals also may receive more accurate information about their potential jobs. Employee deferrals are an excellent means of locating potential employees for hard-to-fill positions.

Ø Educational Institute: Some organizations collect their personnel from the various educational institutes of good academic background.

Ø Job Fair: A group of organization arranges a job fair in a particular day, time and venue in a body to collect the applications from the potential applications to fulfill their vacancies.

Ø Executive search Firm: Type of private employment agency specializing in middle and top management placements.

Ø Walks-in : Catching the potential candidates within a short period of time. Employer recruits the employees directly through a test in the interview board.

Ø Out Source: Now-a-days out source employment is prevalent in case of lower ranking placement of an organization. e.g. The employment of driver, peon etc.

Though there is no organized HR policy in Medicon Laboratories Ltd, the company seeks both internal and external sources in the case of recruitment and selection of new employees.

Factors that affect Recruiting efforts.

Although all organizations will, at one time or another, engage in recruiting activities, some do so more than others. obviously size is one factor; an organization with 100,000 employees must recruit continually. so, too, must fast food firms, smaller service organizations, and firms that pay lower wages. certain other variables will also influence the extent of recruiting. Employment conditions in the local community influence how much recruiting takes place. The effectiveness of past recruiting efforts will show itself in the organization’s historical ability to locate and keep people who perform well. Working conditions and salary and benefit packages also influence turnover and, therefore the need for future recruiting. Organizations not growing, or those actually declining, may find little need to recruit. On the other hand, growing organizations will find recruitment a major human resource activity.

Recruitment efforts are a challenge, even in the growing companies. Quality workers are becoming harder to locate. Unemployment in the new millennium, although fluctuating, is still relatively low. Therefore, HRM must develop new strategies to locate and hire individuals possessing the skills the company needs.

Recruitment process.

Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of qualified job applicants. When a vacancy occurs and the recruiter receives authorization to fill it, the next step is a careful examination of the job and enumeration of the skills, abilities and experience needed to perform the job successfully. Existing job analysis documents can be very helpful in this regard. In addition, the recruitment planner must consider other aspects of the job environment, for example, the supervisor’s management style, the opportunities for advancement, pay and geographic location –in deciding what type of candidate to search for and what search methods to use. After carefully planning the recruiting effort, the recruiter uses one or more methods to produce a pool of potentially qualified candidates.

A firm can generate candidates internally, from among its present employees who desire promotion or transfer, or externally, from the labor market. The organization then screens the candidates, evaluates some of them more thoroughly, and offers the best the position. Throughout the recruitment process, the organization attempts to “Sell” itself to the more promising candidates-that is, to convince them that the organization is a good place to work and that it offers what they want in the way of both tangible and intangible rewards.

Candidates searching for an employer go through a parallel set of activities-first acquiring occupational skills and experience, next searching for job openings through a variety of methods, and then applying for jobs that appear to be a suitable match for their qualifications. As the process continues applicants attempt to “Sell” organizations on their abilities while at the same time collecting information that allows them to evaluate companies and jobs. Eventually, they decide to accept or reject job offers.

 

 

 

 

Figure: An overview of the recruitment process from the perspectives of the organization and the candidate.

Recruiting goals & Priorities

Ø Attract large numbers of applicants.

Ø Attract highly qualified applicants.

Ø Attract applicants willing to accept offers.

Ø Fill vacancies quickly.

Ø Fill vacancies at minimal cost.

Ø Hire people who perform well.

Ø Hire people who will stay with the organization.

Ø Generate positive public relations.

Evaluation and Benchmarking of Recruitment

A firm should evaluate its recruitment process along with all its other human resource management activities. Collecting appropriate evaluation measures on past recruiting efforts can help an organization to predict the time and budget needed to fill future openings identify the recruiting methods that yield the greatest number or the best quality of candidates, and evaluate the job performance of individual recruiters. Benchmarking against similar firms can also be informative. The granddaddy of all recruiting evaluation measures is cost per hire, though speed of filling vacancies is also an important measure.

Philosophies of Recruiting

A Philosophy of recruiting is an attempt made to enhance the effectiveness of the recruitment process by matching the needs of the organization to the needs of the applicants, two approaches are available to bring about this match. They are,

1. Realistic Job preview (RJP), and

2. Job compatibility Questionnaire (JCQ).

1. Realistic Job Preview (RJP)

Realistic Job Preview (RJP) is a selection device that allows the job candidates to learn negative as well as positive information about the job and organization. The primary purpose of any selection device is to identify individuals who will be effective performers. But it is also in an interviewer’s best interest to find goods prospects, hire them, and have them stay in the organization. Therefore, part of selection should be concerned with reducing voluntary turnover and its associated costs. One device to achieve that goal is the realistic job preview (RJP). A realistic job preview may include brochures, films, plant tours, work sampling or merely a short script made up of realistic statements that accurately portray the job. the key element in RJP is that unfavorable as well as favorable information about the job is shared. Although the RJP is not normally treated as a selection device, it should take place during the interview. Also, because it has demonstrated effectiveness as a method for increasing job survival among new employees. Applicants who receive a realistic job preview (as well as a realistic preview of the organization) hold lower and more realistic expectations about the job they will be doing and are better prepared for coping with the job and it’s frustrating elements. RJP also appears to work best for jobs that are more attractive to the individual, resulting in lower turnover rates. Most studies demonstrate that giving candidates a realistic job preview before offering them the job reduces turnover without lowering acceptance rates. Of course, exposing an applicant to RJP may also result in the hiring of a more committed individual.

3. Job Compatibility Questionnaire (JCQ).

The job compatibility Questionnaire (JCQ) was developed to determine whether an applicant’s preferences for work match the characteristics of the job. The job seeker is required to collect information on job factors like absenteeism, turnover and job satisfaction etc. Thus it is administered to jobseekers who have bare idea with the target job under study. The assumption is that JCQ is that the greater the compatibility between an applicant’s preferences for a job and the characteristics of the job as perceived by the job seeker, the greater the probability of employee effectiveness and longer the tenure.

The JCQ is a 400 item instrument that measures job factors. Item cover the following job factors:

Ø Task requirements.

Ø Physical environment.

Ø Customer characteristics.

Ø Peer characteristics.

Ø Leader characteristics.

Ø Compensation preferences.

Ø Task variety.

Ø Job autonomy.

Ø Physical demands and

Ø Work schedule.

Selection Process

Selection is a process of measurement, decision making, and evaluation. The goal of a personnel selection system is to bring into an organization’s individuals who will perform well on the job. A good selection system also should be fair to minorities and other protected groups. To have an accurate and fair selection system, an organization must use reliable and valid measures of job applicants’ characteristics. Successful selection activities entail a lot of careful planning and careful thought. The selection process is composed of steps, each of which provides decision makers with information that will help them predict whether an applicant will be a successful job performer. one way to conceptualize this is to think of each step as a higher hurdle in a race. The applicant able to clear all the hurdles wins the race and the job offer.

Selection activities follow a standard pattern, beginning with an initial screening interview and concluding with the final employment decision. The selection process typically consists of eight steps:

i) Initial screening interview.

ii) Completing application form.

iii) Employment tests.

iv) Comprehensive interview.

v) Background investigations.

vi) Conditional job offer.

vii) Medical or physical examination and

viii) Permanent job offer.

Each step represents a decision point requiring some affirmative feedback for the process to continue. Each step in the process seeks to expand the organization’s knowledge about the applicants background, abilities, and motivation, and it increases the information decision makers use to make their predictions and final choice. However, some steps may be omitted if they do not yield useful data, or if the cost of the step is unwarranted. Applicants should also be advised of any specific screening, such as credit checks, reference checking, and drug tests. The flow of these activities is depicted in the following figure.

Interview & Test

Interviewing and testing system is now a days the part and parcel of the HR policy in the case of selection procedure for any organization.

Interview

An interview is a procedure designed to obtain information from a person through oral responses to oral inquiries, a selection interview, which is designed to predict future job performance on the basis of applicant’s oral responses to oral inquiries.

Types of interview

Ø Preliminary Interview.

Ø Planned Interview.

Ø Stress Interview.

Ø Patterned Interview.

Ø Non-directive or Free Interview.

Ø Depth Interview.

Ø Panel Interview.

Ø Appraisal Interview.

Test.

A test is a sample of a person’s behavior, but some tests are more clearly representative of the behavior being sample than others. A test is a means of obtaining a standardized sample of behavior Tests are standardized in content, scoring, and administration. That is every time the test is given, its questions are identical or, in the case of tests with more than one form, equivalent. The scoring rules are constant. The administration is also the same. All test takers get the same Instructions, have the same length of time to work, and take the test under similar conditions. Because tests are standardized, they provide information about job candidates that is comparable for all applicants.

Types of Tests

Ø Intelligence Test.

Ø Aptitude Test.

Ø Ability Test.

Ø Personality Test.

Ø Achievement Test.

Ø Interest Test.

Ø Polygraph Test.

Ø Honesty Test.

Ø Trade Test.

Ø Thematic Test.

Ø California Psychological inventory test.

Factors Choosing Appropriate Test

Ø Reliability

Ø Validity

Ø Objectivity

Ø Standardization

Ø Others.

Contracts of Employment:

After the job offer in made and the candidates accept the offer, certain documents need to be executed by the employer and the candidate. One such document is Attestation Form. This form contains vital details about the candidate, which are authenticated and attested by him/her , which could be used for future reference.

Another document is Contract of Employment. This document contains the Terms and Conditions of Employment like designation, perks, term of job and so on. The information written in the contracts may vary according to the level of the job.

The main drawback of the contract is that it is difficult to enforce them.

Concluding the Selection Process

The Selection process will not end with executing the employment contract. The step is reassuring the candidates who have not been selected. Such candidates must be told that they were not selected, not because of any serious deficiencies in their personalities, but because their profiles did not match the requirements of the organization.

Evaluation of Selection Process

The broad test if the effectiveness of the selection process is the quality of the personnel hired. An organization must have competent and committed personnel. the selection process, if properly done, will ensure availability of such employees. How to evaluate the effectiveness of a selection programmer? A periodic audit is the answer. Audit must be conducted by the people who work independent of the HR department.

Barriers to Effective Selection

The main objective of selection is to lire people who have competence and commitment. This objective is often defeated due to certain barriers. The barriers to effective selection are.

Perception: The inability to understand others is the most fundamental barrier in selecting the right candidate. Selection demands an individual or a group of people to assess the respective competencies of others with the aim of choosing the right person for the job. But their personal bias may affect their judgment. For example their likes and dislikes about a person’s hairstyle, dress etc. may make them change their decision.

Projection: Error of projection arises when an interviewer expects his own knowledge, skills and values in a candidate. Therefore he is likely to select candidates who resemble him.

Constant error: Such error arises because the interviews of previous candidate unduly influence the interviewer in favour or against the candidate. For instances a qualified candidate may be underrated because the previous candidate was very brilliant.

Leniency: it implies the tendency to assign high scores. It is normally associated with lack of confidence and interest in rating. This may arise due to exaggerated expectation, lack of contact with people and generally rigid personality.

Fairness: Selection requires that no individual should be discriminated on the basis of race, religion, region or gender. But the low number of female employees, discrimination on the basis of age proves the efforts to minimize inequity have not been very effective.

Validity: Validity is supposed to help in predicting the job performance of an incumbent. A validated test helps in differentiating between the employees who will perform and who will not. However it is not an accurate performance and only increases the possibility of success.

Reliability: A reliable method is one that will produce consistent results when repeated in similar situations. But such method may have varying results. A reliable test may fail to predict job performance with precision. It is more to do with consistency.

Pressures: Politicians, bureaucrats, relatives, and friends of the candidate bring pressure on the selectors. Candidates selected due to such compulsions are not the right ones. Such selections are more in case of public sector undertakings.

Data Findings and Analysis

Graphical Representation

Question: 01

Is there any HR Policy established in your organization?

SL.# Data Findings analysis
1 Yes 7 Here it is seen that 70% employees of medicon laboratories Ltd (MLL). Approved for existing HR policy and 30% of them provided no comments.
2 No 0
3 No Comments 3
Total 10

Question: 02

Employee recruitment is made?

* According to the project basis:

Data Findings analysis
Always 5 Here it is found that employee recruitment is done according to the project basis always 50%, most of the time 20%, sometimes 10%, never 0%, rest 20% not necessarily.
Most of the time 2
Sometimes 1
Never 0
Not necessarily 2
Total 10

*According to the HR Planning.

Data Findings analysis
Always 6 Here it is found that employee recruitment is done according to the HR Planning always 60%, most of the time 20%, sometimes 10%, never 0%, & rest 10% not necessarily.
Most of the time 2
Sometimes 1
Never 0
Not necessarily 1
Total 10

Question: 03

Is there any specific job analysis in this organization?

SL.# Data Findings analysis
1 Yes 6 Here we find that 60% employees of MLL agreed for having specific job analysis, 10% for non existing and rest 30% provided no comments in this regard.
2 No 1
3 No Comments 3
Total 10

Question: 04

What are the sources of employment in your organization?

Data Findings analysis
Internal source 3 Here it is seen that sources of employment is internal 30%, external 50% and both for 20%.
External Source 5
Both 2
Total 10

Question: 05

Who demands requisition for employment?

Data Findings analysis
Dir. Admin & HR 3 Here We find that employee requisition is made by Dir. Admin & HR 30%, Project Supervisor 50% and rest 20% by other authorities.
Project Supervisor 5
Other authority 2
Total 10

Question: 06

How do you know about job vacancy in this organization?

Data Findings analysis
News paper 4 Here it is found that employees of this organization were informed regarding the job vacancy in this organization by newspaper 40%, online 30%, & proper channel 30%.
Online 3
Proper channel 3
No comments 0
Total 10

Question: 07

What tests are usually made administered during selection of a candidate in your organization?

Data Findings analysis
Primary Interview 2 Here we can find that for selecting employees, MLL goes for taking primary interview 20%, formal interview 30%, written test 40%, & rest 10% employees provided no comments.
Formal Interview 3
Written test 4
No interview 0
No Comments 1
Total 10

Question: 08

Is there any ‘Induction Training’ & ‘Orientation placement” Program for the new employees?

Data Findings analysis
Commonly for all levels 7 From the data, we can find that regarding ‘Induction Training’ & ‘ Orientation placement’ program for the new employees, the existing employees of MLL say that the organization goes for it commonly for all levels 70%, sometimes 20% and rare 10%.
Sometimes 2
Rare 1
No response 0
Total 10

Question: 09

How are the employees attracted to join in and to continue their serving to the organization?

Data Findings analysis
Working environment 3 Here we find that replying the question, 30% employees emphasize on working environment, 20% on high benefit, 20% on welfare facilities, 10% on job status,10% on Training facilities & rest 10% on low stress.
High benefit 2
Job status 1
Training facilities 1
Low stress 1
Welfare facilities 2
Leave facility 0
Others 0
Total 10

Question: 10

Do you think the recruitment and selection procedure of your organization is proper?

SL.# Data Findings analysis
1 Yes 6 Here it is seen that in this organization, employees approved for having proper recruitment and selection procedure 60%, not maintaining 20% and rest 20% provided no comments in this regard.
2 No 2
3 No Comments 2
Total 10

Recommendations

After thorough observation of various concepts, theories, datas, findings and analysis, a significant number of recommendations have been brought out. A few of them are stated below:

Þ An ideal, organized and independent HRD should be executed.

Þ Recruitment & Selection should be maintained through HRD.

Þ An ideal HR code of ethics should be implemented.

Þ Implementation and continuation of an ideal service rule.

Þ The Company should have better perception with respect to strengths and weakness of its recruitment and Selection Procedures.

Þ The Company should retain overqualified personnel with increasing scope and length of work and personnel procedures.

Þ For successful predictions, the company should properly follow the entire ‘Validity Analysis’ system during selecting the potential candidates.

An ideal, organized and independent HRD should be executed.

More recently, organizations consider the Human Resources Department (HRD) as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner. The objective of HRD is to maximize the return on investment from the organization’s human capital and minimize financial risk. It is the responsibility of HRD personnel to conduct these activities in an effective, legal, fair and consistent manner. As there is no organized and separate HRD in Medicon Laboratories Ltd (MLL), there may be chance of improper recruitment and selection in the organization. That may hamper to practice HR activities and ultimately it may defend the goals of the organization. If Medicon goes for set up an ideal and organized HRD, a more good quality effort may offer to its customers. Because a good quality work only derives from a cool, matured, trained and well mannered personnel. That’s why MLL should step forward to establish an ideal and independent HRD for achieving the ultimate goals of the organization.

Recruitment & Selection should be maintained through HRD.

“Right person in the right position” must be a motto of any organization. And to achieve that attribute, an organization must go through proper recruitment and selection procedures under the HRD. In terms of recruitment and selection it is important to consider carrying out a thorough job analysis to determine the level of skills/ technical abilities, competencies, flexibility of the employee required etc. At this point it is important to consider both the internal and external factors that can have an effect on the recruitment and selection of employees. the external factors are that out-with the powers of the organization and include issues such as current and future trends of the labor market, e.g. Skills, education level, government investment into industries etc. On the other hand, internal influences are easier to control, predict and monitor, for example management styles or even the organizational culture. All of these essential recruiting and selecting activities are properly accomplished through HRD. Having no an ideal HR Department, a right and adequate person may not be properly selected for a particular position. Based on a series of examinations HRD steps to recruit and select a better one for the vacant position. An only professional HR personnel knows the various tools and techniques of the ideal recruitment and selection procedure, which may not be available in case of another professional. Medicon Laboratories Ltd., without any hesitation should follow the proper Recruitment and Selection Procedure through an ideal and organized HRD for the ultimate benefits of the organization.

An ideal HR code of ethics should be implemented.

Ethics refers to ‘the principle of conduct governing an individual or a group’, and specifically to the standards you use to decide what your conduct should be. An organization must implement an ideal HR code of ethics for the smooth, congenial and healthy environment inside and outside of the organization. There is no single cause of unethical behaviors at work, so it is not surprising that there is no “Silver Bullet” to prevent it. Creating a culture that encourages employee to do the right thing is a key step, though it’s not so simple to do. Employers must take several steps to ensure ethical behaviors by their employees, and many of these actions are clearly within the realm of HR. HR related activities are a frequent source of ethical questions. HR activities such as staffing and selection, training, reward & disciplinary systems, performance appraisal, workplace aggression & violence, sexual harassment, equity in performance-all these issues should be considered through ethical point of view. Though the concept of HR code of ethics is a new concept in Bangladesh perspective, MLL should step forward to emphasize the necessity of that concept. In the norms of HR code of ethics, it must be written in a booklet by which the entire HR issues and activities will be governed in easy, fair and understandable words.

Implementation and continuation of an ideal Service Rule

Al present MLL has no an ideal and organized Service Rule. The organization provides a general Service Rule to each employee at the time of joining. This Service Rule is not updated. It must be reformed as per demand of the global perspective. The language of the Service Rule must be in a easy, transparent, understandable and short sentenced manner. No sort of ambiguity and complex should be present there. Any person can understand the meaning of every word or sentence easily and clearly. This Service Rule must be designed by the professional bodies in connection with the organization and local as well as international laws & customs. The professional bodies must deserve enormous knowledge on the entire HRM & HRD. From the book of this Service Rule, a person can easily apprehend his or her right and liabilities within the organization. MLL may avoid any confusion, conflict and ambiguity among the employees concerning the right and duties of the employees through executing as well continuing a modern, transparent and judicious Service Rule.

Conclusion

There is no organized and separate Human Resources Department in medicon laboratories Ltd. (MLL) now. Manager, HR & Admin, works under Director, Administration and F& A. These are some limitations that may arise problems for the implementation of effective manpower planning and proper recruitment and selection procedure. The level of practicing HR policies is moderate.

In case of Recruitment and Selection Procedure, Medicon Laboratories Ltd (MLL) follows both, internal and external sources. sometimes MLL selects its employees from the present working force. Usually MLL provides advertisement in the popular daily newspapers, on line and the organization’s notice board. MLL also recruits its manpower from the eminent universities and technical institutions according to the needs of different technical and analytical operations. For the smooth operation & direction as well as research & development activities of the existing and forthcoming products, MLL sometimes recruits some extraordinary calibers from different organizations. Medicon always believes that without harvesting a skilled, disciplined and well mannered work force, it may not be possible to offer a good and praise worthy products and services to the customers. MLL offers lucrative salaries and other incentive packages for the right and adequate persons. A highly qualified, experienced and dedicated team of professionals form a formidable bastion at the MLL to ensure an uninterrupted flow of goods and services to the customers with latest information.

At present the entire recruitment and selection procedure of MLL is done by the Director, Admin. and F&A along with his colleagues with the prior approval of the managing Director .As MLL is a manufacturing organization it requires the personnel of technical field at a large scale of its total manpower.

Many challenges remain for the HR profession. Companies must to maintain ethical standards to match heightened social mores and the greater attention given to the ways they behave and communicate. The diverse composition of the workforce means employees must work to ensure that they reward effort, not prejudices against sex, race, age, national origin, religion or other global differences.

Many companies still have not made their human resource professionals key participants in strategic business decisions. And top management stiff resists sharing decision-making power with employees, who must be given such power if they are to add value to products and services.

While maintaining the special body of HR Knowledge, professionals in human resource management must also be generalists who understand economics, politics, social and cultural trends, technological innovations, changing work values, skill shortages, government mandates in labor laws, affirmative action, health care management, privacy concerns, internation

Recruitment and Selection Procedure of Medicon Laboratories Ltd.

View With Charts And Images  

Introduction:

Human
Resource Management (HRM) involves all management decisions and practices that
directly affect or influence the people or human resources, who work for the
organization. HRM is comprised of the staffing, development, motivation and
maintenance functions. Each of these functions, however, is affected by
external influences. HRM is responsible for the people dimension of the
organization. It is responsible for hiring competent people, training them,
helping them perform at high levels, and providing mechanisms to ensure that
these employees maintain their productive affiliation with the organization.
Human resource is the blood stream of an organization. An ideal HRM lies with
the proper function of a HRM manager who deals with the human workforce- a vital
and sensitive factor of the organization. without
appropriate and continuous support of this valuable work force, machines remain
idle, raw materials lie stacked, money gets tied up, bank interest goes up and
turmoil may arise in the operating areas that make an organization sick and
disreputable and eventually it may bankrupt very soon.

Human
Resource Planning is the process by which an organization ensures that it has
the right number and kinds of people capable of effectively and efficiently
completing tasks that directly support the company’s mission and strategic
goals. Training is always required for the utmost development of one’s utmost
capacity. An ideal and well groomed Human Resources Department (HRD)
contributes the employees learn and aware of the job concerned. The steps in
the Human Resource planning
process include mission formulating, establishing corporate goals and
objectives, assessing current human resources, estimating supplies and demand
for labor, and matching demand with current supplies of labor. The two outcomes
of this process are recruitment and decruitment. A human resource information
system is useful for quickly fulfilling human resource management information
needs by tracking employee information and having that information readily
available when needed.

HRM
contributes in determining the number and types of people an organization
needs. Job analysis is a systematic exploration of the activities surrounding
and within a job. It defines the job’s duties, responsibilities and accountabilities.
Job descriptions are written statements of what the job holder does (duties and
responsibilities), job specifications identify the personal characteristics required
to perform successfully on the job, and job evaluation uses job analysis
information to establish a compensation system. Job analysis permeates all
aspects of HRM in that almost everything that HRM does relates directly to the
job analysis process. Recruiting, selection, compensation and performance
appraising, employee training and career activities, and safety and health
requirements, for example, are affected by the job analysis, which identifies necessary
skills, knowledge and abilities.

The
Multifaceted Nature of Job Analysis

Radial Diagram

Source:
David A .Decenzo, Stephen P. Robbins. Fundamental of Human Resources
Management.
8th Edition .Page-139

Recruiting
is the process of discovering potential candidates for actual or anticipated
organizational vacancies. Or, from another perspective, it is a linking
activity that brings together those with jobs to fill and those seeking jobs. the two goals of recruiting are to generate
a large pool of applicants and to provide enough information for individuals to
self select out of the process. A good recruitment program should attract the
qualified and discourage the unqualified. Meeting this dual objective will minimize
the cost of processing unqualified candidates.

Selection
activities follow a standard pattern, beginning with an initial screening
interview and concluding with the final employment decision. The selection
process includes the following steps.

Þ   Initial screening interview.

Þ   Completion of the application form.

Þ   Employment tests.

Þ   Comprehensive interview.

Þ   Background investigation.

Þ   Conditional job offer.

Þ   Physical or medical examination. and

Þ   The permanent job offer.

In
the discrete selection process, each step acts as a stand-alone
predictor-failing to pass any of these discrete steps means disqualification
from the job. In the comprehensive approach, candidates go through most of the
steps before a final decision about them is rendered. 

Recruitment
and selection Needs:


Source:
K. Aswathappa. Human Resource and Personnel Management. 3rd
Edition, Page 113)

Medicon
Laboratories Ltd. (MLL) recruits and selects its working force, employees from
outside and from the internal resources on promotion to run its business smoothly
as per its requirements. MLL also recruits and selects manpower from the
employee referrals and recommendations.

Background

The
HRM function and HRD Profession have undergone tremendous change over the past
20-30 years. Many years ago, large organizations looked to the “Personnel
Department,” mostly to manage the paperwork around hiring and paying people.
More recently, organizations consider the “HR department
“as playing a major role in recruitment and selection, training and helping to
manage people so that people and the organization are performing at maximum capability
in a highly fulfilling manner. In spite of the availabilities of enormous
amount of modern scientific devices and advanced technological units, people
remain the most significant factor in the business in constant motion.

Work
force management has become increasingly complex. The heritage and growth of
the HRM profession is closely linked to people’s attitudes about work, the
evolution of employment-related laws and sociological trends. Therefore it is
only natural that most of the organizations are contributing ample effort for
the recruitment and selection of the most eligible candidates. The organizations
that have achieved success in every edge of business, obviously have attracted
the  right persons, kept them in the right
places and motivated them constantly.

The
Human Resources Management (HRM) function includes a variety of activities, and
key among them is deciding what staffing needs you have and whether to use
independent contractors or hire employees to fill these needs, recruiting and
training the best employees, ensuring they are high performers, dealing with performance
issues and ensuring your personnel and management practices conform to various
regulations. Activities also include managing your approach to employee
benefits and compensation, employee records and personnel policies.

Recruitment
and selection process (RSP) is one of the most important elements in a
successful human resource management program, because 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 those
tasks that will help the organization achieve its overall strategic objectives.
To ensure that appropriate personnel are available to meet the requirements set
during the strategic planning process, human resource managers engage in
employment planning. The purpose of this planning effort is to determine what
HRM requirements exist for current and future supplies and demands for workers.
HRM must find ways to ensure that employees are retained. Frequently called
employee retention, HRM must lead the way to help managers understand that they
play a critical role in retaining workers, that their action, can go a long way
to either stimulate or reduce employee turnover. That’s because it’s estimated
that about three-fourths of the reasons employees quit their jobs and leave
organizations are within the control of manages, such as being honest with employees,
giving then challenging work, and recognizing them for their performance.

This
internship report is an integral part for the partial fulfillment of the degree
of masters of Business
Administration with a major in HRM. The report deserves three (03) credit
marks. It is indeed a survey type work of the post theoretical aspects.

Importance

The
HR field today recognizes the dynamic relationship between strategy, people,
technology and the process that drive organizations. Now the organizations have
recognized the importance of human resource considerations in long-range
strategic planning. Today, the human resource professional is charged with
optimizing employee skills, matching people to jobs and maximizing the potential
of employees as valuable resources.

For
the existence of an organization, skilled, effective and efficient manpower is
a must. Accumulation of a number of valuable attributes in personnel is
possible when he achieves proper, rational and age old training substantially
regarding his job. He will generate his attained knowledge and expertise in the
organization with spontaneous and willful intention that will derive from his
rationality and discretion as well as being not biased by anything. The improper
recruitment and selection vigorously affects the smooth and efficient operation
of any organization, even it may bring a calamity for the organization.

Successful
employment planning is designed to identify an organization’s human resource
needs. Once these needs are known, an organization will want to meet them. The
company must acquire the people necessary to ensure the continued operation of
the organizations. successful
selection activities entail a lot of careful planning and thoughts. The
selection process is composed of steps, each of which provides decision makers with
information that will help them predict whether an applicant will be a
successful job performer. The best possible qualified and eligible applicants
will receive a fair remuneration package as well as proper favor for each
vacancy. On the other hand, an organization should not retain over qualified
personnel without increasing scope of work and personnel procedures followed by
Medicon Laboratories Ltd.  A dynamic
skilled and efficient Human Resources Department (HRD) of an Organization is a
must to continue the smooth and effective operation as well as to achieve the appropriate
goals of the organization successfully.

Major
objective:

The
principal objective of this internship report is to apprehend and illustrate
the recruitment and selection procedure (RSP) in the
context of medicon Laboratories
Ltd. (MLL) and its impact on the organization.

Specific
Objective:

i)
ii)  
To determine how
effectively and efficiently MLL’s recruitment and selection procedure is
operated.

iii)
To find out the
limitations of MLL in the field of recruitment and selection.

iv)
To recommend for
the continuous improvement of existing recruitment and selection procedure of
MLL.

v)  
To determine how
the management of MLL facing various challenges during recruiting & selecting
right candidates.

Methodology

The
study is based on both primary and secondary data following the quantitative
methodology.

Primary
data:

Primary
data was collected through mailing the questionnaires and direct interviewing
regarding,

Ø  Existing Recruitment and selection procedure
(RSP) .

Ø  Properness of the RSP.

Ø  Implementation of the RSP.

Ø  Necessity of the RSP.

Ø  Consequence of the implementation of the RSP.

Secondary
data:

Secondary
data was covered by various books, publications, journals and reports.

Scope
of Limitations

¨ The allotted time frame of the study is inadequate.

¨ Staffs were busy with their assigned job, that is why
they could not give enough time for my study materials.

¨ Secondary data is not always helpful.

¨ Information is not always available.

¨ Lack of proper knowledge and experience.

Data
Collection Technique

Data
Collection Technique was accomplished through Random Sampling method.

¨ Physical observation of the official records.

¨ Direct interviewing.

¨ Questionnaires mailing.

Data
Processing

All
the accumulated data were processed by computer programs within a specified
time-frame and the entire report was prepared successfully.

Time
Frame

Sl#

Activities

November

2007

December

2007

January

2008

Week

Week

Week

1

2

3

4

5

6

7

8

9

1

Discussion
with the honorable supervisor about the internship
Report.

2

Designing,
pre-testing and finalization of the Questionnaires.

3

Primary
Data Collection.

4

Secondary
Data Collection.

5

Data
Processing.

6.

Compilation
of Draft Internship Report.

7

Submission
of Draft Internship Report to the supervisor for suggestion and comments.

8

Submission
of Final Internship Report.

9

Viva
Voce.

About
Medicon Laboratories Ltd.

Background

Self
interest should not be the sole aim but it should be in its own way to make a
liberal and generous contribution towards social welfare to satisfy man by
supplying a good quality of drugs at fair prices is the motto of medicon Laboratories Ltd. (MLL). MLL is
an Iso 9001:2000 certified
Pharmaceutical Company started its journey since 1984. Right from its inception
it has been engaged in the field of production of high quality and high tech
drugs and medicines. It staved its commercial production will only seven (07)
Products. The company achieved enviable reputation and respect since then and
the total number of manufactured products now stands at about 100. The company
operates through its Factory and Head office
in Dhaka, Bangladesh for manufacturing and marketing of the products. The
facilities are equipped with ideal machineries and equipments, essential for producing
best quality drugs and medicines suitable for catering to local and
international market demand.

Professionally
trained and experienced management personnel duly assisted by a skilled work
force of approximately 600 persons are behind the management of medicon laboratories Ltd.

The
quality and technological requirements are not compromised. MLL operates on the
concept that scientific development and technical skill add margin to their
contribution. It is therefore possible to carry out a high profile job at the
very competitive price.

Present
Activities

The
factory is managed by highly qualified and technical personnel strictly
following the GMP (Good Manufacturing Practice). A highly qualified experienced
and dedicated team of professionals form a formidable bastion at medicon Laboratories Ltd to ensure an
uninterrupted flow of goods and services to the customers with latest
information. Now the company has come to a position where it proudly claims
itself as one of the leading pharmaceutical companies of the country with all
the modern facilities of manufacturing medicine in different dosage
formulations like Tablet, capsule,
oral liquid, Dry Powder, oral
saline, cream & Ointment. Recently MLL has launched the Animal
Health Division which is a sophisticated and separate department. under this division, the company is
manufacturing a number of veterinary products like premix powder, liquid, and Bolus etc.

Affiliation

MLL has already achieved its affiliation
and membership from the following authority.

Ø  Bangladesh Drug Administration- BDA.

Ø  industries- FBCCI.

Ø  Ø  Bangladesh Aushad Shilpa Samity-BASS.

Achievements:

Medicon
Laboratories Ltd achieved the ISO 9001:2000 certificate in June 2004, for its
quality management system for product
Development, Procurement, Production, Quality Assurance, Marketing, Sales and
Distribution of Pharmaceutical products. Moody International France has assessed the company and found in
compliance with all the required quality standards of ISO.

Administrative
Structure & Organogram:

One
Managing Director and three Directors constitute the top management of medicon laboratories Ltd (MLL). They are intern assisted by the
professional staff and associates in the different fields. All the members have
considerable experiences in their respective field of operation. The corporate
information of the company is stated below: 

a)
Name of the
Company : Medicon Laboratories Ltd. (MLL)

b)
Status : Private Limited Company.

c)
Year of
Establishment   : 1984

d)
Company
Registration No: 148 & 402/ 1984

e)
Nature of
Business : Manufacturing and Marketing of   Pharmaceutical Drugs and medicines.

f)
Commercial
Production   : 1985

g)
No of Products : 102

h)
Mailing Address : Shilpa Plot No. 17/A-1, Block-D, Section-10, Mirpur, Dhaka, Bangladesh.

i)  
Telephone No : 8060123, 9554901

j)  
Fax No : 88-2-9567621

k)
medicon@medicon-bd.com

l)  
Contact Person : Mr. Md. Nurul Huda, Managing Director.

The Organizational structure of MLL is outlined in the
following Organogram.

Organogram

Of

Medicon Laboratories Ltd. Dhaka

Range
of Services:

Medicon Laboratories Ltd (MLL) started its commercial production
with only seven (07) Products. The company achieved enviable reputation and
respect since then and the total number of manufactured products now stands at
about 100. For the past twenty four (24) years, MLL has been providing the
highest quality of products and services to its honorable customers with a
reasonable cost. MLL strictly maintains the ethical standard in all its
function and follow WHO- GMP right from procurement to reaching of finished
goods and to the ultimate consumers.

Now the company has come to a position where it
proudly claims itself as one of the leading pharmaceutical companies of the
country with all the modern facilities of manufacturing medicine in different dosage
formulations like tablet, Capsule, oral liquid,
Dry Powder, Oral Saline, Cream & Ointment.  Recently MLL has strengthened its services
through launching the animal
Health Division. This is a sophisticated and separate department. Under this
division, the company is manufacturing a number of quality veterinary products
like premix powder, liquid & Bolus dosage form.

Medicon Laboratories Ltd. (MLL) has dreamt to cross
the boundary of Bangladesh by its quality products and as such it took astute
initiative to export its products abroad. After having significant success in
local market, MLL started exporting in neighboring countries. MLL already
entered in the Myanmar market and obtained registration of 15 products. In
Srilanka a good number of products are likely to be registered within a short
period of time.

Medicon with its noble objective of “A Healthy life For
Tomorrow” will continue its efforts for serving the mankind by providing safe,
effective and high quality medicines in the days ahead.

medicon Laboratories Ltd

There is no organized and separate Human Resources department in Medicon Laboratories Ltd.
(MLL) now Manager, HR & Admin. Works under Director, Administration and F
& A. These are some limitations that may arise problems for the
implementation of effective manpower planning and proper recruitment and
selection procedure. The level of practicing HR Policies is moderate. At
present the entire recruitment and selection procedure of MLL is done by the
Director, Admin and F& A along with his colleagues with the prior approval
of the managing Director. As MLL
is a manufacturing organization, it requires the personnel of technical field
at a large scale of its total manpower.

selection Procedure:

theoretical Aspects

Recruitment
and selection procedure performs a great role for the
smooth operation of an organization. Recruitment follows HR planning and goes
hand in hand with the selection process by which organization evaluates the
suitability of candidates for various jobs. Without accurate planning,
organizations may recruit the wrong number or type of employees. Without
successful recruiting to create a sizable pool of candidates, even the most
accurate selection system is of little use. One of the key issues in
recruitment philosophy is whether to
promote largely from within the organizations or to hire from the outsides for
vacancies at all levels. A second aspect of recruitment philosophy concerns
where the emphasis is: on merely filling vacancies or on hiring for long-term
careers. A short-term view may emphasize filling vacancies quickly, where as a
longer-term view may tolerate delay in 
the interests of finding just the right people to bring in for the long
haul. A third aspect of recruitment
philosophy concerns depth of commitment to seeking and hiring a diverse range
of employees. A fourth aspect of recruitment philosophy is whether applicants
are viewed as commodities to be purchased or as customers to be wooed.
Organizations that adopt a marketing orientation with respect to recruiting
will spend substantial time and money to determine what their customers
(potential applicants) want and to tailor their recruiting practices and
messages to various segments of the market. A fifth aspect of recruitment
philosophy has ethical overtones, in terms of fairness and honesty in the
recruitment process.


An organization
deserves the right to select its staff on the basis of qualification among the
candidates.

Ø
The organization
is liable to prove the validity & job relatedness of the selection device
that may have adverse impact on protected groups.

Ø
Alternative
selection process has less adverse impact when feasible in its operation.

Recruitment

Recruiting
is the process by which organizations locate and attract individuals to fill
job vacancies. Most organizations have a continuing need to recruit new
employees to replace those who leave or are promoted, to acquire new skills,
and to permit organizational growth. Recruiting is an even more important
activity when unemployment rates are low and economic growth is strong, as
firms compete to attract the qualified employees they need to succeed. The
company must acquire the people necessary to ensure the continued operation of
the organization. It (Recruiting) is the process of discovering potential
candidates for actual or anticipated organizational vacancies. or, from another perspective, it is a
linking activity that brings together those with jobs to fill and those seeking
jobs.

Sources of Recruitment

Deciding
whether the position is to be filled internally or externally is often an early
task in recruitment planning for a specific vacancy. In some cases, there is no
decision to be made. For instance, entry-level jobs must be filled externally,
but for other positions, the company’s policy or union contract may require that internal sources
be used first. Most organizations use a mixture of internal and external
sources promoting from within when
qualified employees are available and recruiting from external sources when new
skills are needed or growth is rapid. Recruiting is more likely to achieve its
objectives if recruiting sources reflect the type of position to be filled.

Recruitment
process is generally accomplished by searching two sources. These are.

1)
Internal source.

2)


1) Internal source:

Many
large organizations attempt to develop their own low level employees for higher
positions. These promotions can occur through an internal search of current employees
who have bid for the job, been identified through the organization’s human
resource management system, or even been referred by a fellow employee.

In
addition to looking internally for candidates, organizations often open up
recruiting efforts to the external community. these
efforts include,

Ø  
Ø  
Unsolicited
Applicants: 
Unsolicited applications, whether they reach the
employer by letter, e-mail, telephone, or in person, constitute a source of
prospective applicants. Although the number of unsolicited applicants depends
on economic conditions, the organization’s image, and the job seeker’s
perception of the types of jobs that might be available, this source does
provide an excellent supply of stockpiled applicants.

Ø  
Employment
Exchange:
Ø  
Employee
Referrals and Recommendation:
One of
the better sources for individuals who will perform effectively on the job is a
recommendation from a current employee. Employee referrals also may receive
more accurate information about their potential jobs. Employee deferrals are an
excellent means of locating potential employees for hard-to-fill positions.

Ø  
Educational
Institute:
Ø  
Job Fair: A group
of organization arranges a job fair in a particular day, time and venue in a body
to collect the applications from the potential applications to fulfill their
vacancies.

Ø  
Ø  
Ø  
Now-a-days
out source employment is prevalent in case of lower ranking placement of an
organization. e.g. The employment of driver, peon etc.

Though
there is no organized HR policy in Medicon Laboratories Ltd, the company seeks
both internal and external sources in the case of recruitment and selection of
new employees.

Factors
that affect Recruiting efforts.

Although
all organizations will, at one time or another, engage in recruiting
activities, some do so more than others. 
obviously size is one factor;
an organization with 100,000 employees must recruit continually. so, too, must fast food firms, smaller
service organizations, and firms that pay lower wages. certain other variables will also influence the extent of
recruiting. Employment conditions in the local community influence how much
recruiting takes place. The effectiveness of past recruiting efforts will show
itself in the organization’s historical ability to locate and keep people who
perform well. Working conditions and salary and benefit packages also influence
turnover and, therefore the need for future recruiting. Organizations not
growing, or those actually declining, may find little need to recruit. On the
other hand, growing organizations will find recruitment a major human resource
activity.

Recruitment
efforts are a challenge, even in the growing companies. Quality workers are
becoming harder to locate. Unemployment in the new millennium, although
fluctuating, is still relatively low. Therefore, HRM must develop new
strategies to locate and hire individuals possessing the skills the company
needs.

Recruitment
process.

Recruitment
refers to the process of identifying and attracting job seekers so as to build
a pool of qualified job applicants. When a vacancy occurs and the recruiter
receives authorization to fill it, the next step is a careful examination of
the job and enumeration of the skills, abilities and experience needed to
perform the job successfully. Existing job analysis documents can be very
helpful in this regard. In addition, the recruitment planner must consider
other aspects of the job environment, for example, the supervisor’s management
style, the opportunities for advancement, pay and geographic location –in
deciding what type of candidate to search
for and what search methods to use. After carefully planning the
recruiting effort, the recruiter uses one or more methods to produce a  pool of potentially qualified candidates. 

A
firm can generate candidates internally, from among its present employees who
desire promotion or transfer, or externally, from the labor market. The
organization then screens the candidates, evaluates some of them more
thoroughly, and offers the best the position. Throughout the recruitment
process, the organization attempts to “Sell” itself to the more promising
candidates-that is, to convince them that the organization is a good place to
work and that it offers what they want in the way of both tangible and
intangible rewards.

Candidates
searching for an employer go through a parallel set of activities-first
acquiring occupational skills and experience, next searching for job openings
through a variety of methods, and then applying for jobs that appear to be a
suitable match for their qualifications. As the process continues applicants
attempt to “Sell” organizations on their abilities while at the same time
collecting information that allows them to evaluate companies and jobs.
Eventually, they decide to accept or reject job offers.



Figure:
An overview of the recruitment process from the perspectives of the
organization and the candidate.

Recruiting
goals & Priorities

Ø 
Attract large
numbers of applicants.

Ø 
Attract highly
qualified applicants.

Ø 
Attract
applicants willing to accept offers.

Ø 
Fill vacancies
quickly.

Ø 
Fill vacancies at
minimal cost.

Ø 
Hire people who
perform well.

Ø 
Hire people who
will stay with the organization.

Ø 
Generate positive
public relations.

Evaluation
and Benchmarking of Recruitment

A
firm should evaluate its recruitment process along with all its other human
resource management activities. Collecting appropriate evaluation measures on
past recruiting efforts can help an organization to predict the time and budget
needed to fill future openings identify the recruiting methods that yield the
greatest number or the best quality of candidates, and evaluate the job performance
of individual recruiters. Benchmarking against similar firms can also be
informative. The granddaddy of all recruiting evaluation measures is cost per
hire, though speed of filling vacancies is also an important measure.

Philosophies
of Recruiting

A
Philosophy of recruiting is an attempt made to enhance the effectiveness of the
recruitment process by matching the needs of the organization to the needs of
the applicants, two approaches are available to bring about this match. They
are,

1.
Realistic Job preview (RJP), and

2.
Job compatibility Questionnaire (JCQ).

1.  
Realistic
Job Preview  (RJP)

Realistic Job Preview (RJP) is a selection device that
allows the job candidates to learn negative as well as positive information
about the job and organization. The primary purpose of any selection device is
to identify individuals who will be effective performers. But it is also
in  an interviewer’s best interest to
find goods prospects, hire them, and have them stay in the organization. Therefore, part of selection should be
concerned with reducing voluntary turnover and its associated costs. One device
to achieve that goal is the realistic job preview (RJP). A realistic job
preview may include brochures, films, plant tours, work sampling or merely a
short script made up of realistic statements that accurately portray the job. the key element in RJP is that
unfavorable as well as favorable information about the job is shared. Although
the RJP is not normally treated as a selection device, it should take place
during the interview. Also, because it has demonstrated effectiveness as a
method for increasing job survival among new employees. Applicants who receive
a realistic job preview (as well as a realistic preview of the organization)
hold lower and more realistic expectations about the job they will be doing and
are better prepared for coping with the job and it’s frustrating elements. RJP
also appears to work best for jobs that are more attractive to the individual,
resulting in lower turnover rates. Most studies demonstrate that giving
candidates a realistic job preview before offering them the job reduces
turnover without lowering acceptance rates. Of course, exposing an applicant to
RJP may also result in the hiring of a more committed individual.

3.
Job
Compatibility Questionnaire (JCQ).

The job compatibility Questionnaire (JCQ) was
developed to determine whether an applicant’s preferences for work match the
characteristics of the job. The job seeker is required to collect information
on job factors like absenteeism, turnover and job satisfaction etc. Thus it is
administered to jobseekers who have bare idea with the target job under study.
The assumption is that JCQ is that the greater the compatibility between an
applicant’s preferences for a job and the characteristics of the job as
perceived by the job seeker, the greater the probability of employee
effectiveness and longer the tenure.

The JCQ is a 400 item instrument that measures job
factors. Item cover the following job factors:

Ø  Task requirements.

Ø  Physical environment.

Ø  Ø  Peer characteristics.

Ø  Leader characteristics.

Ø  Compensation preferences.

Ø  Task variety.

Ø  Job autonomy.

Ø  Physical demands and

Ø  Work schedule.

Selection
Process

Selection
is a process of measurement, decision making, and evaluation. The goal of a
personnel selection system is to bring into an organization’s individuals who
will perform well on the job. A good selection system also should be fair to
minorities and other protected groups. To have an accurate and fair selection
system, an organization must use reliable and valid measures of job applicants’
characteristics. Successful selection activities entail a lot of careful
planning and careful thought. The selection process is composed of steps, each
of which provides decision makers with information that will help them predict
whether an applicant will be a successful job performer. one way to conceptualize this is to
think of each step as a higher hurdle in a race. The applicant able to clear
all the hurdles wins the race and the job offer.

Selection
activities follow a standard pattern, beginning with an initial screening
interview and concluding with the final employment decision. The selection
process typically consists of eight steps:

i)  
Initial screening
interview.

ii)
Completing
application form.

iii)
Employment tests.

iv)
Comprehensive
interview.

v)
Background
investigations.

vi)
Conditional job
offer.

vii)  
Medical or
physical examination and

viii)
Permanent job
offer.

Each
step represents a decision point requiring some affirmative feedback for the
process to continue. Each step in the process seeks to expand the
organization’s knowledge about the applicants background, abilities, and
motivation, and it increases the information decision makers use to make their
predictions and final choice. However, some steps may be omitted if they do not
yield useful data, or if the cost of the step is unwarranted. Applicants should
also be advised of any specific screening, such as credit checks, reference
checking, and drug tests. The flow of these activities is depicted in the
following figure.

Interview
& Test

Interviewing
and testing system is now a days the part and parcel of the HR policy in the
case of selection procedure for any organization.

Interview

An
interview is a procedure designed to obtain information from a person through
oral responses to oral inquiries, a selection interview, which is designed to
predict future job performance on the basis of applicant’s oral responses to
oral inquiries.

Types
of interview

Ø  Preliminary Interview.

Ø  Planned Interview.

Ø  Stress Interview.

Ø  Patterned Interview.

Ø  Non-directive or Free Interview.

Ø  Depth Interview.

Ø  Panel Interview.

Ø  Appraisal Interview.

Test.

A test
is a sample of a person’s behavior, but some tests are more clearly
representative of the behavior being sample than others. A test is a means of obtaining
a standardized sample of behavior Tests are standardized in content, scoring,
and administration. That is every time the test is given, its questions are
identical or, in the case of tests with more than one form, equivalent. The
scoring rules are constant. The administration is also the same. All test
takers get the same Instructions, have the same length of time to work, and
take the test under similar conditions. Because tests are standardized, they
provide information about job candidates that is comparable for all applicants.

Types
of Tests

Ø  Intelligence Test.

Ø  Aptitude Test.

Ø  Ability Test.

Ø  Ø  Achievement Test.

Ø  Interest Test.

Ø  Polygraph Test.

Ø  Honesty Test.

Ø  Trade Test.

Ø  Thematic Test.

Ø  California Psychological inventory test.

Ø  Reliability

Ø  Validity

Ø  Objectivity

Ø  Standardization

Ø  Others.

Contracts
of Employment:

After
the job offer in made and the candidates accept the offer, certain documents
need to be executed by the employer and the candidate. One such document is Attestation
Form. This form contains vital details about the candidate, which are authenticated
and attested by him/her , which could be used for future reference.

Another
document is Contract of Employment. This document contains the Terms and
Conditions of Employment like designation, perks, term of job and so on. The
information written in the contracts may vary according to the level of the
job.

The
main drawback of the contract is that it is difficult to enforce them.

Concluding
the Selection Process

The
Selection process will not end
with executing the employment contract. The step is reassuring the candidates
who have not been selected. Such candidates must be told that they were not
selected, not because of any serious deficiencies in their personalities, but
because their profiles did not match the requirements of the organization.

Evaluation
of Selection Process

The
broad test if the effectiveness of the selection process is the quality of the
personnel hired. An organization must have competent and committed personnel. the selection process, if properly done,
will ensure availability of such employees. How to evaluate the effectiveness of
a selection programmer? A periodic audit is the answer. Audit must be conducted
by the people who work independent of the HR department.

Barriers
to Effective Selection

The
main objective of selection is to lire people who have competence and
commitment. This objective is often defeated due to certain barriers. The
barriers to effective selection are.

Perception:
The inability to understand others is
the most fundamental barrier in selecting the right candidate. Selection
demands an individual or a group of people to assess the respective
competencies of others with the aim of choosing the right person for the job.
But their personal bias may affect their judgment. For example their likes and
dislikes about a person’s hairstyle, dress etc. may make them change their
decision.

Constant
error:
Such error arises because the interviews
of previous candidate unduly influence the interviewer in favour or against the
candidate. For instances a qualified candidate may be underrated because the
previous candidate was very brilliant.

Leniency: it
implies the tendency to assign high scores. It is normally associated with lack
of confidence and interest in rating. This may arise due to exaggerated
expectation, lack of contact with people and generally rigid personality.

Fairness:
Selection requires that no individual
should be discriminated on the basis of race, religion, region or gender. But
the low number of female employees, discrimination on the basis of age proves
the efforts to minimize inequity have not been very effective.

Validity: Validity is supposed to help in predicting the job
performance of an incumbent. A validated test helps in differentiating between
the employees who will perform and who will not. However it is not an accurate
performance and only increases the possibility of success.

Reliability:
A reliable method is one that will
produce consistent results when repeated in similar situations. But such method
may have varying results. A reliable test may fail to predict job performance
with precision. It is more to do with consistency.

Pressures: Politicians, bureaucrats, relatives, and friends of
the candidate bring pressure on the selectors. Candidates selected due to such
compulsions are not the right ones. Such selections are more in case of public
sector undertakings.

Data Findings and Analysis

Graphical Representation

Question: 01

Is there any HR Policy established
in your organization?

SL.#

Data

Findings

analysis

1

Yes

7

Here
it is seen that 70% employees of medicon
laboratories Ltd (MLL). Approved
for existing HR  policy and 30% of them
provided no comments.

2

No

0

3

No Comments

3

Total

10

Question: 02

Employee recruitment is made?

* According to the project
basis:

Data

Findings

analysis

Always

5

Here
it is found that employee recruitment is done according to the project basis
always 50%, most of the time 20%, sometimes 10%, never 0%, rest 20% not
necessarily.

2

1

Never

0

Not necessarily

2

Total

10


*According to the HR
Planning. 

Data

Findings

analysis

Always

6

Here
it is found that employee recruitment is done according to the HR Planning  always 60%, most of the time 20%, sometimes
10%, never 0%, & rest 10% not necessarily.

2

1

Never

0

Not necessarily

1

Total

10

Question: 03

Is there any specific job
analysis in this organization? 

SL.#

Data

Findings

analysis

1

Yes

6

Here
we find  that 60% employees of MLL
agreed for having specific job analysis, 10% for non existing and rest
30%  provided no comments in this
regard.

2

No

1

3

No Comments

3

Total

10

Question: 04

What are the sources of employment
in your organization?  

Data

Findings

analysis

Internal source

3

Here
it is seen that sources of employment is internal 30%, external 50% and both
for 20%.

External Source

5

Both

2

Total

10

Question: 05

Who demands requisition for
employment?

Data

Findings

analysis

3

Here
We find that employee requisition 
is  made by Dir. Admin & HR
30%, Project Supervisor 50% and rest 20% by other authorities.

Project Supervisor

5

Other authority

2

Total

10

Question: 06

How do you know about job
vacancy in this organization? 

Data

Findings

analysis

News paper

4

Here
it is found that employees of this organization were informed regarding the
job vacancy in this organization by newspaper 40%, online 30%, & proper
channel 30%.

Online

3

Proper channel

3

No comments

0

Total

10

Question: 07

What tests are usually made
administered during selection of a candidate in your organization?

Data

Findings

analysis

2

Here
we can find that for selecting employees, MLL goes for taking primary
interview 20%, formal interview 30%, written test 40%, & rest 10%
employees provided no comments. 

Formal Interview

3

Written test

4

No interview

0

No Comments

1

Total

10

Question:
08

Is there any ‘Induction
Training’ & ‘Orientation placement” Program for the new employees?

Data

Findings

analysis

Commonly for all
levels

7

From
the data, we can find that  regarding ‘Induction
Training’ & ‘ Orientation placement’ program for the new employees, the
existing  employees of MLL say that the
organization goes for it  commonly for
all levels 70%, sometimes 20% and rare 10%.

2

Rare

1

No response

0

Total

10

Question: 09

How are the employees
attracted to join in and to continue their serving to the organization?

Data

Findings

analysis

Working environment

3

Here
we find that replying the question, 30% employees emphasize on working
environment, 20% on high benefit, 20% on welfare facilities, 10% on  job status,10% on Training facilities &
rest 10% on low stress.

High benefit

2

Job status

1

Training facilities

1

Low stress

1

Welfare facilities

2

Leave facility

0

Others

0

Total

10

Question: 10

Do you think the recruitment
and selection procedure of your organization is proper?

SL.#

Data

Findings

analysis

1

Yes

6

Here
it is seen that in this organization, employees approved for having proper
recruitment and selection procedure 60%, not maintaining 20% and rest 20%
provided no comments in this regard.

2

No

2

3

No Comments

2

Total

10

Recommendations

After thorough observation of various concepts,
theories, datas, findings and analysis, a significant number of recommendations
have been brought out. A few of them are stated below:

Þ An ideal, organized and independent HRD should be
executed.

Þ Þ An ideal HR code of ethics should be implemented.

Þ Implementation and continuation of an ideal service rule.

Þ The Company should have better perception with respect
to strengths and weakness of its recruitment
and Selection Procedures.

Þ The Company should retain overqualified personnel with
increasing scope and length of work and personnel procedures. 

Þ For successful predictions, the company should
properly follow the entire ‘Validity Analysis’ system during selecting the potential
candidates.

An ideal, organized and
independent HRD should be executed.

More recently, organizations
consider the Human Resources Department (HRD) as playing a major role in
staffing, training and helping to manage people so that people and the
organization are performing at maximum capability in a highly fulfilling
manner. The objective of HRD is to maximize the return on investment from the
organization’s human capital and minimize financial risk. It is the
responsibility of HRD personnel to conduct these activities in an effective,
legal, fair and consistent manner. As there is no organized and separate HRD in
Medicon Laboratories Ltd (MLL), there may be chance of improper recruitment and
selection in the organization. That may hamper to practice HR activities and ultimately
it may defend the goals of the organization. If Medicon goes for set up an
ideal and organized HRD, a more good quality effort may offer to its customers.
Because a good quality work only derives from a cool, matured, trained and well
mannered personnel. That’s why MLL should step forward to establish an ideal
and independent HRD for achieving the ultimate goals of the organization.

Recruitment
& Selection should be maintained through HRD.

“Right
person in the right position” must be a motto of any organization. And to
achieve that attribute, an organization must go through proper recruitment and
selection procedures under the HRD. In terms of recruitment and selection it is
important to consider carrying out a thorough job analysis to determine the
level of skills/ technical abilities, competencies, flexibility of the employee
required etc. At this point it is important to consider both the internal and external
factors that can have an effect on the recruitment and selection of employees. the external factors are that out-with
the powers of the organization and include issues such as current and future
trends of the labor market, e.g. Skills, education level, government investment
into industries etc. On the other hand, internal influences are easier to
control, predict and monitor, for example management styles or even the
organizational culture. All of these essential recruiting and selecting
activities are properly accomplished through HRD. Having no an ideal HR Department,
a right and adequate person may not be properly selected for a particular position.
Based on a series of examinations HRD steps to recruit and select a better one
for the vacant position. An only professional HR personnel knows the various
tools and techniques of the ideal recruitment and selection procedure, which
may not be available in case of another professional. Medicon Laboratories
Ltd., without any hesitation should follow the proper Recruitment and Selection
Procedure through an ideal and organized HRD for the ultimate benefits of the
organization.

An
ideal HR code of ethics should be implemented.

Ethics
refers to ‘the principle of conduct governing an individual or a group’, and
specifically to the standards you use to decide what your conduct should be. An
organization must implement an ideal HR code of ethics for the smooth, congenial
and healthy environment inside and outside of the organization. There is no
single cause of unethical behaviors at work, so it is not surprising that there
is no “Silver Bullet” to prevent it. 
Creating a culture that encourages employee to do the right thing is a
key step, though it’s not so simple to do. Employers must take several steps to
ensure ethical behaviors by their employees, and many of these actions are
clearly within the realm of HR. HR related activities are a frequent source of
ethical questions. HR activities such as staffing and selection, training,
reward & disciplinary systems, performance appraisal, workplace aggression
& violence, sexual harassment, equity in performance-all these issues
should be considered through ethical point of view. Though the concept of HR
code of ethics is a new concept in Bangladesh perspective, MLL should step
forward to emphasize the necessity of that concept. In the norms of HR code of
ethics, it must be written in a booklet by which the entire HR issues and
activities will be governed in easy, fair and understandable words.

Implementation
and continuation of an ideal Service Rule

Al
present MLL has no an ideal and organized Service Rule. The organization
provides a general Service Rule to each employee at the time of joining. This
Service Rule is not updated. It must be reformed as per demand of the global
perspective. The language of the Service Rule must be in a easy, transparent,
understandable and short sentenced manner. No sort of ambiguity and complex
should be present there. Any person can understand the meaning of every word or
sentence easily and clearly. This Service Rule must be designed by the professional
bodies in connection with the organization and local as well as international
laws & customs. The professional bodies must deserve enormous knowledge on
the entire HRM & HRD. From the book of this Service Rule, a person can
easily apprehend his or her right and liabilities within the organization. MLL
may avoid any confusion, conflict and ambiguity among the employees concerning
the right and duties of the employees through executing as well continuing a
modern, transparent and judicious Service Rule.

Conclusion

There
is no organized and separate Human Resources Department in medicon laboratories Ltd. (MLL) now. Manager, HR & Admin, works
under Director, Administration and F& A. These are some limitations that
may arise problems for the implementation of effective manpower planning and
proper recruitment and selection procedure. The level of practicing HR policies
is moderate.

In
case of Recruitment and Selection Procedure, Medicon Laboratories Ltd (MLL)
follows both, internal and external sources. sometimes
MLL selects its employees from the present working force. Usually MLL provides
advertisement in the popular daily newspapers, on line and the organization’s notice
board. MLL also recruits its manpower from the eminent universities and
technical institutions according to the needs of different technical and
analytical operations. For the smooth operation & direction as well as
research & development activities of the existing and forthcoming products,
MLL sometimes recruits some extraordinary calibers from different organizations.
Medicon always believes that without harvesting a skilled, disciplined and well
mannered work force, it may not be possible to offer a good and praise worthy
products and services to the customers. MLL offers lucrative salaries and other
incentive packages for the right and adequate persons. A highly qualified,
experienced and dedicated team of professionals form a formidable bastion at
the MLL to ensure an uninterrupted flow of goods and services to the customers
with latest information.

At
present the entire recruitment and selection procedure of MLL is done by the
Director, Admin. and F&A  along with
his colleagues with the prior approval of the managing
Director .As MLL is a manufacturing organization it requires the personnel of
technical field at a large scale of its total manpower.

Many
challenges remain for the HR profession. Companies must to maintain ethical
standards to match heightened social mores and the greater attention given to
the ways they behave and communicate. The diverse composition of the workforce
means employees must work to ensure that they reward effort, not prejudices
against sex, race, age, national origin, religion or other global differences.

Many
companies still have not made their human resource professionals key
participants in strategic business decisions. And top management stiff resists
sharing decision-making power with employees, who must be given such power if
they are to add value to products and services.

While
maintaining the special body of HR Knowledge, professionals in human resource
management must also be generalists who understand economics, politics, social
and cultural trends, technological innovations, 
changing work values, skill shortages, government mandates in labor
laws, affirmative action, health care management, privacy concerns,
international trends, and myriad other issues. For HR professionals, the
challenge of today’s business environment is to understand and manage the
important interaction of technology, work, flow, organizational strategies and,
most important, people.

The
human resource profession has come a long way since the early days of Henry
Ford and other industrial giants who believed they needed little more than able
bodies to keep production lines running. In our new age of technology and rapid
product innovation, unleashing the minds and creative souls of tomorrow’s
workforce is the factor most likely to propel businesses and the HR Profession
into the future.

Appendix

Questionnaire

Please
provide the following information about Medicon Laboratories Ltd. through your
discreet judgement. These valuable information will be the supportive elements
that will facilitate to prepare the internship report on “Recruitment and
Selection Procedure of Medicon Laboratories Ltd. Dhaka.” for the partial fulfillment
of the degree of Masters of Business Administration (MBA) with a major in HRM
under the International Islamic University Chittagong Dhaka Campus. All of your
given information will  be treated as
strictly private and confidential. Looking for your early response.

Name……………………………………………………………………………………………..

Designation…………………………………………………………………………………….

Education………………………………………………………………………………………..

Department……………………………………………………………………………………..

Company………………………………………………………………………………………..

1) Is there any HR policy established in your
organization?

2.) On which basis employee recruitment is made?

* According to the project basis.

Never
Not
necessarily

Always
  Most of
the time some
times

Never
Not
necessarily

3) Is there any specific Job analysis in this
organization?

4) What are the sources of employment in your
organization?

Internal
source External
Source Both.

5) Who demands requisition for employment?

Dir.
Admin & HR Project
Supervisor Other
Authority

6) How
do you know about job vacancy in this organization?

Proper channel No.
comments.

7) What tests are usually made administered during
selection of a candidate in your organization?

Preliminary interview Formal
interview.

Written
test. No
interview No
comment

8) Is
there any ‘Induction Training’ & Orientation Placement’ program for the new
employees?

Commonly
for all levels.   Sometimes

9) How are the employees attracted to join in and to
continue their serving to the organization?

Working environment High
benefit Job status

Reference:

i)  
Cynthia D. Fisher, Lyle F. Schoenfeldt
& James B. Shaw. Human Resource Management; Fifth
Edition-2007

ii)
diii)
K. Aswathappa. Human Resource and
Personnel Management
; Third Edition.

iv)
Gary Dessler. Human Resource
Management;
Tenth Edition.  

v)
S.A. Huq. Pernonnel/ Human Resource
Management;
first Edition.

vi)
vii)  Class Lectures.