Recruitment and Selection Process of BRAC Bank Limited

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“Recruitment and Selection Process of BRAC Bank Limited”,

Chapter I

Introduction

1.1. Scope of the Report:

Human Resources are essential and foundational to the growth and development of any organization and hence the ability to satisfy and retain quality and trained employee is vital. Recruitment and selection process work as a tools of employee hiring and selecting. A company achieved its goals and objectives and run its operation according to set up mission and vision when the company follows a good recruitment and selection process. Scope of the report pointed out by followings:

· This report will introduce with the recruitment and selection process of BBL.

• To understand the various sources of recruitment provided in the organization.
• It helps to analyze the recruitment policy of the organization.
• It enables to evaluate the effectiveness of different recruiting techniques and sources for all types of job applicants in the organization.

1.4. Objectives of the Report:

Objective of internship program incorporates many things. There are two types of objective of this report. These are given below:

1.4.1. Primary Objective:

• To fulfill the partial requirement of MBA program and to gain the practical knowledge about the recruitment and selection program of Brack Bank Ltd.

1.4.2. Specific Objectives:

• To understand the recruitment and selection procedure followed by BBL
• To explore the various sources of recruitment followed by BBL.
• To identify the factors influencing the recruitment of BBL.
• To understand the differences between the theoretical study and practical exposure.
• To measure the effectiveness of recruitment and selection procedure of BBL.

1.5. Methodology of the Report:

Research methodology is a systematic process of identifying and formulating data by setting objective and method for collecting, editing and tabulating data to find solution. The study requires a systematic procedure from selection of the topic to preparation of the final report. To perform the study, the data sources were to be identified and collected, to be classified, analyzed, interpreted and presented in a systematic manner and key points were to be found out. The overall process of methodology has been given:

1.5.1. Research Design:

This research is a descriptive type of research. The report has been developed basically both on primary and secondary data. In this report I have described the recruitment and selection process of BRAC Bank Ltd.

1.5.2. Types of Data:

In this report I have used both primary and secondary data. Primary data is the data which is observed or collected directly from first-hand experience. Secondary data is the data which have already been collected and analyzed by someone else and the results are undertaken for the next process.

1.5.3. Sources of Data:

The relevant information is collected from the primary sources and also used the secondary sources of data. These are given below:

1.5.3.1. Primary Data Sources:

The data have collected from the primary sources are as follows:

• Direct observation
• Face to face conversation
• Through questionnaire

1.5.3.2. Secondary Data Sources:

The data I have collected from the secondary sources are as follows:

· Annual report

· Official records of BBL

· Websites

· HR Manual

· Relevant books

1.5.4. Data Collection Procedure:

1.5.4.1. Primary Data Collection:

• Direct observation: I have also acquired some primary data from the direct observation of my whole internee period.
• Face-to-face conversation: To collect authentic primary data I have conducted face-to-face conversation with the concerned people.
• Through questionnaire: One set of questionnaire were used in the study. Both close ended and open-ended questions were used in the questionnaire.

1.5.4.2. Secondary Data Collection:

• Annual report: Annual report of BRAC Bank Ltd was also used for collecting secondary data.
• Official records of BBL: Secondary data were collected from Official records that mean relevant files and documents.
• Websites: Necessary secondary data were collected from the website of BRAC Bank Limited and Wikipedia-The Free Encyclopedia.
• HR Manual: Secondary data were collected from HR manual of BRAC Bank Ltd.

· Relevant books: Secondary data were collected from different books, which are related to recruitment and selection.

1.5.5. Data Analysis and Reporting:

After collection of entire data, different approaches are widely used to analyze and organize the data. In this process, technological assistance was more significant and indispensable. Results have been presented in the form of tables and graphs. I have used several tools for processing, analyzing and preparing the information. After collection of raw data various types of computer software such as MS Word and MS Excel have been used for editing and processing the data. The whole chapter of analysis and interpretation is based on the responses of 20 respondents who were administered with a questionnaire which contain the personal data their views about the recruitment and selection of BBL.

1.5.6. Sampling Plan:

• Population: A group of individuals or items that share one or more characteristics from which data can be gathered and analyzed is called population. Here the population is the different level of employees of BBL.
• Sample unit: The sample unit of the survey was SO, SPO and AVP.
• Sample frame: The term ‘sample frame’ is defined as the list or lists from which individuals or households are selected. It includes accurate information that can be used to contact selected individuals. No well structured sample frame was found.
• Sampling procedure: The non- probability sampling procedure has been used in the survey.
• Sample size: The sample size 20 respondents.

Designation of Employee		No. of Respondents
Executive	Assistant Vice President	4
Employee	Senior Principal Officer	6
	Senior Officer	10
Total		20

1.6. Limitations of the Report:

The sources of the report are collected from different desks, various documents of BRAC Bank Limited (BBL). Though I have tried my best to produce a comprehensive and well-organized report, some limitations are yet present in this report. This report has suffered from a number of limitations:

• There some information which are confidential for collecting the data. So, some data could not been collected for confidentiality or secrecy of management.
• I had to go under my day to day job responsibility that I was supposed to do so. So I could get few more time to spend in collecting data for preparing my internship report. The officials had some times been unable to provide information because of their huge routine work.
• Because of a small period of time only small sample had to be considered which does not actually reflect and accurate picture.

· Because of the limitations of information, some assumptions were made. Therefore, there may be some personal mistakes in this report.

· The personal biases of the respondents might have entered into their response.

Chapter II

Overview of BBL

2.1. Background:

BRAC Bank Limited (At a glance)
Type	Limited
Industry	Financial Services
Founded	2001
Head -Office	1, Gulshan Avenue, Gulshan, Dhaka 1212Dhaka, Bangladesh
Key people	Muhammad A. (Rumee) Ali, ChairmanSyed Mahbubur Rahman, Managing Director & CEO
Employees	7000 (approximately)
Parent	BRAC, IFC and ShoreCap International
Website	www.bracbank.com

Table 1: BBL at a glance

BRAC Bank Limited is a scheduled commercial bank in Bangladesh. It has established in Bangladesh under the Banking Companies Act, 1991 and incorporated as private limited company on 20 May, 1999 under the Companies Act, 1994. BRAC Bank will be a unique organization in Bangladesh. The primary objective of the bank is to provide all kinds of banking service. At the very beginning the bank faced some legal obligations because the High Court of Bangladesh suspended activity of the bank and it could fail to start its operations till 03 June, 2001. Eventually, the judgment of the High Court was set aside and dismissed by the Appellate Division of the Supreme Court on 04 June, 2001 and the bank has started its operations from 04 July, 2001.

BRAC Bank goal is to provide mass financing to enable mass production and mass consumption, and thereby contribute to the development of Bangladesh. BRAC Bank intends to set standard as the market leader in Bangladesh by providing efficient, friendly and modern fully automated online service on a profitable basis aiming at offering commercial banking service to the customers’ door around the country, BRAC Bank limited established 154 outlets/branches up-to this year.

This organization achieved customers’ confidence immediately after its establishment. Within this short time the bank has been successful in positioning itself as progressive and dynamic financial institution in the country. It is now widely acclaimed by the business community, from small entrepreneur to big merchant and conglomerates, including top rated corporate and foreign investors, for modern and innovative ideas and financial solution. Thus within this short time it has been able to create an unique image for itself and earned significant solution in the banking sector of the country as a bank with a difference. The emergence of BRAC Bank Limited is an important event in the country’s financial sector at the inception of financial sector reform.

2.2. Corporate Vision:

Building profitable and socially responsible financial institution focused on Market and Business with Growth potential, thereby assisting BRAC and stakeholders to build a “just, enlightened, healthy democratic and poverty free Bangladesh”.

2.3. Corporate Mission:

· Sustained growth in Small & Medium Enterprise sector.

· Continuous low-cost deposit Growth with controlled growth in retail assets.

· Corporate Assets to be funded through self-liability mobilization. Growth in Assets through syndications and investment in faster growing sectors.

· Continuous endeavor to increase non-funded income.

· Keep BBL debt charges at 2% to maintain a steady profitable growth.

· Achieve efficient synergies between the bank’s branches, SME unit offices and BRAC field offices for delivery of remittance and Bank’s other products and services.

· Manage various lines of business in a full controlled environment with no compromise on service quality.

· Keep a divers, far flung team fully controlled environment with no compromise on service quality.

· Keep a diverse, far flung team fully motivated and driven towards materializing the bank’s vision into reality.

2.4. Core Values:

BRAC’s Strength emanates from their owner – BRAC. This means, BRAC will hold the following values and will be guided by BRAC as they do their work.

· Value the fact that one is a member of the BRAC family.

· Creating an honest, open and enabling environment.

· Have a strong customer focus and build relationships based on integrity, superior service and mutual benefit.

· Strive for profit & sound growth.

· Work as team to serve the best interest of their owners.

· Relentless in pursuit of business innovation and improvement.

· Value and respect people and make decisions based on merit.

· Base recognition and reward on performance.

· Responsible, trustworthy and law-abiding in all that they do.

2.5 Branches and Networks of BBL:

In recent time BRAC Bank is growing in tremendous way. At present, in total there are 69 operating branches and 59 SME Service Center more branches will open up in the coming year. All branches are providing Real Time On-line (RTOL) banking services to its customers. Parallel to the branch expansion policy, BRAC Bank has also approximately 430 unit offices dispersed throughout the country. These unit offices are engaged in lending to ‘Small & Medium Enterprises’ (SME) – the thrust lending sector of the bank. BRAC Bank will open up three Sales Booths in the major area of the city and Kiosk in the shopping malls, which will cater the needs of the customers where branches are not in close areas.

BBL is one of the most IT enabled bank in Bangladesh. From its inception the bank has particularly emphasized on IT as a cutting edge advantage over competitors and also plans to continue as a major IT driven bank in the years to come.

2.6. Organogram of BRAC Bank Limited:

Figure 1: Organogram of BBL

2.7. Banking Services:

There are five different banking services provided by BRAC Bank Limited:

• Small & Medium Enterprise (SME) Banking
• Retail Banking
• Whole Sale Banking

· Probashi Banking

· E-Banking

2.7.1. Small & Medium Enterprise (SME) Banking:

BRAC Bank, being the youngest bank, took a step to break away from usual tradition and tapped into the true suburb entrepreneurial initiatives.

Today, with over 14,500 crores of loans disbursed till date, BRAC Bank is country’s largest SME financier that has made more than 320,000 dreams come true!

Figure 2: SME Banking

2.7.2. Retail Banking:

With 154 outlets, over 300 ATMs and over 500,000 plastics in the market, BRAC Bank offers you a wide range of financial solutions to meet your everyday need.

Figure 3: Retail Banking

2.7.3. Wholesale Banking:

BRAC Bank offers a full array of Financial Services to Corporations and Institutions. Having access to the deepest end of the country, BRAC Bank is there to assist businesses in Bangladesh. With us on your side, you have the power of local knowledge with the capabilities of global standard.

Figure 4: Wholesale Banking

2.7.4. Probashi Banking:

When you send your hard-earned money from abroad to dear ones at the farthest end of Bangladesh, ask them to collect it from over 3,500 pay out locations of BRAC Bank.

Every month, Probashi Banking executes around 150,000 transactions; which has made BRAC Bank one of the largest players among private commercial banks in channelizing inward remittance in the country.

Figure 5: Probashi Banking

2.7.5. E Banking:

Figure 6: E-Banking

Chapter III

Theoretical Aspects

3.1. Recruitment:

Successful human resource planning should identify human resource needs. Once these needs are identified, the HR department is able to do something to meet them. Acquisition function of HRM or HRP helps determine the number and type of people an organization needs job analysis and job design specify the tasks and duties of jobs and the qualifications expected from prospective job holders. The next logical step is to hire the right number of people of the right type to fill the jobs.

Figure 7: Recruitment and Selection Needs

Recruitment is defined as, “a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce.”

Edwin B. Flippo defined recruitment as “the process of searching for prospective employees and stimulating them to apply for jobs in the organization.” Those definitions can be analyzed by discussing the processes of recruitment through systems approach.

In simple term Recruitment is a process of seeking and attracting a pool of candidates from which qualified candidates for job vacancies can be chosen

A formal definition: Recruitment is the process of finding and attracting capable applicant for employment. The process begins when new recruits are sort and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected.

3.2. Purpose and Importance of Recruitment:

The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specially, the purposes are to:

a) Determine the present and future requirements of the organization in conjunction with personnel-planning and job-analysis activities.

b) Increase the pool of job candidates at minimum cost.

c) Help increase the success rate of the selection process by reducing the number of visibly, under qualified or overqualified job applicants.

d) Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time.

e) Meet the organizations legal and social obligations regarding the composition of its work-force.

f) Begin identifying and preparing potential job applicants who will be appropriate candidates.

g) Increase organizational and individual effectiveness in the short and long term.

h) Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.

Recruitment represents the first contact that a company makes with potential employees it is through recruitment that many individuals will come to know a company and eventually decide whether they wish to work for it. A well-planned and well-managed recruiting effort will result in high quality applicants, whereas, a haphazard and piecemeal effort will result in mediocre once. High-quality employees cannot be selected when better candidates do not know of job openings, are not interested in working for the company, and do not apply. The recruitment process should inform qualified individuals about employment opportunities create a positive image of a company, provide enough information about the jobs so that the job applicants can make comparisons with their qualifications and their interests, and generate enthusiasm among the best candidates so that they will apply for the vacant positions.

3.3. Factors Influencing Recruitment:

Figure 8: Factors Influencing Recruitment

3.3.1. External Factors:

The external forces are the forces which cannot be controlled by the organization. The major external forces are:

Supply and Demand:The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training and development programs.

Labor Market:Employment conditions in the community where the organization is located will influence the recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment, even informal attempts at the time of recruiting like notice boards display of the requisition or announcement in the meeting etc will attract more than enough applicants.

Image / Goodwill:Image of the employer can work as a potential constraint for recruitment. An organization with positive image and goodwill as an employer finds it easier to attract and retain employees than an organization with negative image. Image of a company is based on what organization does and affected by industry.

Political-Social- Legal Environment:Various government regulations prohibiting discrimination in hiring and employment have direct impact on recruitment practices.

Unemployment Rate:One of the factors that influence the availability of applicants is the growth of the economy (whether economy is growing or not and its rate). When the company is not creating new jobs, there is often oversupply of qualified labor which in turn leads to unemployment.

Competitors:The recruitment policies of the competitors also affect the recruitment function of the organizations. To face the competition, many times the organizations have to change their recruitment policies according to the policies being followed by the competitors.

3.3.2. Internal Factors:

The internal factors are the factors which can be controlled by the organization. The internal factors are:

Recruitment Policy:The recruitment policy of an organization specifies the objectives of recruitment and provides a framework for implementation of recruitment program. It may involve organizational system to be developed for implementing recruitment programs and procedures by filling up vacancies with best qualified people.

Human Resource Planning:Effective human resource planning helps in determining the gaps present in the existing manpower of the organization. It also helps in determining the number of employees to be recruited and what qualification they must possess.

Size of the Firm:The size of the firm is an important factor in recruitment process. If the organization is planning to increase its operations and expand its business, it will think of hiring more personnel, which will handle its operations.

Cost:Recruitment incur cost to the employer, therefore, organizations try to employ that source of recruitment which will bear a lower cost of recruitment to the organization for each candidate.

Growth and Expansion: Organization will employ or think of employing more personnel if it is expanding its operations.

3.4. Components of the Recruitment Policy:

• The general recruitment policies and terms of the organization
• Recruitment services of consultants
• Recruitment of temporary employees
• Unique recruitment situations
• The selection process
• The job descriptions
• The terms and conditions of the employment

A recruitment policy of an organization should be such that:

• It should focus on recruiting the best potential people.
• To ensure that every applicant and employee is treated equally with dignity and respect.
• Unbiased policy.
• To aid and encourage employees in realizing their full potential.
• Transparent, task oriented and merit based selection.
• Weight age during selection given to factors that suit organization needs.
• Optimization of manpower at the time of selection process.
• Defining the competent authority to approve each selection.
• Abides by relevant public policy and legislation on hiring and employment relationship.
• Integrates employee needs with the organizational needs.

3.5. Factors Affecting Recruitment Policy:

• Organizational objectives
• Personnel policies of the organization and its competitors.
• Government policies on reservations.
• Preferred sources of recruitment.
• Need of the organization.
• Recruitment costs and financial implications.

3.6. Objective of Recruitment Policy:

Objectives are targets and goals. According to Yoder, following are the main objectives of recruitment policy:

1. To find and employ the best qualified person for each job
2. To retain the best and most promising ones.
3. To offer promising careers and security.
4. To provide facilities for growth and development.
5. To minimize the cost of recruitment
6. To reduce scope of favoritism and malpractice.

3.7. Recruitment Process:

Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of qualified job applicants. The process comprises five interrelated stages, viz; (i) planning (ii) strategy development, (iii) searching, (iv) screening and (v) evaluation and control. The ideal recruitment program is the one that attracts a relatively larger number of qualified applicants who will survive the screening process & accept positions with the organization, when offered. Recruitment programs can miss the ideal in many ways: by failing to attract an adequate applicant pool, by under/over selling the organization, or by inadequately screening applicants before they enter the selection process. Thus, to approach the ideal, individuals responsible for the recruitment process must know how many and what types of employees are needed, where and how to look for individuals with the appropriate qualifications and interests, what inducement to use (or avoid) for various types of applicant groups, how to distinguish applicants who are unqualified from those who have a reasonable chance of success, & how to evaluate their work.

3.8. Sources of Recruitment:

When a person is needed to fill a vacant organizational position, the individual may come from inside or outside the organization. Some organizations prefer to recruit from within, since this helps in enhancing employee morale, loyalty and motivation. Other organizations prefer to recruit externally to prevent in-breeding and to encourage new ways of thinking. There are mainly two sources of recruitment. These are given:

1. Internal sources of recruitment and
2. External sources of recruitment.

1. Internal Sources: Internal sources include the current work force that is those who are already on the pay- roll of the organization. Whenever any vacancy occurs somebody from within the organization is promoted or demoted to fill the vacant post. Sometimes “sideways” appointments may be made by transferring somebody of similar seniority from another department.

a. Present Employees: Promotions and transfer from among the present employees can be a good source of recruitment which facilitate the organization in different ways as building morale, encouraging competent individuals who are ambitious, carrying comparatively lower cost and finally promoting from within act as a training device for developing middle level and top level managers.

b. Employee Referrals: This can be a good source of internal recruitment. Employees can develop good prospects for their families and friends by acquainting them with the advantages of a job with the company, furnishing cards of introduction and even encouraging them to apply.

c. Former Employees: Some retired employees may be willing to come back to work on a part-time basis or may recommend someone who would be interested in working for the company.

d. Previous Application: Although not truly an internal source, those who have previously applied for jobs contacted by mail, a quick and inexpensive way to fill an unexpected opening.

2. External Sources: Organizations usually go to external sources for lower –entity level jobs; for positions whose specifications cannot be met by present personnel; for diversifying into new avenues and for merging with another organization. Among the external sources, following are included:

a. Advertising: Today all forms of media advertising are used in recruiting employees. Most typical are newspapers, trade, and professional journals, radio and television. This can have the advantage of reaching very large numbers of potential candidates as well as more specialized numbers of candidates; costs of screening may be heavy.

b. Public Employment Agencies: The main function of these agencies is closely tied to unemployment benefits. The benefits in some states are given only to individuals who are registered with their state employment agency. Public employment exchanges are regarded as good source of recruitment for unskilled, skilled, or semiskilled jobs. The job seekers get their names registered with employment exchanges managed and operated by the Central and state Governments. The employers notify the vacancies to be filled in by them to such exchanges and the exchanges refer the names of prospective candidates to them.

c. Private Employment Agencies: In the technical and professional areas private agencies are providing great services. They maintain files of both individuals interested in employment and organizations seeking new personnel. They provide a variety of vocational interest and aptitude testing in order to better understand the candidate’s ability to perform in a particular line of employment.

d. Campus Recruitment: It is a method of recruiting by visiting and participating in university campuses and their placement centers. Here the recruiters visit reputed educational institutions with a view to pick up job aspirants having requisite technical or professional skills. Job seekers are provided information about the jobs and the recruiters, in-turn; get a snapshot of job seekers through constant interchange of information with respective institution. A preliminary screening is done within the campus and the short listed students are then subjected to the remainder of the selection process.

e. Walk-ins, write-ins and talk-ins: Walk-ins are job seekers who arrive at the HR department in search of a job. Write-ins are those who send a written inquiry. Both groups normally are asked to complete an application blank to determine their interests and abilities. Usable applications are kept in an active file until a suitable opening occurs or until an application is too old to be considered valid, usually six months. Talk-ins is becoming popular now-a-days. Job aspirants are required to meet the recruiter (on an appropriated date) for detailed talks. No application is required to be submitted to the recruiter.

f. Open House: A relatively unusual technique of recruiting involves holding an open house. People in the adjacent community are invited to see the company facilities, have refreshments, may be view a film about the company.

g. Head-hunting: The executives search agencies, which are also known as head –hunters. When a person of particular talent or rare expertise is required, the head hunters search out somebody already in employment and induce him to change jobs. Although this practice is considered unethical; however it is generally accepted that it may be the only option open where a particular type of expertise is required. Those who employ head-hunters have to pay heavy charges but these are usually justified in the light of the result achieved.

h. Recruiting via the Internet: Now a day most employers are conducting employment interviews on-line. One survey found that on a typical day, more than 4 million people turn to the Web looking for jobs. Employers are therefore making it easy to use their Web sides to hunt for jobs.

3.9. Selection:

To select is to choose. Selection is a screening process. It is the process of picking individuals who have the relevant qualifications to fill jobs in an organization. The basic purpose is to choose the individuals who can most successfully perform the job from the pool of qualified candidates. Selection starts after recruitment process is over and job applications have been received.

It is the process of finding out candidates for employment from large pool of candidates who posses necessary qualification to perform the job successfully. It is the process of determining from the applicants for employment which one best fit the manpower requirement and should be offered positions in the organization.

3.10. Environmental Factors Affecting Selection:

Selection is influenced by several factors. More prominent among them are supply and demand and of specific in the labor market, unemployment rate, labor-market conditions, legal and political considerations, company’s image, company’s policy, HRP, and cost of hiring. The last three constitute the internal environment and the remaining form the external environment of the selection process.

3.11. The Selection Process:

The objective of selection process is to choose the individual who can successfully perform the job from the pool of qualified candidates. Job analysis, human resource planning and recruitment are necessary prerequisites to the selection process. A breakdown in any of these processes can make even the best selection system ineffective.

Selection is a decision making process. The number of steps in the selection process and their sequence will vary, not only with organization but also with the type and level to be filled. The steps that are typically comprise the selection process. Reception of application, screening, application blank, interview, employment test, references, physical/medical examination, final selection, placement.

Reception of Applicants: A company is known by the people it employs. In order to attract people with the required education, intelligence, skills and experience a company has to create a favorable impression on the applicants’ right from the stage of reception. People at the reception desk/counter should be tactful and able to extend help in a friendly and courteous manner. Employment prospects are to be presented honestly and clearly. If no jobs are available at that point of time, the applicant may be asked to call back the HR department after some time.

Figure 10: Selection Process

Preliminary Interview: The preliminary interview is such an interview that is generally planned by large organizations for short listing the potential candidates in order to cut the costs of selection by allowing only eligible candidates to go through the further sages in selection. It may be written or oral or both. A competent executive from the HR department may elicit responses from applicants on important items determining the suitability of an applicant for a job such as appearance, age, education, training, experience, pay expectations, aptitude, interests, choice etc. this ‘courtesy interview’ as it is often called, helps the department screen out obvious misfits. If the department finds the candidate suitable, a prescribed application form is given to him/her to fill and submit.

Filling an Application Blank: Application blank or form is one of the most common method used to collect information on various aspects of the applicant’s personal, academic, professional, social, demographic and work related background and references. It is brief history sheet of an applicant’s background, usually containing the things that indicate his/her suitability for the position concerned. Application blank is considered a highly useful selection tool, in that it serves three important purposes:

1. It introduces the candidate to the company.
2. It helps the company to screen and reject candidates if they fail to meet the eligibility criteria at this stage.
3. It can serve as a basis to initiate a dialogue in the interview.

Employment Tests: Organization selects employees to get certain works done by them. So, it is necessary to test whether particular candidates have the capabilities to perform them. For this purpose, employers follow certain selection procedures. Most of the companies use employment tests in order to be sure that these tests are reliable and valid. Theses tests are given below:

Aptitude tests:Aptitude tests measures a person’s capacity or potential ability to learn and perform a job. Some of the more frequently used test measure verbal ability, numerical ability, perceptual speed, spatial ability and reasoning ability.

Psychological tests: It attempts to measure personality characteristics. Personality tests are designed to measure such personality characteristics as emotional stability, tolerance, capacity to get along, habits, hobbies, maturity and psychoneurotic and psychotic tendencies.

Psychomotor tests: Psychomotor tests are used to measure a person’s strength, dexterity and coordination. Finger dexterity, manual dexterity, wrist-finger speed and speed of arm movement are some of the psychomotor abilities that can be tested. Abilities such as these might be tested for hiring people to fill assemble line jobs.

Job knowledge and proficiency tests:Job knowledge tests are used to measure the job related knowledge possessed by a job applicant. These tests can be either written or oral. Proficiency tests measure how well the applicant can do a sample of the work that is to be performed.

Interest tests: Interest tests are designed to determine how a person’s interests compare with the interests of successful people in a specific job. It indicates the occupations or area of work in which the person is most interested.

Polygraph tests: The polygraph popularly known as the lie detector is a device that records physical changes in the body as the test subject answers a series of questions. The polygraph records fluctuations in blood pressure, respiration and perspiration on a moving roll of graph paper.

Graphology tests: Graphology tests involve using a trained evaluator to examine a person’s handwriting to assess his/her personality and emotional make-up. The HR manager may, for example, ask applicants to write about why they want a job. This sample may be finally sent to a graphologist for analysis and the results may be put to use while selecting as person. The use of graphology, however, is dependent on the training and expertise of the person doing the analysis.

Reference and Background Analysis: Many employers request names, addresses and telephone numbers or references for the purpose of verifying information and perhaps gaining additional background information on an applicant. Although listed on the application form, references are not usually checked until an applicant has successfully reached the fifth stage of a sequential selection process. It may be stated that the information gathered through references hardly influences selection decisions. The reasons are obvious:

1. The candidate approaches only those persons who would speak well about him or her.
2. People may write favorably about the candidate in order to get rid of him or her.
3. People may not like to divulge the truth about a candidate, lest in might damage or ruin his or her career.

Selection Decision: When a candidate has successfully completed his various steps including reference, he has been considered as having been provisionally selected for the post for which the selection process has been initiated.

Medical/Physical Examination: Some jobs require physical qualities like clear vision, perfect hearing, unusual stamina, tolerance of hard working conditions, clear tone etc. medical and physical examinations reveal whether or not a candidate possesses these qualities. Such examinations can give the following information:

1. Whether the applicant’s physical measurements are in accordance with job requirements or not.
2. Whether the applicant is medically fit for the specific job or not.
3. Whether the applicant has any psychological problem likely to interfere with work efficiency or future attendance.
4. Whether the applicant suffers from any physical disability which should be corrected before he can work satisfactorily

All candidates having been provisionally selected are subject to physical/medical Examination by qualified medical examiner. The criteria for medical examination vary with the nature and type of the job. As for example, high standard of health is specified for defense service. Incase of ‘fighter pilots’ degree of physical and medical standards are fixed.

Job Offer: Job offer is made through a letter of appointment. Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting. This is particularly necessary when he or she is already in employment, in which case the appointee is required to obtain relieving certificate from the previous employer Again, a new job may require movements to another city which means considerable preparation and movement of property.

Contracts of Employment: After the job offer has been made and the candidates accept the offer, certain documents need to be executed by the employer and the candidate. One such document is the attestation form. This form contains certain vital details about the candidate which are authenticated and attested by him/her. Attestation form will be a valid record for future reference. There is also a need for preparing a contract of employment. The basic information that should be included in a written contract of employment will vary according to the level of the job, but the following checklist sets out the typical headings.

1. Job title
2. Duties, including a phrase such as “The employee will perform such duties and will be responsible to such a person, as the company may from time to time direct”.
3. Date when continuous employment starts and the basis for calculating service
4. Rate of pay, allowances, overtime and shift rates, method of payments
5. Hours of work including lunch break and overtime and shift arrangements
6. Holiday arrangements
7. Sickness
8. Length of notice due to and from employee
9. Grievance procedure
10. Disciplinary procedure
11. Work rules
12. Arrangements for terminating employment
13. Arrangements for union membership
14. Special terms relating to rights to patents and designs, confidential information and retains on trade after termination of employment.
15. Employer’s right to vary terms of the contract subject to proper notification being given.

Concluding the Selection Process: Contrary to popular perception, the selection process will not end with executing the employee contract. There is another step-a more sensitive one-reassuring those 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. They must be told that those who were selected were done purely on relative merit.

Evaluation of Selection Program: The broad test of 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 program? A periodic audit is the answer. Audit must be conducted by people who work independent of the HR department.

Chapter IV

“Recruitment and Selection Process of

BRAC Bank Limited”

Analysis and Findings

4.1. Recruitment and Selection:

Recruitment and Selection is an integral part of any organization that heavily depends on their workforce to successfully perform their mission and achieve their vision in the long run. Thus appropriate selection of candidates to join in the workforce is a necessary part of Human Resource Management, which is ensured by the Human Resource Department in BRAC Bank Ltd.

The success of a commercial Bank depends largely on the quality of services rendered to the clients. Quality depends on the competence and the quality of the officers and executives. BRAC Bank Limited believes in paying competitive salary and emoluments (benefits) to its employees and to get maximum services out of them. Therefore, the authority of the Bank has to be careful in recruiting the right persons for the right jobs. The following procedures will be followed as the general guidelines for recruitment:

q Workforce requirement determination:

MANCOM will analyze and determine the necessity of manpower based on requirements provided by the Departments and projected budget based on the year; after discussing with different department heads. Therefore, it is the responsibility of the management to examine the workload and scrutinize the manpower requirement under various categories and to verify this requirement.Board of directors holds the authority to finally decide any matter regarding any sort of recruitment. Besides they are the supreme authority to create any kind of new position.

q Recruitment up to OGII Grade:

Department Head, Representative of another department (MANCOM/EMT member) and HOHR will interview, select & finalize the candidate as first and final interview. (Memo is enclosed as annexure: 8.4.) Managing Director will sign the appointment letter (Letter format is enclosed as annexure: 8.8.) based on the memo signed by everyone concerned according to budget & staff requisition form. (Memo is enclosed as annexure: 8.5.)

q Recruitment from SO to SPO:

Same as above. Managing Director will do the final selection from second interview after interviewing the short listed candidates. (Memo is enclosed as annexure: 8.6.)

q Recruitment from AVP and above:

After having first and second interview board members along with MD and DMD also interview the candidates as final interview. (Memo is enclosed as annexure: 8.6.)

q Estimation and organogram:

BRAC Bank must recognize the importance of manpower estimation and accordingly. An organogram should be prepared for the Bank and for each Division & Branch. The Organogram should however, not be rigid, be reviewed and revised as may be considered necessary from time to time.

q The following categories of employees from other bank/organization shall not be employed:

Those who have pending charges or who are dismissed, discharged, terminated and forced retired will not be allowed.

In addition employees who once left the bank will not be allowed to apply in BRAC Bank. Exemption is subject to the Chairman’s discretion.

4.2. Manpower Requisition and Interview:

All staffs’ recruitment should depend on BBL budget with prior approval of the respective Head of the department they should fill up the prescribed staff requisition form (Form is enclosed as annexure: 8.2.) and submit to HR. If the requisition is non-budgeted the Concerned Department Head should get the approval from the Managing Director.

· The Department concerned requiring manpower will submit a Manpower Requisition in the prescribed form.

· On receipt of the requisition, the Human Resources Department will check the Staff Budget and submit it to the Department Head for approval.

· After getting the approval HR Department will get all the formalities done concerning prospective candidates and consequently refer the applications to the concerned Department Head for primary review of the background of the applicants.

· On the recommendation of the Department Head, HR Department will fix the date of Interview in consultation with the Head of HR and issue the Interview card (This card is sent to a potential applicant/candidate who wishes to join BRAC Bank Ltd. This card informs the applicant of their interview date, time and place) to the prospective candidates.

· Interview will be conducted by the Department Head wherein the HR manager and / or any of his authorized Officers from the HR Department as per table of authority (Memo is enclosed as annexure: 8.7.).

· A candidate will be judged for selection as per set criteria in the interview sheet. (Memo is enclosed as annexure: 8.4.)

Beside the general guidelines recruitment procedure will be followed as per Service Level Agreement (SLA). The approximate time taken in different types of recruitment process which is periodically undertaken by the Human Resource Division is discussed in the following sections:

4.3. Recruitment and Selection through Internal Job Search & CV Bank:

Serial Number	Particular	Working Days Required to Complete the Task
1	Internal job search will be published or CV will be collected through the CV-Bank/E-Recruitment site after getting requisition from respective department with respective Job Description (JD) as per approved head count budget.	5 Days
2	After CV collection is done interview will take place.	5 Days
3	From the date of CV collection, HRD will constitute interview Board and Members will be informed prior to interview.	3 Days
4	Appointment letters will be signed after final interview.	3 Days
5	Appointment letters to be handed over to candidate after signing by Head of HR and Managing Director.	2 Days
Total		18 Days

Table 2: Recruitment and Selection through Internal Job Search & CV Bank

4.4. Recruitment and Selection through Advertisement:

Serial Number	Particular	Working daysRequired to Complete the Task
6	After receiving requisition from concerned department, Marketing Department will publish the advertisement upon the advice from HRD. Advertisement will also be published in our website.	7 Days
7	Application duration (Collection of CV with application from external candidates against the advertisement published)	15 Days
8	HRD will scrutinize the CVs (Other than CRO & MTO) after CV collection is over.	3 Days
9	HRD will arrange the interview (Other than CRO & MTO) after CV scrutinize is over.	3 Days
10	HRD will scrutinize the CVs (Only for CRO & MTO) after the period for collection of CV is over.	10 Days
11	HR will Process the data of the scrutinized CRO & MTO applicants	10 Days
12	HR will send the letters to the applicants ahead of interview process	15 Days
13	HRD will arrange the interview (Only for CRO & MTO) after CV scrutinize is over.	10 Days
14	Other process (Serial # 3 to 5)	Same as above (Serial # 3 to 5) = 8 Days
Total		81 Days

Table 3: Recruitment and Selection through Advertisement

4.5. Flow Chart of Recruitment Process of BBL:

Figure 11: Recruitment Process of BBL

4.6. Process Flow of Direct Recruitment and Selection of BBL:

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