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. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have.

Note that some people distinguish a difference between between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, eg, career development, training, organization development, etc.

There is a long-standing argument about where HR-related functions should be organized into large organizations, eg, "should HR be in the Organization Development department or the other way around?"

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 staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner.

 

1

The Recruitment and Selection process promotes successful hiring decisions that can truly impact the success of a department or faculty. The selection of a candidate with the right combination of education, work experience, attitude, and creativity will not only increase the quality and stability of the workforce, it will also play a large role in bringing management strategies and planning to fruition. The purpose of Recruitment and Selection is to match people to work. It is the most important element in any organization’s management of people because it is not possible to optimize the effectiveness of human resources, by whatever method, if there is a less than adequate match. So, it’s a great opportunity of acquiring practical knowledge about recruiting employees in the bank, this internship report has been prepared.

Selecting people to work for an organization is as important as picking players for number one team. And getting it right means using a planned and systematic approach. The main objective of the report is:

To understand the present and future recruitment needs of the organization.

To identify general practices that SIBL use to recruit and select employees.

To know about the planning of the recruitment system of SIBL, i.e. how Bank make plan for recruiting people.

To find out the problem in planning and effective recruitment practices which affect organizational outcomes.

.

2

Social Investment Bank Ltd. (SIBL) became operational on 22nd November 1995 with a clear manifesto to demonstrate the operational meanings of participatory economy, banking and financial activities as an integrated part of an Islamic code of life. It is an alternative concept of Islamic Banking with a unique human face approach to credit and banking based on interest free economics and financial transactions and income generating program for the millions of the urban and rural poor and a profitable investment option for the rich to invest, earn and live in a better society with greater security and peace at the operational level, SIBL is operating three-sector banking, such as, Formal, Non-Formal and Voluntary sector.

2.2. Mission and Vision of SIBL:Mission

▪ High quality financial services the latest technology.

▪ Fast, accurate and satisfactory customer service.

▪ Balanced & sustainable growth strategy.

▪ Optimum return on shareholders' equity.

▪ Introducing innovative Islamic Banking products.

▪ Attract and retain high quality human resources.

▪ Empowering real poor families and create local income opportunities.

▪ Providing support for social benefit organizations - by way of mobilizing fund and social services.

Vision

Social Investment Bank Ltd started its journey with the concept of 21st Century Islamic participatory three sector banking model: i) Formal Sector- Commercial Banking with latest technology ii) Non-Formal Sector - Family Empowerment Micro-Credit & Micro-enterprise program and iii) Voluntary Sector - Social Capital mobilization through CASH WAQF and others. Finally, "Reduction of Poverty Level" is our vision, which is a prime object as stated in Memorandum of

3

Association of the bank with the commitment "Working Together for a Caring Society".

.

Organ gram of Social Investment Bank:

Board of Directors

Managing Director

Deputy Managing Directors

Executive Vice President

Senior Vice President

Vice President

Senior Asst. Vice President

Asst. Vice President

First Vice President

Senior Executive Officer

Executive Officer

4

Senior Officer

Officer

Junior Officer

Recruitment & Selection:

Recruitment is the process of identifying and attracting potential candidates from within and outside an organization to begin evaluating them for future employment. Once candidates are identified, an organization can begin the selection process. This includes collecting, measuring, and evaluating information about candidates’ qualifications for specified positions. Organizations use these processes to increase the likelihood of hiring individuals who possess the right skills and abilities to be successful at their jobs.

3.2. Prerequisite of Recruitment and Selection:

Job analysis is the prerequisite for recruitment and selection which is revealed in the following chart:

Job Analysis:

5

Job Analysis

Recruitment & Selection

Performance Appraisal

Job Evaluation Training Requirement

Job Description & Job Specification

Job analysis is the procedure for determining the duties and skill requirement of a job and the kind of person who should be hired for. Job analysis includes Job description and job specification.

Job Description (details of the role):

A job description is a key document in the recruitment process and must be finalized prior to taking any other steps in the process. It should clearly and accurately set out the duties and responsibilities of the job and must include:

The job title (which must be sex neutral)

The location of the job i.e. department/faculty/division/research group

Grade of the post

The post to whom the post holder is responsible

Any posts reporting to the post holders.

Main purpose of the job

Main duties and responsibilities

Any special working conditions (e.g. unsocial or shift working patterns, the requirement – for clinical posts – to obtain health clearance, the requirement for a criminal record check).

Items that should be included in job descriptions are:

A note that indicates that as duties and responsibilities change, the job description will be reviewed and amended in consultation with the post holder.

An indication that the post holder will carry out any other duties as are within the scope, spirit and purpose of the job as requested by the line manager or Head of Department/Division.

The language in job descriptions should:

Avoid jargon and unexplained acronyms and abbreviations.

6

Be readily understandable to potential applicants for the post. Avoid ambiguity about responsibilities and be clear about the post

holder’s accountability for resources, staff, etc.

Many methods are used to analyze jobs. Some of these are outlined below:

Methods used to analyze job Description1. Interview Using pre-prepared questions, talk with the

job holder about what is done and why.

2. Questionnaires Standard form questionnaires are often used. The analyst should be aware that people often exaggerate their jobs to impress their bosses. People are less likely to do this face-to-face.

3. Workshops or group discussions Small group discussions can be useful. But the discussions should be on what the job is – not what it should be.

4. Observation The jobholders are watched at work and activities are recorded. The drawback is that this is time-consuming and may make the jobholder feel uncomfortable.

5. Diary/time log The jobholders are asked to keep a detailed record of activities during a set period, e.g. a week, and the time spent on each of them. What is actually done may be different from what people think is done or should be done.

7

Sources of candidates:

1. Internal Recruitment:

Internal appointments cost less and they signal to staff that there are opportunities for growth and development. Opportunities for advancement may not come up often, so staffs are likely to welcome an internal appointment. It will also give the organization a better return on its investment in the recruitment and training of employees. Generally bank can make recruitment or can fill a vacancy from internal sources by various means such as:

▪ Re-organization▪ Staff transfers or promotion

▪ Job sharing▪ Flexible working▪ Computerization▪ Job posting and bidding, etc.

2. External Recruitment:

Identifying Candidates:

A successful recruitment campaign is not one that produces the largest number of applicants. This suggests the net has been cast too wide and the job described too broadly. A better objective, especially for the busy chief executive of a small organization, is to produce a small number of applicants who can do the job and who would fit in.

The following factors need to be considered:

8

▪ The nature and requirements of the job and the likely number of candidates.

▪ How much an organization can afford to spend on newspaper advertising, agencies or consultants, and other recruitment-related costs.

▪ How willing or able the organization is to assist with relocation for an out-of-town appointee.

Sources of external candidates will include:

Sources of external candidates

Description

Referrals from employees or volunteers

Existing employees or volunteer workers may know people who are interested. There can be no guarantees that these applicants will get preference over others, but they offer some advantages.They are already known to a member of the organization and that person can provide comments and assessments. The person who makes the referral will probably help ‘sell’ the organization to the applicant and if the applicant is appointed, will support that person in the job.

Sources of external candidates

Description

Former employees and volunteers

The organization/company needs to ensure that the employees leave for positive reasons and they have good relationships with the people of the organization. If so, they could make useful and supportive employees.

Previous applicants People who have previously applied and missed out may still be interested in joining the organization. If so, they can be invited to apply.

9

Other organizations A few telephone calls might identify suitable candidates.

Employment agencies Recruitment agencies, management consultants and executive search firms all offer fee-based services to help organizations recruit and select employees at various levels.

Public employment agencies

They can also help to find the right candidates.

Employment agencies Electronic recruitment is increasingly common. Each site works differently, so an organization needs to check for one that suits its situation. Advertisement can given on own internet site.

Internet recruiting Advertising in newspapers and less often, in magazines and on radio is the most frequent method of external recruiting. It can be expensive, depending on the publications used, the size and style of advertisement and the number of insertions.

. Recruitment and Selection Process in Brief

STAGE 1 – ANALYSIS OF NEED

1. When an individual tenders their resignation, the manager must first complete a termination form; forms are available as controlled stationery from the department. The manager should also forward an exit questionnaire to the staff member’s home address. The employee should return this to Human Resources.

2. It is then important for the manager to review the post, job outline and associated skill mix.

3. If from the above, there is a change in the established post i.e. grade, or it is a new post, i.e. following a service change, the Manager must complete a Variation of Establishment Form. This has to be agreed and signed off by the appropriate members of the Directorate Management Team and the changes notified at the next available directorate meeting.

STAGE 2 – DECISION TO RECRUIT

10

1. When the decision has been made to recruit to the post the appropriate forms within the recruitment pack must be completed.

2. All posts are required to have a job outline and person specification. Job outlines should be reviewed if a post becomes vacant. It is not sufficient to just resurrect the previous job outline. All job outlines and person specification must be typed prior being sent to the department.

3. The manager is also required to draft an advertisement for all types of advertising e.g. newspaper, web/internet, etc; using the appropriate pro-forma, adverts must be typed prior to being sent to the department.

4. At this point the panel is to be selected as per the selection arrangements. At least one member of the panel needs to have received the Organization’s Recruitment and Selection Training.

5. All documentation should then be forwarded to Human Resources for placing advert.

6. On receipt of the documentation, HR will complete the receipt to inform the recruiting manager of the job reference number, the date of publication, the closing date and the HR contact for the vacancy.

STAGE 3 – REDEPLOYMENT

1. Upon receipt of the documentation, Human Resources will be able to identify if there is a need for the post to be held for any possible redeployment requirements for existing staff (i.e. ill health rehabilitation), or any other “at risk” areas that may be identified. This will be discussed with Human Resources Manager responsible for the post.

STAGE 4 – ADVERTISING

1. Advertisements will also be placed, if appropriate, in web, newspapers etc via the HR department with the organization’s advertising agency.

2. Time permitting, the appointing Manager will be required to agree the copy advert and associated costs prior to confirmation of the advert with the agency.

11

3. Human Resources will prepare a job file, recruitment pack, and send out the packs upon request based on information provided by manager on the Vacancy Approval & Advertising Details Form.

4. Once the closing date has been reached, Human Resources will forward the original application forms (with short listing and interviewing codes attached) directly to the recruiting manager for short listing to take place, HR will include a the blank Interview. Arrangements Form and short listing form is also enclosed as guidance for the short listing panel.

STAGE 5 – SELECTION

1. The panel undertakes the short-listing process (this must include at least 2 Members of the proposed interview panel)

2. The Interview Arrangements Form is to be completed and forwarded,

along with all the original application forms, to Human Resources (the date for interview should allow at least two weeks for notification, from the date

of receipt in HR). If the panel information has not already been sent, this should also be included.

3. The appointing manager must complete an interviewing/short listing codes list, which is attached to each application form. This should be completed for all unsuccessful applicants for monitoring purposes. This must be done at both the short listing and interviewing stages.

4. Human Resources send letters out inviting candidates for interview as appropriate.

5. The short-listed applications along with a panel letter informing of the schedule of attendees, an offer form and the job outline/person specification for the post will be forwarded to the chair of the interview panel prior to the interview date. All other panel members will be sent a schedule of the interviews only.

6. The day before/day of the interview, HR will telephone the recruiting manager to confirm the attendance of the candidates.

12

7. All interviews should include the use of a scoring system as a measurement tool to aid the panels’ decision. An example-scoring sheet can be found in appendix.

8. Interviews take place.

STAGE 6 – APPOINTMENT

1. Following the interview, a decision on who to appoint to the post will be made.

2. The recruiting manager should complete the offer form and then telephone the successful candidate with a provisional offer. The manager must also gain permission for HR to request references. The manager must state that the offer is subject to references, occupational health clearance and if applicable, criminal records check. Successful candidates should be informed that they should not hand in their notice to their present employer until the appropriate checks have been sought and the offer has been confirmed in writing and a start date given.

3. The recruiting manager should also telephone the unsuccessful candidates to inform them that their applications have been unsuccessful on this occasion.

4. The manager should complete the interviewing codes for the successful and unsuccessful candidates and then return all the original application forms and the offer form to Human Resources. All other copies should be destroyed.

5. Once HR has received the documentation to offer the post, an offer letter can then be sent out to the individual confirming the provisional offer. The individuals’ employment references will be requested at this point.

13

6. Human Resources will also confirm in writing to all the unsuccessful candidates that unfortunately that their applications have been unsuccessful.

7. Human Resources will then close the job file. A personal file will be opened and all information for the appointed person will be forwarded to the manager. On receipt of the employment references and occupational health clearance, these will be logged and then forwarded to the Appointing Manager.

8. Guidance for managers on references is available via Employment References Guidance notes for managers. Two references should be received for anyone appointed externally, one of which should be the most recent employer. A minimum of one reference required for internal candidates.

STAGE 7 – PRIOR TO COMMENCEMENT

1. It is the mangers responsibility to ensure that references have been received or to chase any further information required i.e. outstanding references. Additional advice and support can be obtained from the HR management team.

2. Once all the information/checks have been received and are satisfactory, the manager can agree a start date with the appointee and must confirm this in writing enclosing the arrangements for the new employees first day of employment.

Flow chart of recruitment and selection policy and procedure:

On the basis of discussion the recruitment and selection policy and procedures of SIBL can be summarized as per model given below:-

Vacant post identified and reviewed

Decision to fill vacancy made

Prepare job description

Prepare person specification

Write job advert

14

Submit to monitoring group

Advertise

Decide selection panel

Receive application forms

Short listing by designated selection panel

Inform short listed candidates about interview dates, date for the selection test (where applicable)and any other details

Take up references of short listed candidates

Panel preparation for interviews

Conduct selection interviews/tests

Make decision to appoint successful candidate

Undertake appropriate checks and administrative procedures

Inform successful candidates about the selection decision

Arrange for contract to be issued

Successful candidate commences duty

4.5. Recruitment and SelectionPolicy and Procedures:

1. Statement of policy: 1.1 The bank aims to attract, at reasonable cost, as wide a group of suitably qualified and experienced people as possible and to appoint the right person to each job, using a fair and consistent method of recruitment and selection.

1.2 Equal opportunities in recruitment and selection: Bank operates and equal opportunities policy and is committed to appointment based solely upon job related merit and ability. The procedure has been established to ensure a fair and consistent approach. The only exception to this is where vacancies are to be filled by redeploying existing employees.

2. The recruitment policy of SIBL should be as under:

The policy is based on 5-point guidelines on fixed percentage basis where its threshold is opened for: -

15

i) Utilization of surplus labor of the society in its three sectors using concept of social fellowship programs and opportunity cost. ii) Appropriate use of surplus “pool of talents “in Bangladesh. (50% to 70% staff should be drawn from this “talent pool”)

iii) Experienced / honest and dedicated pool of conventional Bank both Islamic and secular banks. (20% to 25% of the staff for all new branches may be drawn at this source.)

iv) The pool of retired personnel: the “pool of wisdom” (10% of the staff ca be taken from this pool) and

v) Pool of eminent socially committed people (5% of such people can act as honorary consultant/advisors)

The following six points which shall be considered by the interview committee so constituted by the board for recruiting the future manpower of the bank.

a. Conventional bankers: 40% be filled up through recruitment from experienced bankers and rest by promotion subject to fulfillment of bank’s criteria and need.

b. Wisdom pool: Preferably one/two officers in each branch might be selected from wisdom pool.

c. Residency officer: 100% should be directly recruited.

d. Women/ ladies: One or maximum 2 (two) ladies (preferably local candidates) be selected for each branch.

e. Assistant Officer- I & II: 50% should be filled up by promotion and 50% through recruitment from amongst experienced bankers subject to availability.

f. MCG-Grade-II: 100% should be directed recruited on early contract basis.

Drivers, messengers-cum- guard and cleaners etc. will be appointed on contract basis but renewable on yearly basis subject to satisfactory job performance. Their services might be absorbed after completion of 5 (five) years continuous service in the bank with satisfactory performance.

3. Direct recruitment will be made at the entry points of the following grades:

▪ Residency Officer or equivalent.

16

▪ Social Officer (residency or probationer)▪ Asstt. Officer –Grade-II( General/ Technical)▪ Asstt. Social Officer–Grade-II.▪ Asstt. Field Officer–Grade-II.▪ Driver –Grade-II or equivalent.▪ MCG-Grade-II or equivalent.▪ Mali / Cleaner.

4. The Board of Directors may, however, as its discretion, recruits persons directly in the grades as and when required.

5. Recruitment will be made purely on merit basis.

6. Criteria for recruitment:

6.1. Residency Officer: Master Degree or equivalent degree with at least 9 points from a recognized University in

any subject of Commerce or Economics, English, Mathematics/ Statistics, Public

Administration, Journalism & Mass Communication, International Relations, Sociology/ Social Welfare, Arabic, Bengali Literature, Islamic Studies, Kamil, B.Sc (Ag.)/ M.Sc. (Ag.), Graduate Engineers, MBBS (For doctor cadre), MBA/ ICMA/ CA etc.

The criteria of 9 points may be relaxed to 8 points for recruitment of residency officer with Information Technology (IT) background provided the candidate is having qualification of minimum 1 (one) year diploma course.

6.2. Asstt. Officer-Grade-II: At least Bachelor Degree with 7 points from a Recognized University.

6.3. Asstt. Officer-Grade-II: At least Bachelor Degree with 6 points (Technical) from a Recognized University.

6.4. Asstt. Social Officer-Grade-I I : At least Bachelor Degree with 5 points from a Recognized University.

6.5. Asstt. Field Officer-Grade-II: At least H.S.C with 4 points from a Recognized Board.

17

(Calculation of points : 1st Class / division = 3 points, 2nd Class / division = 2 points, 3rd Class / division = 1 points)

6.6. Driver- Grade- II or Equiv. : At least Class Eight and minimum 5 years driving experience with Driving License.

6.7. MCG-Grade-II or equiv/. : At least S.S.C Mali / Cleaner.

7. Age limit for direct recruitment of Residency Officer, Social Officer (Residency/ Probationer), Asstt Officer-II, ASO- II, AFO- II< MCG- II, Driver-II, and Mali/ Cleaner will be maximum 30 years.

8. The Board reserves the right to appoint any person at any level of the bank on contract basis.

9. Approval to fill a Vacancy:

The following protocol is followed for employment at all levels:

i) Newly created positions:

▪ Concerned Department Head submits an organization change request form and completed requisition form to HR.

▪ HR compares requisition with manpower plan and budget.

▪ HR submits proposal to the Board of directors for review/ approval on the new recruitment.

▪ Department Head drafts the job description form & person specification form in consultation with HR.

ii) For filling up an already approved and budgeted position:

▪ Department Head submits completed personnel requisition form together with job description & person specification form.

▪ HR analyzes the personnel requisition and compares with current workforce from approved organogram and job inventory.

10. Internal and external notification and vacancies:

18

HR makes internal and external notification and advertisement of the approved job vacancies. a) For internal recruiting:

Internal recruitment and placement is practiced as far as possible :▪ HR advertises internally about the vacant position(s) through the

company’s e- mail system.

▪ Employees should have at least six months in their present positions as of vacancy announcement date to be eligible for applying for a higher-grade position. An employee should also perform minimum six months before they apply for a lateral transfer.

▪ Employee consults with supervisor and / or department head to obtain permission to participate in the selection process and to seek feedback on her/ his readiness for the position vacant along with advises or recommendations, if any.

▪ Department Head either rejects the proposal showing appropriate ground or accepts it by issuing a ‘no objection certificate’ granting permission to the employee in question to participate in the process.

b) For external recruiting the HR tries out following sources:

▪ Employee referrals, University/ campus recruitment, own head hunt.

▪ Advertising in newspaper and/ or other media. HR decides on a case by case basis in consultation with the requesting department head on the advertising strategy–media selection/ mix, advertising cost and productivity and ‘employer branding’ (or anonymity) approach of the content.

▪ Employment agency and executive search/ head hunting firm.

▪ Web enabled application systems or job portals.

11. Initial screening:

Upon receipt of applications, HR performs initial screening of candidates based on parameters / criteria jointly developed by the Department Heads and HR.

▪ Head of concerned department and HR jointly develops parameters/ criteria of evaluation.

▪ The department head may make variation to the criterion part with HR vetting.

19

▪ Based on parameters / criteria developed HR does the first phase screening.

12. Selection committee:

Selection committee is formed. Composition of the selection committee is as follows:

Position Members of Selection Committee AVP, SVP Board of Directors

Probationary Officer Management, Board of Directors, Chairman, Shariah Board

Initial Level (Junior Officer) Managing Directors

13. Written test for short-listing:

In case of a long list of candidates upon initial screening, HR conducts written test as a secondary-screening tool. Written test is conducted for positions up to the probationary officer.

▪ Test format is drafted by the bank or through any other competent institution / agency capable of undertaking such responsibility and reviewed by the selection committee for clarity, fairness and relevance. The test format is treated confidentially prior to administering the tests.

▪ HR sets a minimum qualifying mark/ cut-off score for the test. The qualifying marks in written test will be at least 50%.

▪ The answer script will be got examined by the professionals of the bank or by any other persons/ institutions/ agency capable of undertaking the responsibility.

▪ HR prepares short-list of candidates based on the result of the test.

14. HR and department head may jointly decide to employ other tools i.e. leaderless group discussion, learning style inventory, personal profile analysis etc. if deemed necessary for fine tuning the selection.

15. Interview:

a) HR arranges interview of short-listed candidates.

20

b) The selection committee (interview board) plans the type of standard questions to be asked as well as a strategy about who asks which questions.

The selection committee may ask candidate’s salary expectations and document the response, but the committee may only discuss salary and benefits package in general terms.

16. HR prepares approval paper on successful candidate for approval/ review/ vetting by appointing authority.

17. Reference check:

HR conducts reference check for positions up to executive level. On the basis of a positive feedback from the referees, the recommended candidates are invited for discussion on possible employment.

HR sends the candidates for medical check-up, which is performed by a competent and certified medical practitioner appointed by the company.

18. Appointment:

A. HR prepares employment offer letter to be sent to successful candidates within one week from the date of approval.

B. Offer letters are signed by the Board of directors or chairman.

C. The offer letter to candidates includes the following:

▪ Offered position▪ Offered salary & break up▪ Placement▪ Date of appointment ▪ Instruction and time frame for acceptance of offer▪ Brief description of employment terms and conditions

D. Offer letter is considered invalid if candidate does not reply within fifteen days of issuance of such letter.

E. Company does not pay any expenses involved for traveling by the candidates for exam or any other related purpose.

21

F. If the candidate accepts offer, HR continues with the process. In case of non-acceptance, HR offers next candidate in the list.

G. Selected person reports for duty.

a. HR administers orientation of new recruits which includes:

▪Company mission, vision, objectives and values

▪Overview on SIBL’s organization structure ▪Overview on department candidate will be placed▪Terms and conditions of employment ▪Relevant procedures

b. Selected person submits relevant document for personal file.

c. Selected person fills up Personal Data Form.

d. HR opens personal file containing the following items:▪Completed Personal Data Form▪Certificates of educational qualification▪Photograph▪Curriculum Vitae▪Approval of appointment▪Offer Letter.▪Acceptance letter.▪Placement letter (If any)▪Nomination paper filled in by the candidate for PF, Gratuity etc.▪Other relevant documents

H. Selected person reports to respective department.

I. HR sends a copy of appointment letter to finance department and also informs them on the actual date of joining.

19. Probationary period:

The employees entering the service of the bank shall at the time of their appointment, sign agreements in such forms as may be specified by the Board:

▪ The employee shall sign an undertaking and oath of allegiance to the corporative objectives of SIBL. This is obligatory for all employees.

▪ On entering the service of the bank, each employee shall sign the declaration of fidelity and secrecy in the form specified by the bank.

22

▪ An employee may be required to serve at any time at any place in Bangladesh.

▪ Quantifiable and non quantifiable performance in terms of (i) successful accomplishment of one’s present assignments (ii) deposit mobilization (iii) contribution to institutional development will be observed.

20. Confirmation the job after probationary period:

HR processes confirmation of employees upon successful completion of probationary period.

(a) Employee is due for confirmation upon working six continuous months for the company, unless otherwise mentioned in the appointment letter. Procedure of employee confirmation is as follows:

▪ HR issues new employees confirmation form and probation period performance appraisal forms to respective supervisor/ department head one month prior to the confirmation date.

▪ Supervisor/ Department head returns the completed form within 15 days from date of receiving the same.

▪ HR prepares and issues letter of confirmation if the employee is to be confirmed and letter of extension of probation, early confirmation or letter of termination if the employee is not to be confirmed.

(b) The Management shall have the discretion to either extend or shorten the probation period depending on the performance and competence of the employee concerned.

STAGE 8 – COMMENCEMENT OF EMPLOYMENT

1. On the first day of employment with the organization, it is the responsibility of the mangers to meet with the individual and complete the appropriate commencement documentation, issue a Contract of Employment which can be found in Contract of Employment section in HR policies and procedures (if it is not possible to issue contract on the first day, this must

23

be issued within 8 weeks of commencement) and commence the corporate and departmental induction process.

24