RECRUITMENT AND SELECTION

Abstract
This report has been prepared with a vision to exploring, analyzing, and
understanding the recruitment and selection practices of PRAN-RFL Group and
concomitantly finding out the loopholes and recommending with an eye to
minimizing the shortcomings of the organization in this field.
It is well admitted that people form an integral part of the organization. The efficiency
and quality of its people determines the fate of the organization. Hence choosing the
right people, placing them at right place and selecting those at the right time have
been essentially essential. Hiring comes at this point of time in the picture. Hiring is
a strategic function for HR department. Recruitment and selection form the process of
hiring the employees. Recruitment is the systematic process of generating a pool of
qualified applicant for organization job. The process includes the step like HR
planning attracting applicant and screening them. This step is affected by various
factors, which can be internal as well as external. The organization makes use of
various methods and sources for this purpose.
Selection is carried from the screening of the applicant during the recruitment
process. Some specific processes are also involved in this case. During the process
there are certain difficulties and barriers that are to be overcome.

Different organizations adopt different approaches and techniques for their

employees. To know the practical application of the employees hiring process,
the

analysis of PRAN-RFL Group has been undertaken. In the later part of the

study, we will have a little touch about the PRAN-RFL Group.

Acknowledgement
I would like to express my gratitude to all the people who got involved
either directly or indirectly in the preparation of this report. I
apologize to the people whose names I have not mentioned due to
shortening the collaboration, but obviously their contribution is highly
appreciable in the course of preparation.

I want to thank all the officials of PRAN-RFL Group who were involved. I would
especially like to thank Mr. Mir Shamsul Alam, Chief- HRM for giving me time
and sharing his thoughts and insights regarding the companys recruitment and
selection strategies of the group as a whole. I would like to thank him and his team for
giving me the required information to commence this report and for providing the
permission to do the required research work.
Finally, I would like to thank my parents, my loving brothers and my wonderful friends
whose influence and inspiration has enabled me to complete this report.

TO WHOM IT MAY CONCERN

This is to certify that ., a student of BBA majoring in HRM
from,

..University has

successfully completed

his Internship

Attachment with the HRM Department of PRAN-RFL GROUP from ..

to. During Internship tenure he was sincere & punctual. He also
possesses degree of professionalism and sense of responsibilities.
I hope, he will continue with endeavor to put up the best in the days to come.

Thanking you
Mir Shamsul Alam
Chief-HRM
HRM Department
PRAN-RFL Group
Tel: 9563126-Ext 209
Mob: 01912257289
E-mail: [email protected]

CHAPTER- 01
Introduction:

PRAN-RFL Group inaugurated its operation in 1980. Keeping its corporate mission
in view, the group has over the years diversified its activities. Today this group is the
largest processors of fruits, milk, crops, vegetables, in Bangladesh. This organization
encourages contract farmers and helps them grow quality crops with increased yields
and to obtain fair prices.
The group comprises of 35 companies. Its head quarter is located in Dhaka with
production facilities around the country. The group provides quality products abroad
and grabs more foreign currency than its competitors. PRAN-RFL Group has been
continuously being the champion in exports and optimizing its profitability for more
than 6 years.
The management system and practices in this group are top to bottom modern.
Concomitantly, the practices are well adapted to its environment and culture. The
largest asset of this organization is the competent team of hands-on-managers and
dedicated employees. For the growth of the company, there are 42,000 thousand
employees employed in this organization.

Objectives of the Study:

In basic idea behind selecting the topic of Employee Hiring is to study how
employees are hired. Today organizations are coming up with the new techniques of
hiring people. Hence to study how the actual process is carried in the organization.

This study is undertaken with the following objectives:

To know the recruitment and selection practices of the PRAN-RFL Group;

To study the recruitment and selection practices of the PRAN-RFL Group

To find out the distinctive competencies in recruitment and selection of the

group

To find out the problems of recruitment and selection practices of the PRANRFL Group;

To comment on the existing recruitment and selection practices of the PRANRFL Group and

To recommend some measures to overcome the problems

Methodology of the Study:

To undergo this study, I have followed a set of methodologies. These are given below.

In the organization part, much of the information has been collected from different
published articles, journals, brochures, web-sites and so on.
Data Sources: All of the information incorporated in this report have been collected
both from the primary sources and as well as from the secondary sources.
Data Collection Methods:
Primary source of information:

Discussion with officials of the company

Desk work

Observation

Secondary source of data

Annual report of the company

Relevant papers and published documents of PRAN-RFL Group

Published books, articles, journals, magazines and so on

C) Data Analysis:
For the analysis of data, I have used the followings:

Tables

Figures

Charts/ Graphical representations;

Microsoft word

Microsoft excel

Micro soft Visio

Importance and scope

1. This projects will provide a value insight to student on the topic.

2. This project will help to get the practical knowledge in employee hiring in the
organization.
3. The project will equip me for my future in H. R. M.

Limitations of the Study:

Everything has its limitations. In a study, facing the limitations is a must. My study is
not an exception. So, in the report, there are certain limitations. As a result, this report
suffers from the following shortcomings.
The report had to be prepared within the daily routine of office work.
Sometimes the data were really confidential. For this reason, the company officials
didnt tend to expose the confidential information.
The information aligned here is achieved through working with them physically and
so maximum of the information are received from the mouths of the officials and very
often it lacks documentary support.
Thus, the report has been prepared in accordance with the daily work activities

Chapter- 02
The Theoretical Concept

An Introduction to Recruitment and Selection

The human resources are the most important assets of an organization. The success or
failure of an organization is largely dependent on the caliber of the people working

therein. Without positive and creative contributions from people, organizations cannot
progress and prosper. In order to achieve the goals or the activities of an organization,
therefore, they need to recruit people with requisite skills, qualifications and
experience. While doing so, they have to keep the present as well as the future
requirements

of

the

organization

in

mind.

Recruitment is distinct from Employment and Selection. Once the required number
and kind of human resources are determined, the management has to find the places
where the required human resources are/will be available and also find the means of
attracting them towards the organization before selecting suitable candidates for jobs.
All this process is generally known as recruitment. Some people use the term
Recruitment for employment. These two are not one and the same. Recruitment is
only one of the steps in the entire employment process. Some others use the term
recruitment for selection. These are not the same either. Technically speaking, the
function of recruitment precedes the selection function and it includes only finding,
developing the sources of prospective employees and attracting them to apply for jobs
in an organization, whereas the selection is the process of finding out the most
suitable candidate to the job out of the candidates attracted (i.e., recruited).Formal
definition of recruitment would give clear cut idea about the function of recruitment.

DEFINITIONS

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. Recruitment is a linking function-joining together those with
jobs to fill and those seeking jobs. It is a joining process in that it tries to bring
together job seekers and employer with a view to encourage the former to apply for a
job with the latter.
In order to attract people for the jobs, the organization must communicate the position
in such a way that job seekers respond. To be cost effective, the recruitment process
should attract qualified applicants and provide enough information for unqualified
persons to self-select themselves out.
Thus, the recruitment process begins when new recruits are sought and ends when
their applications are submitted. The result is a pool of applicants from which new
employees are selected.
All recruitment and selection programs of PRAN-RFL Group base on the
organizations approved human resource plan. HRM Department assists line General
Managers to develop their human resource plans effectively. Based on the recruitment
and selection information from all units, HRM Department analyzes human resource
plans of different units and develops a master plan for the organization. HRM
department processes the recruitment and selection after checking with budget
provision and final approval from the director of finance and top management.

PURPOSE AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates.
Specifically, the purposes are to:

Determine the present and future requirement of the organization in

conjunction with its personnel planning and job analysis activities;

Increase the job pool of job candidates at minimum cost;

Help increase the success rate of the selection process by reducing the number
visibly under qualified or job application;

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

Meet the organizations legal and social obligation regarding the composition
of its workforce;

Being identifying and preparing potential job applicants who will be

appropriate candidates;

Increase organization individual effectiveness in the short term and long term;

Evaluate the effectiveness of various recruiting technique and sources for all
types of job applicants

FACTORS AFFECTING RECRUITMENT

There are a number of factors that affect recruitment. These are broadly classified into
Two categories:
1. Internal factors
2. External factors

INTERNAL FACTORS

The internal factors also called as endogenous factors are the factors within the
organization that affect recruiting personnel in the organization.
Some of these are:Size of the organization
The size of the organization affects the recruitment process. Larger organization finds
recruitment less problematic than organization with smaller in size.
Recruiting policy
The recruitment policy of the organization i.e. recruiting from internal sources and
external sources also affect the recruitment process. Generally, recruitment through
internal sources is preferred, because own employees know the organization and they
can well fit in to the organization culture.

Image of the organization

Image of the organization is another factor having its influence on the recruitment
process of the organization. Good image of the organization earned by the number of
overt and covert action by management helps attract potential and complete
candidates. Managerial actions like good public relations, rendering public service
like building roads, public parks, hospitals and schools help earn image or goodwill
for organization. That is why chip companies attract the larger numbers of
application.
Image of the job
Better remuneration and working conditions are considered the characteristics of
good image of a job. Besides, promotion and carrier development policies of
organization also attract potential candidates.

EXTERNAL FACTORS

Like internal factors, there are some factors external to organization, which have
their influence on recruitment process. Some of these are given below:Demographic factors
As demographics factors are intimately related to human beings, i.e. employees,
these have profound influence on recruitment process. Demographic factors include
age, sex, Literacy, economics status etc.

Labor market
Labor market condition I.e. supply and demand of labor is of particular importance in
affecting recruitment process. E.g. if the demand for specific skill is high relative to
its supply is more than for particular skill, recruitment will be relatively easier.

Unemployment situation
The rate of unemployment is yet another external factor its influence on the
recruitment process. When the employment rate in an area is high, the recruitment
process tends to simpler. The reason is not difficult to seek. The number of
application is expectedly very high which makes easier to attract the best-qualified
applications. The reserve is also true. With low rate of unemployment, recruiting
process tend to become difficult
Labor laws
There are several labor laws and regulations passed by the central and state
governments that govern different type of employment. These cover working
condition, compensation, retirement benefits, safety and health of employee in
industrial undertakings. The child Labour Act, 1986; for example prohibits
employment of children in certain employments. Similarly several other acts such as
the Employment Exchange Act,1958; The Apprentice Act, 1961; the Factory
Act,1948; and The Mines Act, 1952 deal with recruitment.

Legal consideration

Another external factor is legal consideration with regard to employment reservation

of jobs for schedule tribes, and other backward class (OBC) is the popular examples
of such legal consideration. The supreme court of India has given its verdict in favor
of 50 per cent of jobs and seats. This is so in case admission in the educational
institutions also.

INTERNAL SOURCES
Present employees:
Promotions and transfer from among the present employees can be good sources
of recruitment. Promotion implies upgrading of an employee to a higher position
carrying higher status, pay and responsibilities. Promotion from among the
present employees is advantageous because the employees promoted are well
acquainted with the organization culture, they get motivated and it is cheaper also.
Promotion from among the person employees also reduces the requirement of job
training. However, the disadvantage lies in limiting the choice of the few people
and denying hiring of outsiders who may be better qualified and skilled.
Furthermore, promotion from among present employees also results in
inbreeding, which creates frustration among those not promoted. Transfer refers to
shifting an employee from one job to another without any change in the
position/post, status and responsibilities. The need for transfer is felt to provide
employees a broader and carried base, which is considered necessary for
promotion. Job rotation involves transfer of employees from one job to another
job on the lateral basis.

Former employees:
Former employees are another source of applicant for vacancies to be filled up in
the organization. Retired or retrenched employees may be interested to e come

back the company to work on the part time basis. Similarly, some former
employees who had left the organization for any reason, any come back to work.
This source has the advantages of hiring people whose performance is already
known to the organization.

Employee referrals:
This is yet another internal source of recruitment. The existing employees refer to
the family members, friends and relatives to the company potential candidates for
the vacancies to be filled up in the organization. This source serves as the most
effective methods of recruiting people in the organizations because refer to those
potential candidates who meet the company requirement known to them from
their own experience. The referred individuals are expected to be similar in type
in the of race and sex, for example, to those who are already working in the
organization
Previous applicant:
This is considered as internal source in the sense that applications from the
potential candidates are already lying with organization. Sometimes the
organization contacts though mail or messengers these applicants to fill up the
vacancies particularly for unskilled or semiskilled jobs.

EVALUATION OF INTERNAL SOURCES:

Let us, evaluate the internal source of recruitment. Obviously, it can be done in
terms of its advantage and disadvantage the same are spelled out as follows:

ADVANTAGES:

The advantages of the internal source of recruitment include the following:

Familiarity with own employees:
The organization has more knowledge and familiarity with the strengths and
weaknesses of its own employees than of strange on unknown outsiders.
Better use of the talent:
The policy of internal recruitment also provides an opportunity to the organization
to make a better use of talents internally available and to develop them further and
further.
Economical recruitment:
In case of internal recruitment, the organization does not need to spend much
money, time and effort to locate and attract the potential candidates. Thus, internal
recruitment proves to be economical, or say, inexpensive.
Improves morale:
This method makes employees sure that they would be preferred over the
outsiders as and when they filled up in the organization vacancies.
A motivator:
The promotion through internal recruitment serves as a source of motivation for
the employees to improve their carrier and income. The employees feel that
organization feel that organization is a place where they can build up their lifelong career. Besides, internal recruitment also serves as a means of attracting and
retaining employees in the organization.

DISADVANTAGES:
The main drawback associated with the internal recruitment is as follows:
Limited choice:
Internal recruitment limits its choice to the talents available within the organization. Thus, it
denies the tapping of talents available in the vast labor market outside the organization.
Moreover, internal recruitment serves as a means for inbreeding, which is never healthy for
the future organizations.
Discourage competition:
In this system, the internal candidates are protected from competition by not giving
opportunity to otherwise competent candidates from outside the organization. This in turn,
develops a tendency among the employees to take the promotion without showing

extra

performance.
Stagnation of skills:
With the feeling that internal candidates will surely get promoted, their skill in the long run
may become stagnant or obsolete. If so, productivity and sufficiency of the organization, in
turn, decreases.

Creates conflicts:
Conflicts and controversies surface among the internal candidates, whether or not they deserve
promotion.

EXTERNAL SOURCES

External sources of recruitment lie outside the organization. These outnumber internal
sources. The main ones are listed as follows:
Employment exchanges:
The national commission labor (1969) observed in its report that in the pre-independence era,
the main source of labor war rural areas surrounding the industries. Immediately after
independence, national employment services were established to bring employer and job
seeker together. In response to it, the compulsory notification of vacancies act of 1959
(Commonly called employment exchange act) was instituted which become operative in
1960.the main functions of these employment exchanges with the branches in most cities are
registration of job seeker and tier placement in the notified vacancies. It is obligatory for
employer to inform about the outcome of selection within 15 days to the employment
exchange. Employment exchange is particularly useful in recruiting blue-collar, white- collar
and technical workers.
Employment agencies:
In addition to the government agencies, there are number of private agencies that
register candidates for employment and furnish a list of suitable candidates from the data
bank as and when sought by the prospective employer. Generally, these agencies select
personnel for supervisory and the higher levels. The main function of these agencies is to
invite application and short-list the suitable candidates for the organization. Of course, the
representative of the organization takes the final decision on selection. The employer
organizations derive several advantages through this source. The time saved in this method
can be better utilized elsewhere by the organization. As the organizational identity remains
unknown to the job speakers, it, thus, avoid receiving letters and attempts to influence.

Advertisement:

This method of recruitment can be used for jobs like clerical, technical, and managerial. The
higher the position in the organization, the more specialized the skills or the shorter the
supply of that resources in the labour market, the more widely dispersed the advertisement
are likely to be. For instance, the search for a top executive might include advertisements in a
national daily like the Hindu. Some employers/companies advertise their post by giving them
post box number of the name of some recruiting agency. This is done to particular keep own
identity secret to avoid unnecessary correspondence with the applicants. However the
disadvantage of these blind advertisement, i.e., post box number is that the potential job
seekers are the hesitant without unknowing the image of the organization, on the one hand,
and the bad image/ reputation that the blind advertisement have received because of the
organizations that placed such advertisements without position lying vacant just to know
supply of labor/ workers in the labor market, on the other. While preparing advertisement, a
lot of care has to be taken to make it clear and to the point. It must ensure that some selfselection among applicant take place and only qualified applicant responds the advertisement
copy should be prepared by using a four-point guide called AIDA . The letters in the
acronym denote that advertisement should attract Attention, gain Interest, arouse a Desire
and result in action.

However, not many organizations mention complete detail about job positions in there
advertisement. What happened is that ambiguously worded and broad-based
advertisements may generate a lot irrelevant application, which would, by necessity,
increasing the cost of processing them.

Professional Associations

Very often, recruitment for certain professional and technical positions is made through
professionals association also called Headhunters. Institute of Engineers, All India
Management Association, etc., provide placement service to the members. The
professional associations prepare either list of jobseekers or publish or sponsor journal
or magazines containing advertisements for their member. It is particularly useful for
attracting highly skilled and professional personnel. However, in India, this is not a
very common practice and those few provide such kind service have not been able to
generating a large number of application.

Campus Recruitment

This is another source of recruitment. Though campus recruitment is a common

phenomenon particularly in the American organizations, it has made rather recently. Of
late, some organizations such as HLL, HCL, L&T, Citibank, Cadbury ANZ Grind lays,
etc., in India have started visiting educational and training institute/ campuses for
recruitment purposes. Many Institutes have regular placement cells / offices to serve liaison
between the employer and the students. Tezpur Central University has one Deputy Director
(Training and Placement) for purpose of campus recruitment and placement.
The method of campus recruitment offers certain advantages to the employer organizations.
First, the most of the candidates are available at one place; second, the interviews are
arranged at short notice; third, the teaching is also met; fourth, it gives them
opportunity to sell the organization to a large students body who would be graduating
subsequently. The disadvantages of this of recruitment are that organizations have to limit
their selection to only entry positions and they interview the candidates who have
similar education and experience, if at all.

Deputation
Another source of recruitment is deputation I.e., sending an employees to another
organization for the short duration of two to three years. This method of recruitment is
practice in a pretty manner, in the Government department and public sector organization
does not have to incurred the initial cast of induction and training. However, the
disadvantages of this of deputation is that deputation period of two/three year is not
enough for the deputed employee to provide employee to prove his/her mettle, on the one
hand, and develop commitment with organization to become part of it, on the other.

Word-of-mouth:
Some organizations in India also practice the word-of-mouth method of recruitment. In this
method , the word is passed around the vacancies or opening in the organization. Another
form of word-of-mouth method of employee-pinching i.e., the employee working
In another organization is offered by the rival organization. This method is economic, in terms
of both time and money. Some of the organization maintain a file applications and sent a
bio-data by a job seeker. These serve as a very handy as when there is vacancy in the
organization. The advantage of this method is no cost involved in recruitment. However, the
disadvantages of this method of recruitment are non- availability of the candidates when
needed choice of candidates is restricted to a too small number.

Raiding or Poaching:
This is another sources of recruitment whereby the rival firm by offering terms and
conditions, try to attract qualified employees to join the company. This raiding is a common
feature in the Indian organizations. For instance, service executive of HMT left to join Titan
Watch Company, so also exodus of pilot from Indian Airlines to join the private air taxi
operator. In fact, raiding has become challenge for the human resource manager.

Besides these, walk - ins, contractors, radio and television, acquisitions and merger, etc., art
some other sources of recruitment used by organization

EVALUATION OF EXTERNAL SOURCES:

Like the internal source of recruitment, external sources are mixed of advantages and
disadvantages

ADVANTAGES:Open process
Being a more open process, it is likely to attract a large number of applicants/application. The, in
turn, widens it option of selection.
Availability of Talented Candidates:With the large pool of applicants, it becomes possible for organization to have talented
candidates from the outside. Thus, it introduces new blood in the organization.
Opportunity to Select the Best Candidate;
With the large pool of applicants, selection process becomes competitive. This increases
prospects for selection the best candidates.
Provides healthy competition:
As the external members are supposed to be more trained and efficient, they tend to pose a great
competition. With such a background, they work with the positive attitude and greater vigor. This
helps create healthy competition and conductive work environment in the organization.
DISADVANTAGES:
However, the external sources of recruitment suffer from certain disadvantages too, these are:
Expensive and time consuming:
This method of recruitment is both expensive and time consuming. There is no guarantee that
organization will get good and suitable candidates.

Unfamiliarity with the Organization:

As candidates some outside the organization, they are not familiar with tasks, job nature
and the international scenario of the organization.

Discourage the Existing Employee:

Existing employees are not sure to get promotion. This discourages them to do the hard work.
This, in turn, boils down to decreasing productivity of the organization.

PHILOSOPHIES OF RECRUITMENT

The traditional philosophy of recruiting has been to get as many people to apply for
a job as possible. A large number of jobseekers waiting in queues would make the
final selection difficult, often resulting in wrong selection. Job dissatisfaction and
employee turnover are the consequence of this. A persuasive agreement can be made that
matching the needs of the organization to the needs of the applicants will enhance the
effectiveness of the recruitment process. The result will be a workforce which is likely to stay
with the organization longer and performs at a higher level of effectiveness. Two approaches
are available to bring about match. They are:
Realistic Job Preview (RJP)
Job Compatibility Questionnaire (JCQ)
Realistic Job Previews:
Realistic job preview provides complete job related information , both positive and
negative, to the applicants. The information provided will help job seekers to evaluate
the compatibility among the jobs and their personal ends before hiring decisions are
made. RJPs can result in self selection process- job applicant can decide where to

attend the interviews and tests for final selection or withdraw them the initial stage.
Research on realistic recruiting shows a lower rate of employee turnover incase of
employee recruited through RJPs, particularly for more complex jobs and higher level
of job satisfaction and performance, at the initial stage of employment. RJPs are
more beneficial for organization hiring at entry level, when there are unemployment.
Otherwise the approach may increase the cost of recruiting by increase the average
time it takes to fill each job.
Job Compatibility QuestionnaireThe job compatibility questionnaire was developed to determine whether applicant
preferences for work match the characteristics of the job. The JCQ is designed to
collect the information on aspect of a job, which has bearing on employee
performance, absenteeism, and turnover and job satisfaction. The underlying
assumption of the JQC is that greater the compatibility between an the jobseeker, the
greater the profitability of employee effectiveness and longer the tenure. The JCQ is a
400- item instrument that measure job factors, which are related to performance,
satisfaction, turnover and absenteeism. Items cover the following job factors: task
requirement, physical environment, customer characteristics, peer characteristics, leader
characteristics, compensation preference, task variety, job autonomy, physical demands,
and work schedule.
RECRUIMENT PROCESS
As stated earlier, recruitment is the process of location, identifying, and attracting capable
applications for jobs available in an organization. Accordingly, the recruitment process
comprises the following five steps:

Recruitment planning;

Strategy Development;

Searching;

Screening;

Evaluation and Control.

Recruitment Planning: The first involved in the recruitment process is planning. Hire, planning involves to draft a
comprehensive job specification for the vacant position, outline its major and minor
responsibilities; the skills, experience and qualifications needed; grade and level of pay;
starting date; whether temporary or permanent; and mention of special condition, if
any, attached to the job to be filled.
Strategy Development:Once it is known how many with what qualification of candidates are required, the
next step involved in this regard is to device a suitable strategy for recruitment the
candidates in the organization. The strategic considerations to be considered may
include issues like whether to prepare the required candidates themselves or hire it
from outside, what type of recruitment method to be used, what geographical area be
considered, for searching the candidates, which source of recruitment to be practiced,
and what sequence of activities to be followed in recruiting candidates in the
organization.
Searching:This step involves attracting job seeders to the organization. There are broadly two sources
used to attract candidates. These are
Internal Sources
External Sources.
Screening:Through some view screening as the starting point of selection, we have considered it
as an integral part of recruitment. The reason being the selection process starts only
after the application have been screened and short listed. Let it be exemplified with an
example. In the Universities, application is invited for filling the post of Professors.
Application received in respond to invitation, i.e. advertisement are screened and short

listed on the basis of eligibility and suitability. Then, only the screened applicant are
invited for seminar presentation and personal interview. The selection process starts from
here, i.e., seminar presentation or interview. Job specification is invaluable n screening.
Applications are screened against the qualification, knowledge, skills, abilities, interest and
experience mentioned in the job specification. Those who do not qualify are straightway
eliminated from the selection process. The techniques used for screening candidates are vary
depending on the source of supply and method used for recruiting. Preliminary applications,
de-selections tests and screening interviews are common techniques used for screening the
candidates.

Evaluation and control:Given the considerable involved in the recruitment process, its evaluation and control is,
therefore, imperative. The costs generally incurred in a recruitment process include:

Salary of recruiters;

Cost of time spent for preparing job analysis, advertisement, etc;

Administrative expenses;

Cost of outsourcing or overtime while vacancies remain unfilled;

Cost incurred in recruiting unsuitable candidates.

In view of above, it is necessary for a prudent employed to try answering certain questions like:

Whether the recruitment methods are appropriate and valid?

Whether the recruitment process followed in the organization is effective at all or

not?

METHODS OF RECRUITMENT

Recruitment methods refer to the means by which an organization reaches to the potential
job seeker. It is important to mention that the recruitment methods are different from the
resources of recruitment. The major line of distinction between the two is that while the
former is the means of establishing links with the prospective candidates, the latter is
location where the prospective employees are available. Dunn and Stephen have broadly
classified methods of recruitment into three categories. These are;

Direct Method;

Indirect Method;
Third Party Method.
Brief descriptions of these are follows:
Direct Method:
In this method, the representatives of the organizations are sent to the potential candidates
in the educational and training institutes. They establish contacts with the candidates seeking
jobs. Person pursuing management, engineering, medical, etc. programmers are mostly
picked up the manner.
Sometimes, some employer firm establishes with professors and solicits information about
student with excellent academic records. Sending the recruiter to the conventions,
seminars, setting up exhibits at fairs and using mobile office to go to the desired
centers are some other methods used establish direct contact with the job seekers.
Indirect Method;

Indirect methods include advertisements in the newspaper, on the radio and television,
in professional journals, technical magazines, etc. this method is useful

When the organization does not find suitable candidates to be promoted to fill up the
higher posts,

When the organization want to reach out a vast territory, and

When organization wants to fill up scientific, professional and technical posts.

The experience suggests that the higher the position to be filled up in the organization, or
the skill sought by the sophisticated one, the more widely dispersed advertisement is likely
to be used to reach too many suitable candidates. Sometimes, many organizations go for
what referred to as blind advertisement in which only Box No. is given and the
identity of the organization is not disclosed. However, organizations with regional or
national repute do not usually use blind advertisements for obvious reasons.
While placing an advertisement to reach to the potential candidates, the following
three points need to borne in mind:
o To visualize the type of the applicant one is trying recruit;
o To write out a list of the advantages the job will offer;
o To decide where to run the advertisement , i.e., newspaper with local, state,
nation-wide and international reach or circulation.

Third Party Method:

These include the use of private employment agencies, management consultants,
professional bodies pr associations, employee referral or recommendation, voluntary
organization, trade banks, labor contractors, etc., to establish contact with the job seekers.

Now, a question arises; which particular method is to be used to recruit employee in the
organization? The answer to it is that it will depend on the policy of the particular firm, the
position of the labor supply, the government regulations in this regard and agreements
with labor organizations. Notwithstanding, the best recruitment method is to look first
within the organization.

EFFECTIVENESS OF RECRUIITMENT PROGRAMME

Though there has so far not been evolved any formula such that makes recruitment programme
necessitates having certain attributes such as:

A well defined recruitment policy

A proper organizational structure.

A well - laid down procedure for locating potential jobseekers

A suitable method and technique for tapping and utilizing these candidate

A continuous assessment of effectiveness of recruitment program and incorporation of

suitable modifications from time to improve the effectiveness of the program

An ethically sound fool-proof telling an applicant all about the job and its position,
the firm to enable the candidate to judiciously decide whether or not to apply and
join the firm, if selected.

SELECTION

MEANING AND DEFINITION

Selection is the process of picking individuals (out of the pool of job applicants)
with requisite qualifications and competence to fill jobs in the organization. A formal
definition of Selection is:-

 It is the process of differentiating between applicants in order to identify (and

here) those with a greater likelihood of success in a job.

Recruitment and selection are the two crucial in the HR process and are often used
interchangeably. There I, however, a fine distinction between the two steps. While recruitment
refers to the process of identifying and encouraging prospective employees to apply for jobs,
selection is concerned with picking the right candidates from the pool of applicants.
Recruitment is said to be positive in its approach as it seeks to attract as many candidates as
possible. Selection, on the other hand, is negative in its application in as it seeks to
eliminate as many unqualified applicants as possible in order to identify the right candidates.

ROLE OF SELECTION

The role of selection in an organizations effectiveness is crucial for at least, two reasons;
first, work performance depends on individuals. The best way to improve performance is to hire
people who have the competence and the willingness to work. Arguing from the employees
viewpoint, poor or inappropriate choice can be demoralizing to the individual concerned (who
finds himself or herself in the wrong job) and de-motivating to the rest of the workforce.
Effective selection, therefore, assumes greater relevance.
Second, cost incurred in recruiting and hiring personnel speaks about volumes of the
selection. Costs of wrong selection are greater.

STEPS IN SELECTION PROCESS

ORGANISATION FOR SELECTION

Until recently, the basic hiring process was performed in a rather unplanned manner in
many organizations. In some companies, each department screened and hired its own employees.
Many managers insisted upon selecting their own people because they were sure no one else
could choose employee for them as efficiently as they themselves could. Not anymore. Selection
is now centralized and is handled by the human resources department.

Ideally, a selection process involves mutual decision-making. The organization decides

whether or not to make a job offer and how attractive the offer should be. The candidate decides
whether or not organization and the fob offer fit his or her needs and goal. In reality, the
selection process is highly one-side. When the job market is extremely right, several
candidates will be applying for a position, and the organization will use a series of
screening devices to hire the candidates it feels is most suitable. When there is a shortage
of qualified workers, or when the candidate is a highly qualified executive or professional
who is being sought after by several organizations, the organizations will have to sweeten its
offer and come to a quicker decision.

NEW METHOD OF SELECTION

In recent years, HR specialists have found out new methods of selection. These approaches
are deemed to the alternatives to the traditional methods of selection.

Two intersecting alternatives are participative selection and employee leasing. Participative
selection that subordinates participates in the selection of their co-workers and supervisors. The
idea is that such participation will improve quality, increase support for the selected supervisors
and co-workers, and improve employee morale. In employee leasing, the client company leases
employees from a third part, not on a temporary basis, but rather ate leased as full-time, longterm help. An interesting feature of this method is that the client company need not perform
such personnel activities as hiring, compensation or record keeping. The advantages of
employee leasing are significant. The client is relived from many administrative burdens, as well
as the need to employ specialized personnel employees. Further, employees not recruited by
one client are sent to another client company for employment.

Chapter-03
The History of the Organization

Organization Profiles of PRAN RFL Group:

PRAN started its operation in 1981 as a processors fruit and vegetable in Bangladesh. Over the
years, the company has not only grown in stature but also contributed significantly to the overall
socio-economic development of the country.

PRAN is currently one of the most admired food & beverages brand among the millions of
people of Bangladesh and other 77 countries of the world where PRAN Products are regularly
being exported.

All the PRAN products are produced as per international standards maintaining highest level of
quality at every stages of its production process.

PRAN is currently producing more than 200 food products under 10 different categories i.e.
Juices, Drinks, Mineral Water, Bakery, Carbonated beverages, Snacks, Culinary, Confectionery,
Biscuits & Dairy. The company has adopted ISO 9001 as a guiding principle of its management
system. The company is complaint to HACCP & certified with HALAL which ensures only the
best quality products are reaches to the consumers table across the Globe.

2.1 Objectives of the PRAN-RFL Group:

Every organization has its go together with a set of objectives. Accordingly, PRAN-RFL group
has the following objectives. In fact, PRAN-RFL group is an exception in the sense that they not
only possess the objectives but also they do follow it to utmost.

Total commitment of the needs of the customers

Provide value and quality product to enrich lines and enhance business success of
customers.

Objective of PRAN-RFL Group is offering the state of the art and modern technology and
quality products to the people of Bangladesh.

Continuous improvement of all work process

Continuous update training of all the employees

Continuous improvement of all the employees

To retain the reputation of PRAN-RFL Group by fulfilling promises made to the

customers, employees.

2.2

Corporate Mission and Aim of the Group:

Our Corporate Mission:

POVERTY AND HUNGER ARE CURSES

Our Aim:
TO GENERATE EMPLOYMENT & EARN DIGNITY AND SELF-RESPECT FOR OUR
COMPATRIOTS THROUGH PROFITABLE ENTERPRISES

2.3

Vision:

PRAN-RFL Groups vision is to be a leader as a consumer product provider in Bangladesh and

abroad.

The Corporate Values of PRAN-RFL Group

Consumer Care
We view our consumers as our king and us as their laypeople. Our consumers have given us
such success for so long years. So, we care about our consumers. Consumers care is the process
by which we endorse consumers satisfaction and moreover, loyalty. Primarily, it grips managing
communication with consumer particularly consumers questions and complaints and resolving
disputes amicably. The eventual goal of our consumers care program is to build long-term
relationships with our consumers. To meet this goal, we will go to great lengths to build a strong
reputation for lavishing our consumers with special services, discounts, gifts, or other benefits.
Its our great honor to communicate with our consumers. So, we humbly request our consumers
to feel free to communicate with us regarding following issues:

Complaint for our products

Price information

Benefits of products

Comments for products

And any other issues

Objectives that we seek through our consumers care are:

To create a culture of customer focus

To receive complaints from our consumers on product related matters

To achieve customer satisfaction

To create rapport and loyalty

We provide the easiest way of communication as we care valuable time of our consumers.
Consumers can communicate with us through:
Cell Phone: 01912-XXXXXX (During 8 A.M. to 8 P.M.) Through our web mail

Supplier Care

Our native farmer is our supplier. We collect major portions of our raw materials from them. We
give values to their activities. Most of our farmers were deprived of getting proper price for their
produces. We help them to overcome this situation by practicing contract farming. We are the
pioneer and largest contract manufacturer in Bangladesh. We care our suppliers in the following
ways:

By providing them good seeds, fertilizers, insecticides, etc

By providing financial supports,

By providing proper information about what to produce more and what to produce less,

By collection their produces in right time and storing them,

By collecting raw materials from them directly and saving them from middle men,

By creating a huge demand of our farmers produces both in nationally and globally,

By ensuring proper price for their produces

Employee Care
Our employees are our best resources. We give values to our employees creativity and
innovation. Our culture begins with our four values that drive everything we do: Integrity,
Continuous Innovation, Involvement and self-respect. We help our employee grow. We give
them proper training and development. We encourage employees to ask questions and make
suggestions that they think better.

We are the one amongst fewest in Bangladesh who has a culture of profit sharing management.
Our employees are dedicated to the success of our business. We treat our employee as a core
resources and family member

Trade Care
Our trade partners are our great support. Through them, we reach to our ultimate consumers.
They provide support to all our promotional activities and merchandising program. We care for
our trade partner.
Now, we have a customer care wing to listen to them. We aim to build a strong long term
business relationship by taking them through the journey of relationship disposition funnel and
expect them to become our Advocates in our Business.
We care about their needs in the following ways:

By giving product in right price, right quality, at right time and trade benefit

By giving them special service like upcoming demand trends,

By giving the sample products,

By giving them promotional sales competition,

By giving product replacement opportunity for any damaged or expired product

Moreover, at distributors business area, we arrange TRADE MEET where we give them proper
training about how to handle their demand and supply management in their area.

We recently have started PCC (PRAN Customer Care) where our trade partners can talk
directly by making phone call to a unique number: 0191X-XXXXXX. We will support them in
the following ways:

By listening to product complaints,

By providing information about price of product,

By giving information about address of dealer point,

By giving proper solution for any unwanted situation associated to our business.

2.4

Theme:

Always provides quality products to the customer.

2.5

Quality Policy:

PRAN-RFL Group is committed to achieving leadership in customer satisfaction by continually

improving its process, products and services to ensure they consistently exceed customers
requirements. PRAN-RFL Group will develop and implement technology and provide quality
consumer product in Bangladesh and abroad. Above 72 countries they export consumer product
and earn more foreign currency per month, which is equal of sale in the country per year.

AGRICULTURAL MARKETING CO LTD

QUALITY POLICY

IT IS THE POLICY OF AGRICULTURAL MARKETING COMPANY LIMITED TO MARKET

PRODUCTS OF CONSISTENT QUALITY AT HOME & ABROAD AS PER WORLD
STANDARDS

PRODUCED

HYGIENICALLY

IN

ACCORDANCE

WITH

GOOD

MANUFACTURING PRACTICES IN STATE-OF-THE-ART PLANTS & PROCESSES, PACKED

IN APPROPRIATE PACKAGING AND REMAIN COMMITTED TO THESE OBJECTIVES AT
ALL TIMES.

AMCL HAS ADOPTED ISO-9001 AS THE MODEL FOR ITS QUALITY MANAGEMENT
SYSTEM.

ACCORDINGLY

INSTRUCTIONS

HAS

BEEN

DOCUMENTED
ESTABLISHED

SYSTEM

OF

THROUGHOUT

PROCEDURES
THE

AND

ORGANISATION

DEFINING BUSINESS PROCESSES, RESPONSIBILITIES AND AUTHORITIES.

MANAGEMENT IS COMMITTED TO PROVIDING THE RESOURCES AND CREATING AN

ENVIRONMENT IN WHICH EACH EMPLOYEE CAN CONTRIBUTE HIS/HER SKILLS,
TALENTS AND IDEAS IN A NEVER-ENDING PROCESS OF IMPROVEMENT AND
INNOVATION IN ALL ASPECTS OF BUSINESS.

Quality Policy

Rangpur Foundry Limited (RFL) is committed to achieving highest level of

customer satisfaction by continuous improvement of human resources in
production and marketing of plastic products, especially garments accessories like
HANGERS, etc. through compliance of international standards of quality
management system.

2.6 History of the Group:

We in Bangladesh are blessed with a climate ideally suited to agriculture, specially fruits and
vegetables-rich in taste and flavor: sweet, mellow and juicy.
Our deltaic plains are among the most fertile in the world created and drained by the mighty
rivers-the Padma, Jamuna & Meghna. There is plenty of water.
And farming is a way of life to our people.
Our comparative advantage as an economy lies in agriculture. We believe the way to economic
prosperity is through agro-business.
PRAN is in testimony to our convictions.
P

PROGRAMME for

RURAL

ADVANCEMENT

NATIONALLY

PROGRAMME FOR RURAL ADVANCEMENT NATIONALLY

cMwZ icvqb AMYx bev`g

PRAN is Bangladeshs largest grower and processor of fruits and vegetables. Our contract
growers cultivate the choicest fruits and vegetables which are processed in our modern and
hygienic factories to highest quality & international standards.

Organogram:

QMS Achievements: Here there are some of the achievements:

3.1 Human resource division:

The Human Resource division is an important division of the PRAN-RFL Group. This division
plays a vital role in the total functioning of the group. In the group, this department has a
separate building and it functions very smoothly. In the department, the wings are recruitment
and selection, training and development, personnel (compensation), organization development
(HR Planning), and quality management system (QMS)
Let us have a look at the graph;

CS: HR Department

Chief HRM
Chief Recruitment Officer
(CRO)
OD-M
Personal Wing

QMS-M

Training Wing

Recruitment Wing

Sales training, Management Training

SLM

GMgt

Tech

Low skilled

Sales & Mgt

Objectives of the Human Resource Department

PRAN-RFL group is proud that each of its units is endowed with its objectives and every
department is well reviewed and previewed whether the set of objectives is well achieved and
facilitated. Accordingly, the HRM department has got some objectives. This department has the
following objectives:

To ensure the optimum use of human resources

To provide future human resources needs of the enterprise

To help to create a safe, healthy and attractive working environment

To develop managerial competency and help creation of condition in which employees

contributes to the best of their abilities

To develop of mutual respect & trust between management & employees

To enhance staff morale

To contribute to achieve organizational effectiveness & productivity

To perform in line with organizational needs and goals

To assist in achieving staffs personal and professional objective

3.2 Basic functions of different wings:

It

has already been mentioned that the human resource department is consisted of the following
functions
1. Recruitment and Selection
2. Training and Development
3. Personnel (Compensation)
4. Organization Development (HR Planning)
5. Quality Management System (QMS)

Recruitment and Selection Wing

The Basic functions of this wing are:

Develop method & Strategy for recruitment process

Develop method & Strategy for selection process

Conduct the recruitment & selection process

Making employment offer

Ensure the probable best fit for person-job & person-organization

In broader aspect, this wing does the followings

Give advertisements in the daily newspaper and job sites.

Receive applications and file them

Shortlist the candidates

Fix the date and time of a preliminary interview

Contact with the applicants and inform them about the interview and written test over
telephone

Fix further date and time for final interview if it is required and inform the interview
accordingly

Prepare an appointment letter for the finally selected interview.

Give appointment to the person with a detailed job description and job specification.

Personnel Wing

Make Appointment & confirmation

Posting, Transfer, Promotion, Termination, Resignation & Separation

Taking Disciplinary action as per instruction

Compensation and benefits

Payroll preparation

Calculation of Bonus, deduction & incentives & leave encashment

Attendance and leave record

Make Annual appraisal

Training and Development Wing

Assess Training need of the Group and develop training strategy

Prepare lesson plan and training module

Arrange training in all areas including General Management, Sales, Factory staff
etc.

Conduct training classes

Obtain Training feedback, and analyze result

In more specific sense, it has the following functions:

Assess training need of the group

Prepare training calendar

Preparation of training schedule

Develop lesson plan or lesson note

Arrange Sales and Management (General) Training

Arrange Factory based training

Also arrange need based training

Conduct training classes

Prepare training budget

Provide distributors certificates

Quality Management System (QMS) Wing

Develop and revision of policy regarding ISO/HACCP/HALAL with the direction

of management

Follow-up-works of ISO/HACCP/HALAL

Maintain ISO/ HACCP/ HALAL related documents

Conduct ISO internal audit & review process

Internship management

Organization Development (HR Planning)

Improve the performance of individuals, teams &total organization.

Furnish & Preserve Organizational/departmental diagram, functional flowchart & Job

Description.

Formulate innovative organizational development strategy.

Review company policy if required

Employee performance appraisal criteria:

Performance appraisal is any personal decision that influences the status of the employee
regarding his confirmation, increment, promotion and transfer.
PRAN-RFL Groups employee performance appraisal criteria

Professional knowledge, commitment to work

Quantity of work

Skill

Dependability

Attitude

loyalty

Creativity

Initiative

Emotional maturity

Commitment towards service rules

Discipline

Leave Management
This is an important function. HR has opened a leave management database to obtain current
leave status for all the employees of PRAN-RFL Group. It provides employees information of
their status when it is necessary. HR management also deals with some personal functions like
show cause, termination, dismissal, discharge and resignation. It also issues circular as and
when required. This department also conducts department inquiry and all other functions
related to HR.

Human Resources Management Information System (HR-MIS)

This plays a very crucial role in the functioning of PRAN-RFL Group. This is a very flexible and
open department, as it always has to gather and store current and exact data and information
regarding employee and the organization.
The functions include:

Maintaining and updating of employee database

Maintain employee related different statistics

Any other work which requires updating employee data

Human Resource Planning

HRP that is; Human Resource Planning is one of the most important elements in a successful
human resource management program. In fact, it is a process by which an organization ensures
that it has the right number and kinds of people, at the right place, at the right time, capable of
effectively and efficiently completing those tasks that will help the organization achieve its
competitive advantage.
PRAN-RFL Group wants to grow day-by-day for best employment. For this reason, PRAN-RFL
Group has a very strong human resource planning
PRAN-RFL Groups performance depends on the quality and commitment of its people.
Accordingly, the companys stated strategy is to attract, retain and motivate the very best people
and therefore PRAN-RFL Group is always conscious about human resource planning.
In a word, PRAN-RFL Groups focal view is to place the right person into the right position. The
great thing here is that Human Resource Planning starts from the beginning of each year
according to other organizational plan and budget. Each department is required to submit their
month wise recruitment and selection plan to the Human Resource. According to that strategy,
HR will plan upcoming recruitment and selection plan.

Concomitantly, the department stays on its tiptoe to serve any emergency consideration. On the
one side, the department makes plans on the basis of the plans and needs of the other
departments and on the another side, the department is alert and active enough to support any
vacancy raised due to urgent reason.
The following factors are included in the overall plan:

Manpower Requisition: Respective Division/Department Heads will inform the HR

department head and the head then transfers it to the recruitment and selection wing. The
HoDs are to do it basing on the HR planning of the organization and simultaneously; after
obtaining necessary approvals from the CEO or Deputy Managing Director.

Job Analysis: PRAN-RFL Group plans an effective job analysis so that the applicant or
employee can easily understand the job criteria, responsibilities and employee incentives
benefits and other facilities. Applicant can also easily understand the job specification. A
sound job analysis gives good support to the HRD.

Recruitment and placement process: The HR planning includes the most possible ways
the right person can be recruited in the right position.

Training and development process: Training and development process involves training
module design, training center or location set up, employee development formulation.

Performance appraisal process: Development of employee performance evaluation,

standards and assessing the employees actual performance and relative to their standards.

Compensation and pay plan: To the entry level or fresh candidates, to pay seven or
eight thousand. To retain the best and talent employees the better compensation and
handsome salary are planned in a well manner. The competitive advantage and pay
package are designed for the employees with this pay package the benefits are also
included.

Employee relation and team building: The Human Resource Department always tries
to build a better employee relation as well as effective team building. This helps to
achieve the overall goal of the organization.

Nature of my job:

After I had gone to PRAN-RFL group, I was placed in the recruitment wing of human resources
department. In this wing, I had to do a lot of tasks every day.
My work included

To collect CVs for recruitment and selection

To sort external CVs coming by post (I collected three thousand CVs)

To contact the candidates for fixing the interview schedules

To check the scripts of the written exam tests

To arrange the interviews

THE RECRUITMENT
AND
SELECTION
PRACTICES
OF
PRAN-RFL GROUP

PRAN-RFL Group recruitment and selection policy

An effective recruitment and selection process requires a well set of recruitment and selection
policies. As a big organization, PRAN-RFL Group also has a distinctive set of policies.
Recruitment and selection policies are simple. But the implication of these policies can be far
reaching and far-sighted
PRAN-RFL Group recruitment and selection policies are given below:

PRAN-RFL Group recruitment policy is to hire the right kind of people at the right place,
selecting them through an effective process from a pool of candidates in the job market.

PRAN-RFL Group recruitment and selection policy does not allow any favor or
preferential treatment to anyone.

Any person who has contract with any other company cannot be hired under any type of
contract.

The recruitment and selection department of PRAN-RFL Group has the freedom from all
political and other pressures.

Anyone who is under 18 years of age cannot be hired as an employee under regular,
temporary and part-time contract.

The status of employment can be changed from contract to regular and regular to contract
depending on the situations arising from performance or need.

The competency and high quality performance of the whole organization shall be ensured
by the effective recruitment and selection.

PRAN-RFL Group follows the above policies in the time of human resource planning and
recruiting new employees.

Recruitment and selection process, in brief

Recruitment and selection process undergoes the policies that are already mentioned.

Recruitment and selection process of PRAN-RFL Group is carried in the following ways:

Find out the Vacancy/ Create Vacancy: When vacancy is created or found out from a
particular department, the respective departments send a requisition to the HR department
for the procedural advancement.

Give advertisements in the daily newspaper and popular job sites: The job openings
shall be circulated in the national daily newspapers or popular sites like
www.bdjobs.com. Candidates can also apply through the official website of PRAN-RFL
Group by registering.

Receive applications and file them: Applications are submitted to the Manager of HR.
Applications are collected and filed by the recruitment wing of HR.

Short list of the candidates: The concerned division/department and HR department will
short list the candidates according to the policies.

Fix the date and time of a preliminary interview: After short listing, the time of a
preliminary interview is to be set.

Contact with the applicants and inform them about the interview over telephone or
SMS: After setting the preliminary interview time, applicants are informed by telephone
or Short Message Service (SMS) of mobile phones

Fix further date and time for final interview if it is required and informs the
interviewee accordingly: In the process of selection, more than one interview; usually
two are held. Candidates who pass the screening interview are called for the written test.
After crossing this hurdle, the candidate is invited for the second or final interview. In
this interview, the candidate is asked questions not only from the bookish gatherings but
also from his or her personal creativity and knowledge. Even, in this viva-voce, the
candidate is asked about the expectation of salary. That is to say; a negotiation process
takes place here. But it is to be remembered that the negotiation process starts only when
the candidate can satisfy the interviewer well with his or her performance.

Prepare and give appointment to the finally selected interviewee with a detailed job
description: Candidate who fulfills all the criteria for the job is offered an appointment
letter with detailed job description. At the same time, he is advised to contact the
personnel department to undergo the joining activities. There he or she is given a joining
letter to be signed and given some instructions on how to open a bank account to collect
the salary. Then immediately after the recruitment and selection, a separate employee file
is opened comprising of all the relevant information of the particular employee. This
personal file is prepared, maintained and updated by the HRD. In fact, one of the main
responsibilities of HRD is the updating of all the files of the employees.

Recruitment sources

There are two sources from which recruitment is facilitated. Recruitment may be either from the
internal source that is within the organization or from the external job market.
Internal source:
Internal source is a very important source. For encouraging the internal candidates, job vacancies
in the PRAN-RFL Group are advertised through internal notices to all company employees.
Recruitment from the internal source is done through promotion or delegating individuals with
new assignments.
In the case of internal sourcing, HR along with concerned Division or Department will identify
prospective candidates on the basis of individual capability matching with Competency/Role
profile and will conduct appropriate tests to select the most suited person.
The process of internal sourcing

Vacancy Found: When a vacancy is found in a particular position, the first thing that the
HR does is that they look for an appropriate person to fill in the vacancy.

Matching Capabilities: Later, the HR department seeks for matching the capabilities the
targeted person has and the post requires.

Offering the Person: Next, the targeted parson is called at a meeting to discuss
comprehensively whether he is ready or not. If he is found enthusiastic, he is offered the
post in form of promotion.

Placing: In this stage, the person is placed with the appropriate job description of the post
he is going to hold.

External sources:
In addition to looking internally for candidates, organizations mostly open up recruiting efforts to
the external community. In PRAN-RFL Group recruitment from external sources undergoes the
following process-

Executive search: Executive search firms are used for searching senior managers and
higher positions.

Web sites: The Company tends to use its web site as an external source of recruitment. In
this site, an application form is provided for the interested candidates to fill in. When the
organization needs to fill in some vacancies, the HR officers log on to here and sort some
CVs and contact the qualified the people.

Advertisements: Advertisements in the national daily and jobsites for managers and
lower level position are published. In some cases, the job sites on internet are used only.
It is done because the organization needs the people who are well aware of internet and
outsides.

Words of Mouth: Sometimes, it is seen that the HR officers are sending the mails to
their familiar people within and outside the organization. They do it when they need a
bunch of people within a short time. When they send the mails, they mention there that
the candidates are going to be recruited on an emergency basis. So, if someone has
anyone interested to do the proposed job, he or she can let the candidates contact the HR.

Job Fair: PRAN-RFL group also recruits people sometimes from job fairs held in
different universities or places. It is well recognized that this group is the biggest recruiter
in the job fair.

In the case of external sourcing following sources are used:

When an organization wishes to tell the people it has a vacancy, advertisement is one of
the most popular methods used. Advertisement in the Newspaper will be posted on the
national dailies. Advertisement texts must be in the prescribed and approved format of the
company.

PRAN-RFL Group website or other popular job sites may also be utilized for advertising
job vacancy of the company.

Employee referrals: Employee referrals may be collected through circulation of

advertisement to all employees. The advantage of employee referrals includes access to
individual who possesses specific skills and knowledge. It has also a disadvantage. It can
lead to preferential treatment to a wrong candidate.

Other sources:
There are also other sources depending on the circumstances professional employment agencies,
notice boards of technical universities like BUET/KUET/CUET/RUET, other universities like
DU/IBA/NSU etc and journals may be chosen for attracting applicants against job openings. This
source is very effective in selecting qualified candidates.
** In some special cases, the CEO and DMD recruit some people to whom they come in close
contact personally. It follows necessarily that they tend to recruit the foreign candidates in this
way.

3.10.1 Recruitment cycle:

There is a recruitment cycle begins with requisition. Human Resources Division takes maximum
27 days to complete the recruitment process. The breakdown of the 27 days as follow:

Requisition
7 days

Appointment letter
1 day

Advertisement
10 days

Medical check
1 day

Short listing screening

2 days

Reference check
1 day

Interview written test

4 days

Compilation and
Approval 1 day

3.10.2 The Selection Activities:

The selection activities begin after the requisition is given by the heads of different division and
advertisements are published announcing a vacancy in the organization. In the recruitment Cycle,
the rest of the 27 days go in selection activities. That means after deducting 7 days for requisition
and 10 days for advertisement from 10 days. Selection activities follow a standard pattern.

Failed to meet minimum requirement

Initial Screening
Passed

Failed Test

Employment test/
Preliminary
Interview
Passed

Failed to impress interviewer

or meet job expectation

Comprehensive
Interview
Passed

Problem encountered
Reference Check
Reject Applicant

Passed
Unable to do essential elements of job

Medical
Examination
If required
Passed
Final job offer

Screening of Candidates:
Following the circulation of job vacancy, concerned Divisional/Department head and HR
division will scrutinize the applications and arrange written tests where applicable:
At the time of screening, the following criteria are followed:

Executive position: For the executive position, the candidate must have a master degree.
In some cases, the candidates having masters degree only in the business field are
considered. Even, the candidates who have completed masters from general side and
later completed MBA are not offered some posts. In this case, the candidates who have
graduation and post graduation in business are offered the posts.

Executive and above: For executive and above, the experience plays the most vital role.
At the same time, the academic background is also taken into consideration. In this case,
the candidates must have at least 2nd class in all academic levels. However, in case of
competent candidates with strong experience in the relevant fields, such educational
qualifications may be relaxed.

Non-executive Permanent Employment: For non-executive permanent employees,

minimum educational recruitment is HSC. At the same time, the personal traits are also
examined in the screening test. Here, the candidates; seeming to be self motivated,
physically strong and with good eye sight are eligible.

For Non Executive Contractual Employment: For Non-Executive contractual

employees, minimum educational requirement is class eight pass. And they get daily
basis salary. Here, they are called wage worker.

Selection criteria:
HR

will

decide

the

selection

criteria

in

accordance

with

the

concerned

Division/Department/Supervisor. PRAN-RFL Group recruits people undergoing a very good

system.
The following selection methods for recruitment are used in PRAN-RFL Group:

Screening test
Interview
Paper checking
Testing outlook

Writing ability/aptitude test

Oral interview-structured competency based

Psychometric test for general managers, managers and above

Written test:

The most common and important method to assess applicants capability is through written tests.
HRM department encodes the papers of written tests scripts to prevent subjectivity during
examining the papers. This is more important when internal and external candidates sit for the
same test.

HRM department must set questions by taking inputs from interviews panel. Questions should
set relevant to the positions along with general questions. Like junior executive level, set the
question here including general knowledge, intelligence question, specialized question, which is
needed in the department based.
On the other side, management trainee level then set the question where including general
knowledge question, intelligence question; it is also needed in the department based.
But the senior level, the question, is very much different. Here no other test only psychometric
test is given.
Final questions should be prepared by Assistant Manager, Sub Assistant Manager and make copy
just before test.
Minimum two persons from different units including the line manager to ensure fitness should
examine the answer scripts. Generally, questions should be on core business, on management
related issues and job specifics.

Oral interview:

For the oral interview, competency based structured interview will be conducted. The standard
interview Assessment form along with probing questions will be supplied by HR division.
Position specific structured interview with necessary proving question and assessment form can
also be developed / used.
The oral interview may take place in different phases according to the decision of HR division
and concerned division / department and on the basis of position.

Preliminary interview conducted by the respective immediate manager, assistant

manager also sub-assistant manager.

Second interview conducted by director along with the respective divisional /

departmental heads

If the recruitment is for any key position / GM, AGM, Manager above level a final
interview must be conducted with the director, CEO.

Final Selection

Once the final incumbent is selected, HR Division (Compensation & benefit) will initiate the
compensation plan and will make offer / process the appointment formalities.
Reference check may be conducted by HR division upon acceptance of offer. Subject to
satisfactory response joining will be accepted.
The selected candidate must undergo a medical checkup and subject to satisfactory medical
report formal appointment letter will be issued.

Re-employment
Re-employment is not encouraged by PRAN- RFL Group. However for highly competent
candidates exceptions can be made subject to the approval of the Director and the CEO.

Recruitment of contractual and others

This policy governs the appointment of individuals on contract / caused basis and through third
party service providers. Prior to process the employment on the above category, the division /
department concerned must obtain requisition must contain the job specification with
justification of the need along with the period.

Recruitment scenario of PRAN-RFL Group

Based on the HR planning, the Divisional Head of Management trainee informs HR on personnel
requirement for the month of January which is approval from the director and department head.
These requisitions are given with the job description and job requirement.
Table: 1 Recruitment Requisition.
Division

Month

No.

of Name of Position

Position
Management
(General)

Trainee January

10

MT-Chemical
MT-Civil
MT-Dairy
MT-QC
MT-Management
MT-Finance
MT-Marketing
MT-Accounts

(Internal

Auditor).
Veterinary officer.
Public Relation officer.

For these requisitions advertisement are given in the daily newspaper and bdjobs, which is a
popular jobsite. Applications are submitted in the HR Department are collected and scrutinized.
The applications then short listed.
Requisition by the divisional heads must contain job description and requirement. According to
these description and requirement HR prepared advertisement. As discussed curlier for executive
position candidate must be at least masters degree, for executive and above level, candidate must
have at least 2nd class in all academic level etc.

Chapter- 04
Analysis and Findings

SWOT Analysis of Recruitment and Selection Practices in PRAN-RFL Group

It is well known that SWOT analysis is the comparative study among the strength, weakness,
opportunity and threats of a particular organization. The strength and the weakness refer to the
internal factors of the organization and the opportunity and threats refer to the external factors of
the organization. If an organization can do its SWOT analysis well, the organization doesnt tend
to fall short anywhere.
Basing on the study of PRAN-RFL Group, I have tried to have a SWOT analysis on the basis of
recruitment and selection practices of the group.

In the following, the whole thing understood by me is presented.

Strengths:

Good reputation: During the study, I have found that a rush of CV is coming against a
particular post. In some cases, it is found that I have received I have 100 CVs for a single
post. From this perspective, it can be said that the organization has a good reputation in
the job market. For this reason, the organization gets an opportunity to choose from the
lots of alternatives. This is certainly strength of the organization.

Strong Technology: Strength of the organization is that it has a strong technology to

maintain the recruitment and selection practices. All the procedures of the organization
are well maintained by technological support. This is termed as a great strength.

Effective Human Resource Plan: The human resource plan is very effective and
insightful. The plans are well executed and reviewed comprehensively.

Quality Top Management: The top management of the organization tends to be built on
quality. The top priority of the top management is one and that is quality. Even, the top
management of the organization well qualified. This is very great strength of the
organization.

Qualified Employee: The qualified employees are a great strength of the organization.
Here, at any level of administrative posts, the minimum qualification is Masters. For this
reason, all the employees in the head office are university graduates.

Expertise and Experience of Parent Company: The parent company was established in
1981; meaning it has been about 30 years since it started its operation. In this long
journey, the company has bagged a massive experience into its store. So, the company
can use the experience and expertise gained from this long experience in its recruitment
and selection procedures.

Great Number of Sister Concern: The company has the strength that it is consisted of
so many sister companies. As it has so many options, it can recruit so many people at a
time. It gives the organization a greater strength.

Strong Team Work: The greatest strength of the organization is that the recruitment and
selection team here work in a synchronized way and in team. Their team activities are
very strong.

Weakness:

Poor Looking HR Building: The HRM building is supposed to look fantastic and
colorful. But in the PRAN-RFL Group, the HRM building is not that much fashionable.

For this reason, the highly ambitious candidates come to sit for the tests but after the
seeing the environment, they do not want to join here. The candidates from the foreign
universities and top class public and private universities tend to do this. This is termed as
a weakness.

Shortage of Exam Halls: The focal weakness of this organization is that the building
doesnt have good support of exam halls. When the recruitment team plans to recruit the
sales representatives in larger number, they cant do it. This doesnt happen because they
dont have good support of exam halls.

Website Is Not Updated: The last but not the least weakness of the organization is that
though the technology team is very strong here, their website is well updated as much as
it should be. For this reason, the interested candidates fall short of information prior to
coming here in the organization.

Absence of Central Interview Body: In the organization, there is no central interview

board that is supposed to have the interview and select a candidate for a particular post.
Very often it is seen that a candidate is to undergo several interviews owing to the
absence of a central committee for interviewing. When a candidate passes the primary
stages of screening and written tests, he or she is called for the final interview with the
director of the particular department. But when the particular wing of that department is
informed of the recruitment, the chief of the wing procrastinates showing the reason that
he wants to see the candidate again. In this way, the total process takes a long time and
the candidate has to come and go several times.

Lack of Waiting Room: The most embarrassing weakness of the recruitment and
selection department is that it has no waiting room of its own. For this reason, when the
candidates come to sit for an exam, they are to keep standing very often outside the
office. It creates a very bad impression of the organization.

Opportunities:

Want of Jobs in the Public Sector: A greater demand of jobs found due to the gaps in
the public sector creates an opportunity for this company. As the population grows, the
demand for jobs grows. To meet up this demand, the public sector is really unable. For
the reason, PRAN-RFL group is getting the opportunity to fill in the vacant posts with
more qualified candidates.

Changing Mentality of the New Entrants: The new entrants into the job market are a
bit changed now. They have a tendency that the public jobs are not smart, fashionable and
lucrative. To them, the public jobs are a bit like the classical old schools with little
amenity of modern life. So, they move to getting the private jobs like in the PRAN-RFL
Group.

Absence of the Same Level Company: PRAN-RFL group enjoys an opportunity that
there is no same level company in the country right now. Even, the company with the
same business is not as big as it is now. This factor is helping the organization a lot.
Another thing is that the main competitors have congested the product line these days.
For this reason, the company sees the better days.

Threats:

Increasing Number of Companies: The increasing number of companies in the country

poses a greater threat to the PRAN-RFL group. As the number of companies is growing,
the job market is becoming more and more open and competitive. In this backdrop, the
candidates are getting a lot of options to find the jobs. So, whenever they want, they are

getting the scope to switch over another job. Hence, with so many alternatives present in
the job market, the company finds it really threatening to retain the best employees it has
and to recruit the best candidates it can have.

Misconception of Candidates: During the study, I found that many of the candidates of
the candidates have a misconception about the PRAN-RFL group. Even, this
misconception is accelerated by its envious competitors. Though the group doesnt many
things to do about the misconception among the candidates, it is posing a greater threat to
the good will of the company.

Lucrative Offers of the MNCs: The MNCs existing in the country are offering a
handsome salary at the very outset. Say for example; if a well qualified joins NESTLE or
GRAMEEN PHNOE, he or she is offered minimum 25000- 30000 BDT, but in this
organization, the new entrant is offered 8000- 12000 BDT. The amount it offers may not
be a question but when the candidates get better offers, they never tend to join here. This
is supposed to create a talent gap in the organization.

Recession in the Economy: The silent economic recession is also threatening the smooth
functioning of the recruitment and selection policies of the organization. When the
organization cannot provide the increment to the existing employees; how can it offer a
handsome salary package to the new entrants? Thus the economic recession poses a
greater threat to the recruitment and selection practices of this group.

Better Working Environment in Other Companies: The better working environment

in other companies of the country poses a serious threat the organization. As the days go
by, the companies are trying to be converted into MNC. With this vision in the back of
mind, the companies are very enthusiastic to modernize their environment every day. In
this process, the companies are trying to be more furnished with newer technologies and
IT facilities. This type of situations creates a comprehensive external threat to the
company.

Findings of the Study

The findings of the study are as follows:

The recruitment and selection practices of the PRAN-RFL Group are suffering from
internal and external pressures. As a result, the HRD of the PRAN-RFL Group cannot
recruit and select the best candidates to fill-up the vacant position of the organization.

The manager of the PRAN-RFL Group cannot conduct an ideal recruitment and selection
program due to the existence of old and classical styles. That is why, disqualified
candidates can get the chance to submit their CVs in the organization and it creates
problems on the activities of HR Department.

The HR Department of the PRAN-RFL Group always takes employee referrals for
recruiting and selecting the right candidates to fill-up the vacant position of the
organization. As they put a lot of importance on the referrals, they most often fail to
locate the right candidates for the right job.

The recruitment and selection policies of this organization are not well organized in some
cases. For this reason, some problems always take place in the course of recruitment and
selection.

There is no waiting room for the waiting candidates in the building

There is no central interview board in the organization.

There is no complain box in which the outgoing candidates can give their feedback.

The recruitment and selection policy of this company is not up-to-date.

The recruitment policies are not updated as proactively and timely as demanded.

Chapter- 05
Recommendations and Conclusion

Recommendations
The following recommendations will help the HR manager of PRAN-RFL Group to overcome
the problems involved with existing recruitment and selection practices of this company:

The HR manager of the PRAN-RFL Group should have the ability to take the right
decision under the internal and external pressures and must be very cautious to select the
most qualified candidates for the betterment of the company.

The HR manager of this company should try to conduct an ideal recruitment and
selection program. Because it encourages the qualified candidates to submit their CVs in
the organization and discourages the disqualified candidates to submit their CVs in the
organization. As a result, on the one hand, the manager may fill-up the vacant positions
with the most qualified candidates and on the other hand, the manager may reduce the
hassles of the HR Department.

The HR Manager should take a comprehensive initiative to make all the recruitment and
selection policies well organized and clearly defined. He should also take some steps to
have a survey over the competitive companies to understand the gap between what
PRAN-RFL is and what the other companies are.

The HR Department of the company should form some committees assigned with
respective duties. Say for example; one committee will be responsible for planning; one
for advertising; one for interviewing; and the other for this kind of jobs. If this can be
done, the recruitment and selection wing is very likely to conduct a standard recruitment
and selection program. This committee should be capable of selecting the most qualified
candidates for filling the vacant positions of the organization.

The HR manager of this company should be very active and alert to make all the policies
up-to-date so that the manager can smoothly overcome the problems relating to
recruitment and selection practices.

The HR manager should also have a comprehensive follow up of the policies and
practices to ensure that all the things are going alright.

The HR manager should arrange weekly meetings participated by all the officials of the
recruitment wing. In the meeting, all the officials should be made to talk over the issues
they face frequently. If some problems are found, a prompt action should be taken in line
with policy of the total management. Even if there is no problem, the HR manager should
motivate the employees regarding how to better the total system.

The recruitment wing should set a complain box at the entrance; by doing this, the wing
can listen to the expectation of candidates. In line with this, if they can act, the total
scenario is sure to change.

The HR manager should take immediate and comprehensive step to form a central
interview board so that the hazards in the course of recruitment and selection can be
minimized. He should do it to optimize the organizational prestige among the new
entrants.

The recruitment and selection wing should arrange a special waiting room furnished with
sitting furniture and other living facilities. In the room, they can set some posters to
enhance the beauty of the rooms and to create an aesthetic sense among the waiters.

The HR manager should be very alert to keep the policies up to date in line with the
changes in the modern world of business. In fact, the business world is changing fast;
even faster than we can imagine. So, the manager should stay connected with the outside
world to make it sure that all the policies followed in the organization are based on what
are the newest.

Conclusion
The project called HRM PRACTICES OF PRAN-RFL GROUP WITH A SPECIAL
REFRENCE TO RECRUITMENT AND SELECTION is assigned by the organization. During
developing this project, I have gathered a cargo of experiences which, I believe strongly, will be
a very valuable resource in my practical life in future.
Recruiting and Selecting are a unique process of discovering potential candidates for actual and
anticipated organizational vacancies. From another perspective, it is a linking activity that brings
those with jobs to fill and those seeking jobs together. The success of recruiting and selecting
also needs cooperation of the department in which a position is vacant. They must give the
description and specification of the job for which a person will be hired. At the same time, HR
also needs to analyze the nature of that job. The effective analysis will lead to an effective
advertisement that will attract the qualified and discourage the disqualified.
Timely requisition is also very important; simultaneously the HR needs continuous monitoring
for the upcoming vacant positions in every department. As retention of employees has become
the greatest challenge of an organization, the recruiters have to be careful enough and visionary
to select people so that the new entrant can be retained for a long time; fitting in the best position
he or she deserves. It is a common scenario that every, large or small, multinational company
controls its huge number of employees through HRD. In line with that, organizations throughout
the world are quickly changing and improving the quality.
In this backdrop now-a-days, the role of HRD has become very important and to say frankly the
most integral part of an organization.
The Human Resource Department of PRAN-RFL Group is strong, supportive to its employees.
Concomitantly, the HRD coordinate the other department in an effective way so that the
organization goals can be achieved optimally.
In fine, PRAN-RFL Group recruitment and selection effort by HRD is really ideal. This ideal
recruitment and selection effort brings in a satisfactory number of qualified applicants by dint of

its effectiveness and efficiency for the optimal growth of the organization. Thats why; PRANRFL Group is enjoying and experiencing a continuous development in their pursuit of
excellence.

References

1. www.pranfoods.net
2. Human Resource Management, 4th edition- Gary Dessler
3. Fundamentals of Human Resource Management- David A. DeCenzo and Stephen P.
Robins
4. Human Resource Management- Fisher
5. Personnel/human resource Management-George T Milkovich,5 th edition, Business
Publications(1988).
6. Different Websites

Interview Schedule:
SL.

Date

Time

Applicant Name

Contact No.

Job title

1
2
3
4
5

Interview for the post of

Candidate Facts Sheet:

SL

Name

Academic
Particulars

1
2
3
4
5

Experience

Mobile No.

Attendance Sheet
Position:
Date:
SL.

Name of the Candidates

Cell No.

Signature

1
2
3

Candidate Evaluation Sheet:

Name of the Post:

Name of the Personality

Subject

Candidate

knowledge/

Initiative

Supervisory

Wor

Sense

of Total

capability

king

responsibili

Communication

expe

ties

skill

rienc
e

(i)

(ii)

(iii)

(iv)

1
2
3

(Markings: 1= Average; 2= Good; 3= Better; 4= Outstanding)

(Signature)

(v)

(vi)

(i-vi)

marks