TABLE OF CONTENT

Bil. Contents Page Number

1. Introduction 3 - 5

2. Body ( Literature Review ) 6 - 10

3. Findings / Research 11 – 14

4. Recommendation 15 - 17

5. References 18

6. Appendixes 19

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1.1 – JOURNAL 1(Recruitment in the 21st Century)

1.2 – JOURNAL 2 (The Process of Recruitment and Selection in A

Developing Country)

1.1 – JOURNAL 1

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“Ask leaders what their biggest challenge is, and you get the same answer: finding

attracting and keeping talented people. Ask talented people that what their biggest career

challenge is and you will hear the same refrain: finding good people to work with - and to work

for.” (Holbeche, 2004, p. 166) .A key task to the organization is attracting new talent that is in

short supply, while retaining it is another challenge.

When we look in past years, the selection of employs was quite difficult among

excellent candidates. Now a days lots of people applying for job than recent years. For

becoming an employ they must develop their market value and knowledge based skills.

Industries and other sectors seem less attractive for new recruits. When we see

construction industry, in beginning they were searching for the employers who can work in

difficult conditions and now they also need who can operate computers. Similarly insurance

companies suffer because it could not appeal to young candidates. They need experienced

and skilled person. Increases in number of employers are showing that the recruitment is a

powerful tool for new candidates which provide them incentive and handsome pay according

conditions.

A best designed recruitment process can attract new candidates and give indication

that there future is brightened. Candidates thought positive about organization if they see that

there is a clear link between recruitment and job. In structured interviews can help in how they

behave and critical incident interviewing helpful such as team leadership and how they provide

services to customer. It also helps company to gather information about the company’s to

doing business.

Flexibility is another important factor for candidates rather than seen in fixed interviews

schedule. It give courage to candidates that they are future asset of organization. Decision

should convey early and organization gives feedback to those employers which are

unsuccessful. The organization creates a professional image by recruitment process.

When we look at the senior management positions, search agencies are used for this

purpose. In rough idea 4050% of top management is appointed by contacts. Search agencies

provide a right person for effective new role. Recruitments and search agencies are highly

thankful to the impact of technology. Search agencies are making their money by identifying

candidates for posts. The highly use of internet is providing information to employers.

Employers placed their C.V. on the web it means they are available through search consultant

websites.

The successful recruitment and selection process is that the needs and offers of both

organization and the individual must perfectly meet each other. The ‘fit’ in term of skills and

expertise, as well as value and need. Individuals want that the organization which they are

thinking of joining must offer some form of development which will enhance their resume.

Organization which put solid plan in development is likely not to attract but also to

retain competent candidates. When successful candidate join the organization, each and

every aspect will be monitoring to ensure that it will fulfill their promises.Candidates feel

comfortable and safe where organization supports them. (Holbeche, 2004, pp. 169-171)

1.2 – JOURNAL 2

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An effective approach to recruitment and selection can help an organization to

maximize the competitive advantages by choosing the best pool of candidates quickly and

cost efficiently (Kleiman, 2005). But successful recruitment and selection can be costly and

time-consuming. Still, recruitment and selection is crucial for a business, because

unsuccessful recruitment and selection can be responsible for the failure of the business

(Ahmed, Tabassum& Hossain, 2006). Thus the goal of a recruitment and selection program is

to attract highly qualified candidates and ensure person-job fit (Fisher, Schoenfeldt& Shaw,

2004; Kleiman, 2005; Mathis & Jackson, 2005).

Attracting highly qualified and skilled employees is important, as Holt (1993) mentioned

that a well-motivated and skilled workforce is crucial for an organization to compete effectively

both in national and global markets. Khan (2008) emphasized the importance of the selection

process by stating that mismatch between the candidate and job can cost an organization a

great deal of money, time and energy. That’s why Becker and Gerhart (1996) found growing

empirical evidence linking HRM activities and organizational performance, as human

resources are the most valuable resource for the successful functioning of an organization

(Khan, 2008). With this background, the present case study attempts to explore the

recruitment and selection process of Basic Bank, a national public sector bank in Bangladesh.

First, the study provides a description of the current recruitment and selection process ofBasic

Bank.

Second, it makes a critical analysis of the existing recruitment and selection process

followed by some future recommendations. One of the essential characteristics of using the

case study approach is that it focuses on ‘one instance of the thing that is to be investigated’

(Denscombe, 1998). The advantage of the case study over other methods is that it attempts to

be comprehensive, and involves the researcher in describing and analyzing the full notes and

results. Apart from generalizations, other criticisms can be that the case study method is a less

rigorous form of inquiry, based on the accumulation of information and there is a lack of

discipline in what Smith (1991) described as the logically weakest method of knowing.

According to Mitchell (1999), the basic problem in the use of case material is

theoretical analysis. Case studies can do a whole variety of things. Indeed, Bonoma (1985)

argues that case studies prove valuable in situations where existing knowledge is limited, often

providing in-depth contextual information, which may result in a superior level of

understanding. Furthermore, case studies prove advantageous when the focus of the study is

not typicality but the unusual, unexpected, covert or illicit (Hartley, 1994). The objective of this

study is achieved through one single case study which provides both depth and reliability (see,

for example, Harris &Ogbonna, 1998; Marchington& Harrison, 1991). This case study is

selected for a number of reasons, data accessibility, an establishment organization, size and

contribution in the sector and so on. It is said that a single case study is not enough for

research. However, a single case study can provide an in-depth understanding of the research

area (see, for example, Dholakia &Quader, 2005; Mellahi et al, 2002).

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(LITERATURE REVIEW)

2.1 – JOURNAL 1

2.2 – JOURNAL 2

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2.1 – JOURNAL 1

2.1.1 - Strategic Recruitment:

Ideally recruitment should not simply be a question of filling gaps, instead should be

proactively focused on bringing the specific kind of skills and experiences in the organization

especially those which cannot be built from within. Too little external recruitment can result in

stagnation of organization’s processes and staff. While on the other hand, the only means of

filling the senior positions is external recruitment then it’s a signal for internal employs to leave

the organization if they want to be promoted. A wise solution can be having a balance between

both.

Although strategic approaches to recruitment are rare but recruitment is a strategic

opportunity. It helps if there is a clear purpose behind recruitment instead of mere

replacement. The UK drinks retailer Thresher found a number of ways to involve staff in their

operations while aiming to transform attitudes and behaviors among staff. Consequently many

employs became recharged and got keyed up by the change, thus the majority of the

apprentice had the desired effect of bringing about change from within. Recruitment should be

considered a part of an overall career management strategy - driven by the business strategy.

(Holbeche, 2004, pp. 167-169)

2.1.2 - Generation X:

Generation x are the people with age under 30 years. In recent years number of people

graduating has increased dramatically. Now more and more people are going to higher

education. While recruiters who used to recruit A level students for management trainee

positions are now becoming graduate recruiters. The Demos research suggests that people of

generation x are exposed to such experiences that the previous generation was not aware of,

shaping hard to grasp expectations and values. Generation x has been exposed to colossal

information at a very fast rate, in simple form, through media and heavy use of technology.

They are considered to be the ‘first truly global generation’.

This has shaped their attitudes, like there is a perceived lack of trust in employers as

they do not perceive secure employment. If organization fails to fulfill their promise loses

employs when they are at their most valuable to the current employer. Youngsters value their

freedom and look far control over their work life. They learn to absorb information of their

interest quickly. Young people want to have money, be in charge of their time and an

opportunity to use their potential. (Holbeche, 2004, pp. 171-173)

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2.1.3 - The Rank And Yank Appraisal System:

Also known as ‘up or out’ policy or ‘vitality curve’ according to Jack Welch of GE. It is

practiced in this way that Employs have to be ranked by senior manager in a 20:70:10 ratios.

At any cost the top 20% high fliers must be retained. Standard performers, the middle 70%

should get attractive reward as they are critical to the company’s operational success. While

the bottom 10% are straight forward asked to leave. This is followed every year, even though

all employs in a department have performed above par the manager has to follow this

approach and incase he fails, he will be identified as a leading candidate for the axe. (The

Human Factor, 2007)

2.4. Why E-HR Makes Business Sense And Internet Recruiting:

Beyond doubt has the Internet changed the way we perform business these days. With

the help of our computers we now have the aptitude to do almost everything including

recruiting. In year 2002 61 million Americans used the internet to search for work. Schweyer

says that more than 90% of HR people are now using the Internet to recruit according to the

Society for Human Resources Professionals (SHRM). (Schweyer, 2010)

So why use the Internet for recruiting? The answer is simple. There is no quicker,

easier, handier or more cost effective way to contact 24/7 hundreds of thousands of qualified

candidates, with quick and measurable results. (The Human Factor, 2007)

Jobseekers look for detailed job descriptions, searching for what the job will demand,

what the qualifications are and what you can offer them as an organization. Using a

recruitment site allows you to provide detailed information on the qualifications you are looking

for to job seekers. (Groutage, 2010)

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2.1 – JOURNAL 2

2.1.2 - Strategic Approach to Recruiting

A strategic approach to recruiting becomes more important as labor markets shift and

become more competitive (Mathis & Jackson, 2005). An initial and basic decision is whether

recruiting will be done by HR staff or other organizational employees or not. BASIC Bank

follows the organizational based approach for most of the recruiting activities. Selecting the

source of recruitment, preparing and placing the advertisements, all these are the

responsibilities of the employees of HR department. They handle all these activities except

preparing and conducting the written test, which is out sourced usually by the Bangladesh

Institute of Bank Management (BIBM). Outsourcing is a practice where the organization uses

an outside organization for certain services. Outsourcing is a logical choice when the

organization does not have expertise or it does not want to invest time and energy (Noe et al,

2006).

2.2.2 - Recruitment Sources

Most employers combine the use of internal and external sources of recruitment.

Organizations that face a rapidly changing competitive environment and conditions may put

emphasis on external sources in addition to developing internal sources (Mathis & Jackson,

2005). Promoting from within the organization is known as internal recruitment and hiring from

outside the organization is known as external recruitment (Mathis & Jackson, 2005). However,

the HR department of Basic Bank emphasizes more on the external recruitment sources rather

than internal sources.

2.2.3 - Internal Sources of Recruitment

According to Khan (2008), existing employees of an organization provide the internal

sources. At Basic Bank, promotion, transfer and job postings are sometimes used for

recruiting people internally. Employee referral is another source of internal recruitment which is

not used in Basic Bank now.

2.2.3.1 - Promotion

The most important source of filling vacancies from within is through promotions.

Promotion involves movement of employees from a lower level position to a higher level

position accompanied by changes in authority, duties, responsibilities, status and

remuneration (Khan, 2008). In this case, Basic Bank has some specific criteria for promoting

an employee. If there is any vacancy and then all those employees having all the qualifications

of the senior level post can apply for the job. Obviously each employee can get this

opportunity for higher status, remuneration, job facilities with vital responsibilities through a

formal interview.

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2.2.3.2 - Transfer

Basic Bank also practices this method of internal recruitment through transferring the

employees from one department to another without changing status and remuneration. As

Khan (2008) mentioned, transfer is a lateral movement within the same grade, from one job to

another without any change in remuneration. Generally, after 3 to 5years, an employee is

transferred from one department to another. Basic Bank uses this transfer method for several

reasons such as :

2.2.3.2.1 - To create motivation, remove monotony from the job and increase employee

interested in his or her main responsibilities.

2.2.3.2.2 - To keep balance in a particular department by transferring experienced

employees to another department, when a department is filled by a greater number of new

employees.

2.2.3.3 - Job Posting

Basic Bank also utilizes the benefits of internal recruitment by posting the job internally.

Job posting is a system of providing notices of job openings and employees respon to by

applying (Mathis & Jackson, 2005). When a new job position is created, HR department of

Basic Bank informs the other departments and branches through phone and sometimes by

giving a formal letter.

2.2.4 - External Sources of Recruitment

Basic Bank mostly utilizes the external sources of recruitment such as advertisements

in newspapers and websites. When an organization desires to communicate to the public that

it has a vacancy, advertisement is one of the most popular methods used (Khan, 2008). The

media of advertisement often depends on the type of the job. Basic Bank gives job

advertisements only in reputable daily newspapers. In the case of internet advertisements,

Basic Bank does not use any job board, even though job boards are getting popular

increasingly among the employers.

2.2.4.1 - Newspaper Advertisement

To draw the right candidates, Basic Bank HR unit publishes their advertisement for

several positions in national daily newspapers, such as, Prothom Alo, Ittefaq, etc.

2.2.4.2 - Website Advertisement

Basic Bank, like many employers has found its own website to be more effective and

efficient for recruiting employees. The job seekers are encouraged to e-mail their resume or

complete online applications on the website of Basic Bank that is, www.basicbanklimited.com.

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3.1 – JOURNAL 1

3.2 – JOURNAL 2

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3.1 JOURNAL 1

Figure 1: Flowchart for Research Methodology

Figure 2: The Selection Process of Basic Bank. Adapted from, Khan (2008, pp.104).

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Data collection through interviews regarding the recruitment and selection

practices, policies and strategies of Basic Bank

Analysis of the collected data on recruitment and selection process of Basic Bank

Criticism of the existing recruitment and selection process of basic Bank

Suggestions for Basic bank to improve the recruitment and selection process

Interview questions for Entry-level

job positions

Interview questions for Mid-level & Top level

job positions

General questions:

- What are your strengths and weaknesses?

- Explain the reason for coming to

the banking sector.

- Why have you chosen Basic

Bank?

- Why did you leave your last job

(if applicant had any)

.Questions on academic background

.Questions about current national andglobal

issues

. Problem solving questions

In addition to the general questions; .Questions

to identify the depth of

knowledge about “Industrial Policy”,

“Government Policy” and “Banking

policy”.

.To compete with the market, what type of

approach will you take?

.How do you measure success?

Table 1: Sample of interview questions

Assistant officer Assistant manager

More than 9,000 applied

After CV screeming 9,000were invited

for written test

After written test 77 were

called for interview

Finally 25 were selected

and given placement

More than 6,500 applied

After CV screeming 6,500were invited

for written test

After written test 300 werecalled for

interview

Finally 30 were selected

and given placement

Figure 3: Selection Process of Basic Bank for Assistant Officer & Assistant Manager

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3.2 JOURNAL 2

3.2.1 - Environmental Analysis:

The Human resource planner analyze the environment externally like economy,

industry technology and competition; labor market regulations and trends; unemployment rate;

skills available; and the age and sex distribution of the labor force .internally like short- and

long-term organizational plans and strategies and the current status of the organization's

human resources. (Sarkissian, 2007)

3.2.2 - Forecasting Human Resource Demand:

Human resource planner forecast according to goals of organization, it includes

number and type of employees needed. He forecast about past and the present requirements

as well as future needs. By gathering human resource needs he estimate future human

resource needs, the procedure is called Bottom-up forecasting. (Sarkissian, 2007)

3.2.3 - Analyzing Supply:

Organizations can obtain help from internal and external sources. To check internal

supply, skill inventories method is used, which is manual or computerized systems that consist

of records of employee experience, education and special skills. (Sarkissian, 2007)

3.2.4 - Reconciliation And Planning:

On the gathered data, analysis and available alternatives human resource plans are

developed .keeping in mind that plans are acceptable to both top management and employees

Some of these plans include employee utilization plan, appraisal plan, training and

management development plan and human resource supply plan. (Sarkissian, 2007)

3.2.5 - Competency Based Questions:

The word competency refers to the skills that are necessary to achieve an effective

performance level in the job and is widely used in business environments. It is a technique

which is being used in many organizations where managers interview for the same type of

position. (Lewis, 2010)

Competency Based interviewing can be known as Structured Interviewing or Evidence

Based Interviewing. The questions asked in competency based interview are designed in such

a way to make the interview process as standard and as fair as possible. (Lewis, 2010)

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Running a successful HR department is not just about attracting the right sort of people to

the available positions. It is also about making the right selection. You may have a list of

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people that you think fit the requirements of the job, but how do you know that they are going

to fit into your company and your business. Finding a perfect fit can be a challenge and the

interview process is part of ensuring that you are making the right decision. In order to

increase efficiency in hiring and retention and to ensure consistency and compliance in the

recruitment and selection process, it is recommended the following steps be followed;

4.1 - Develop accurate job descriptions. 

Your first step is to make sure you have an effective job description for each position in

your company. Your job descriptions should reflect careful thought as to the roles the

individual will fill, the skill sets they'll need, the personality attributes that are important

to completing their tasks, and any relevant experience that would differentiate one

applicant from another.

4.2 - Compile a "success profile." 

In addition to creating job descriptions, it's important to develop a "success profile" of

the ideal employee for key positions in your company that are critical to the execution

of your business plan. 

4.3 - Draft the ad, describing the position and the key qualifications required. 

Although some applicants will ignore these requirements and respond regardless,

including this information will help you limit the number of unqualified applicants.

4.4 - Post the ad in the mediums most likely to reach your potential job candidates.

 Of course, the Internet has become the leading venue for posting job openings, but

don't overlook targeted industry publications and local newspapers.

4.5 - Develop a series of phone-screening questions. 

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Compile a list of suitable questions you can ask over the phone to help you quickly

identify qualified candidates and eliminate everyone else.

4.6 - Review the resumes you receive and identify your best candidates.

Once you post your ad, you'll start receiving resumes...sometimes many more than

you anticipated. Knowing what you're looking for in terms of experience, education

and skills will help you weed through these resumes quickly and identify potential

candidates.

4.7 - Screen candidates by phone. 

Once you've narrowed your stack of resumes to a handful of potential applicants, call

the candidates and use your phone-screening questions to further narrow the field.

4.8 - Select candidates for assessment. 

Based on the responses to your phone interviews, select the candidates you feel are

best qualified for the next step in the process.

4.9 - Assess your potential candidates for their skills and attributes using a proven

assessment tool. 

A resume and phone interview can only tell you so much about a job applicant, so

you'll need a dependable assessment tool to help you analyze the core behavioural

traits and cognitive reasoning speed of your applicants.

4.10 - Select the candidate 

Make your selection by matching the best applicant to the profiled job description.

4.11 - Make your offer to the candidate. 

The information you collected during the interview process will provide you with

important insights as to starting compensation levels and training needs.

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5.1 – Journal 1 (Recruitment in the 21st Century)

http://journal-archieves19.webs.com/887-901.pdf

5.2 – Journal 2 (The Process of Recruitment and Selection in A

Developing Country)

http://www.journal.au.edu/abacjournal/2011/jan2011/05Process.pdf

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