Internship Report on:

Recruitment Practice & Performance Appraisal System

Applied in Aarong & AAF

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UNITED INTERNATIONAL UNIVERSITY

Course Code: INT 4399

INTERNSHIP REPORT on

Recruitment Practice & Performance Appraisal System

Applied in Aarong & AAF

Submitted to:
Dr. Mohammad Badruddozza Mia
Associate Professor
United International University

Submitted by:
Sadia Zannat
ID No: 111 151 011
BBA, School of Business & Economics
United International University

Date of Submission:
10 May, 2019

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 Letter of Transmittal

10th May, 2019

Dr. Mohammad Badruddozza Mia
School of Business & Economics
United International University

Subject: Submission of internship report on Recruitment Practice and Performance Appraisal

System applied in Aarong & AAF.

Dear Sir,
I am very pleased to submit my internship report on “HR practice (Recruitment & Performance
Appraisal Procedures) in BRAC-Aarong & AAF”, the report is based on my internship program.
It is likewise a compulsory for finishing of my graduation program. It is really a great pleasure to
have the opportunity to submit my internship report on the experience I gained during my 3
months of internship periods at BRAC-Aarong. I have prepared this report in accordance with
the instructions provided by you.
It was extremely a practical learning background for me to working in Aarong. I believe this
learning and experience will help me a great deal later on.

I am extremely thankful to you for your cordial support during my internship report writing.

Sincerely yours,
Sadia Zannat
ID: 111 151 011
BBA, School of Business & Economics
United International University

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 Acknowledgment

“At first, I might want to pay in all seriousness Almighty ALLAH who made each progression
effective and bailed me out in any sort of emergency. Then I might want to say thanks to Aarong
Human Resource division for selecting me as an intern. I consider myself as fortunate on the
grounds that I had the capacity to work with such dedicated individuals who gave me practical
learning and made the start of my corporate life very fought. It is certain that finishing of this
report would not be possible without their caring support.”

I am extremely thankful to my director S.M. Zahidul Islam (Manager, HRD) for helping me to
comprehend the corporate standards and cultures in Aarong. I also want to thank my colleagues
Monjori Monica Drong (Sr. Officer, HRD), Rutaba Fairuz (Sr. Officer, HRD), Shefa Binte Zakir
(Officer, HRD) for helping me in every single step during my internship program. They helped
me to adjust with the whole Human Resource Department of Aarong, so I could apply those
lessons in my future calling.

Then I might want to pass my appreciation to Dr. Mohammad Badruddozza Mia who has been
helped me during the internship period. He was constantly helpful and kind. I also want to say
thanks to Career Counseling Centre (CCC) of United International University for their help.

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Abbreviations:

• AAF- Ayesha Abed Foundation

• HR- Human Resource
• HRD- Human Resource Department
• JD- Job Description
• JS- Job Specification
• PMS- Performance Management System
• HRIS- Human Resource Information System
• EDMS- Electronics Documents Management System
• ERP- Enterprise Resource Planning
• MBO- Management by Objective

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 Table of Content

Contents

Chapter-01 1
1.0: Introduction: 2
1.1: Background Projection: 3
1.2: Objectives of The Report: 3
1.3: Scope of The Study: 4
1.4: Limitations of The Study: 4
1.5: Methodology: 5
1.6: Data Collection Technique: 5
Chapter-02 6
2.0. Company Overview: 7
2.1. History: 8
2.2. Logo: 10
2.3: Mission Statement: 11
2.4: Vision Statement: 11
2.5: Key Values: 11
2.6: Operational Network: 13
2.7: Organogram: 14
2.8: Products and Services of Aarong: 17
2.9: Awards: 18
Chapter-03 19
3.0: Literature Review: 20
3.1: Aarong HRD: 21
3.2: Working Area: 22
3.3: Working & Learning Method: 22
3.4.1: Recruitment & Selection Process: 23
3.4.2: Recruitment Practice of Aarong and AAF: 24
3.5.1: Performance Appraisal System: 27
3.5.2: Performance Appraisal System of Aarong & AAF: 28
Chapter-04 31

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 4.0: Analysis and Interpretation: 32
Chapter-05 40
5.0: Recommendations: 41
5.1: Conclusion: 41
5.2: Appendix: 42
5.3: Bibliography: 45

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 Executive Summary

“This report is an analysis of the recruitment practices and performance appraisal system
followed by Aarong, Human Resource Department. Aarong is a gigantic association working
with many representatives where Aarong HR office works as a solid power to deal with those a
huge number of HR with their intense pound. Initial segment of this report incorporates little
presentation about the report, objective, system, degree and constraint of the report.
The second part portrays about the affiliation, their history, and mission and vision verbalization.
It also gives brief depiction of Ayesha Abed Foundation, Aarong's item offering, gifts controlled
by Aarong, Aarong's logo, etc. This bit of the report gives a view about Aarong's character, their
offerings and tremendous values to set up themselves as Bangladesh's fundamental lifestyle retail
chain.
The third part of the report includes literature review and the detail list of works done by Aarong
Human Resource Department. There are several teams in Human Resource Department which
are recruitment and selection team, compensation management team, grievance and partition
team, performance evaluation group, and Human Resource Information System group. Each
group has their very own concentrated work. This part additionally examines about the
comparison of established HR theories & actual execution evaluation and some different
exercises that are led in Human Resource Department.
The fourth part includes analysis and interpretation of the survey questionnaire of Aarong
employees.
The fifth part is the last part where the finish of the report is given. At that point the references of
all the data and index are additionally given.”

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Chapter-01
Introduction of The Report

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1.0: Introduction:
Human Resource Management (HRM) is the function within an organization that focuses on the
recruitment of, management of, and providing direction and guidance for the people who work in
an organization. As you can imagine, all of the processes and programs that are touched by
people are part of the HR kingdom. The workplace processes that interact with customers and
potential employees are also components in the HR world.
The HRM department members provide the knowledge, necessary tools, training, administrative
services, coaching, legal and management advice, and talent management oversight that the rest
of the organization needs for successful operation.
Many HR departments are responsible for organization development that generates the culture of
the organization. They are charged with oversight responsibilities to ensure that their
organization appropriately builds teams and inspires employee empowerment.
HR staff members are partially responsible for ensuring that the organization has an overall
mission, vision, and values that are shared and provide an overarching reason for employees to
want to work for their organization. These elements are inspirational and help employees feel as
if they are part of something that is bigger than themselves.”

The National Institute of Personnel Management (NIPM) of India has defined human

resources – personnel management as “that part of management which is concerned with
people at work and with their relationship within an enterprise. Its aim is to bring together and
develop into an effective organization of the men and women who make up enterprise and
having regard for the well – being of the individuals and of working groups, to enable them to
make their best contribution to its success”.

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1.1: Background Projection:
This internship report is prepared as a requirement for the fulfillment of my BBA program from
United International University (UIU) under guidance of honorable faculty Dr. Mohammad
Badruddozza Mia. The primary objective of the internship is to provide with a corporate
experience to the students and a chance for transfer the theoretical learning in real life situation.
Internship is a period of work experience offered by an employer to offer students an exposure to
the actual working environment, often within a specific industry; which they can relate to their
field of study. Since they preferred someone from Human Resource background, I was selected
in the HR Department of Aarong as an intern. My internship journey was started from January
02, 2019.
The report titled, Recruitment-Selection practice and Performance-Appraisal System followed
and applied in Aarong & AAF. I have collected all required information from some primary &
secondary sources. I have tried my best to share information with relevance of the report, but due
to privacy policies of selected organization and restricted access to information there still
remains some limitation.”

1.2: Objectives of The Report:

There are two kinds of objectives in this internship report. Both are given underneath:

Broad Objective:
The main reason for this report is to represent my understanding of the set of work done and
experiences gathered in the midst of the entire session of my internship program. It tends to find
how practical this learning was in setting up a person for the exceptional difficulties which are
going to occur in the real corporate world. In this way, the report has been set up to reflect the
general information and understanding accumulated amidst the temporary job time frame.”

Specific Objective:
● To accumulate careful learning on enrollment and choice procedure of Aarong
● To make an analysis of human resource exercises of Aarong
● To satisfy the necessity of submitting internship report

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1.3: Scope of The Study:
The report mainly focuses on the Human Resource activities of BRAC-Aarong, so there are
some secret data of Human Resource department that they would prefer not to uncover. Amid the
joining time frame an appointment letter is given to the new interns, where a few principles and
guideline is given. One of them is that the interns needs to keep up the classification of interior
data which they may run over while working in Aarong and they need to give their mark and
satisfy the joining convention. So, secrecy of inward issues is carefully kept up in this report.”

1.4: Limitations of The Study:

This report has a few limitations, which are given beneath-
• “This report includes the recruitment and selection procedure of BRAC-Aarong. Though the
association pursues different procedures for distinctive positions according to their need. So,
every one of the distinctive procedures are not portrayed to maintain the repot progressively
exact.”
• “Disclosing any internal confidential information with respect to the enrollment and choice
procedure or some other HR action is completely disallowed by the principles of BRAC-Aarong.
Thus, the internal data are not shared in this report.”
• “Aarong has a solid HR department with a great deal of responsibility. The entry level position
time of three months is an actually quite short time to appropriately see each and every practices
of the HR department. So, everything with respect to the HR exercises are examined according
to my conception. There are some basic issues of a HR department to which I couldn't reach
during my internship period or I couldn't get whole information, so those things are quickly
talked about in this report.”

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1.5: Methodology:
The sources of information and data which are being used in this report are primary and
secondary sources.” They are given beneath-
Primary Sources:
“Primary sources were utilized to do the examination of enlistment and determination process
and a few other human asset exercises. To accumulate essential data dialog with associates were
finished. Some data were additionally taken through questions which were replied by the HR
persons. Other than that, the majority of the essential sources were gathered from my reasonable
perceptions and encounters of employment obligations and duties during the internship.”

Secondary Sources:
● COO- Chief Operation Officer
“Secondary information was utilized for data, for example, foundation, history, mission, vision,
objective, logo, Ayesha Abed Foundation and other data. Some other data were gathered from
the reports of past assistants who have worked in BRAC-Aarong. The optional information
sources were for the most part gathered from authority site of Aarong which has been referenced
in the reference area of this report.”

1.6: Data Collection Technique:

Primary Data:
● Conversation with the employees
Secondary Data:
● Aarong Website
● Articles regarding human resource
● Previous internship report of Aarong

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Chapter-02
Company Overview

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2.0. Company Overview:
“Aarong is a chain of retail outlet located in major cities in Bangladesh an enterprise of BRAC
(Building Resources across Communities). Aarong means Bengali for ‘village fair’. It has
started its journey in 1978. This moral brand started as a modest way to engage provincial
artisans to rise above poverty. Today, with 20 retail locations crosswise over Bangladesh and
more than 100 style and way of life product offerings, Aarong bolsters 65,000 craftsmans with
reasonable terms of exchange. Reforming the retail business with exclusive expectations for
quality and creativity, this notable brand mixes the customary with the contemporary in manners
that never stop to win buyer request both at home and abroad.”

Figure: Nakshi Katha

“Its goal is to give a steady and profitable wellspring of work for the poor provincial individuals.
Aarong set up in a dream to assist the crafts-mans with helping themselves by reestablishing
their pride and confidence, restoring Bangladesh's conventional Art and Craft. Another point was
to affirm the ladies right and to set up them as an important resource in the general public. In the
process Aarong contributes extraordinarily to BRAC's objective of destitution mitigation and
strengthening of poor people.”

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2.1. History:

“Hope is an element in which people take action, and energize them out of poverty”
– Sir Fazle Hasan Abed

Amid the 1970s, BRAC was assessing every single possible result for elective kinds of
productive occupation, especially for women, and the most ideal commercialization of
articulations and works of art wound up being a promising decision. In 1976, Ayesha Abed, the
life partner of Sir Fazle Hasan Abed, originator of BRAC (NGO) BRAC, began gigantic
quantities of the critical activities of Aarong by recognizing and attempting diverse things with
various works of art that women could convey at home, for instance, nakshikantha, weaved
stock, cases, mats and things made of stick, bamboo and jute. Nevertheless, the two standard
obstacles to changing make age into a profitable endeavor were keeping up extraordinary quality
and suitable promoting

In 1978, BRAC went into a joint undertaking with the Mennonite Central Committee, the overall
headway arm of the Mennonite Church, to open a shop in Dhaka called Aarong – signifying
'town reasonable.' ' The Mennonites had a long experience of conveying workmanship to make
compensation and had set up a program called Ten Thousand Villages, which worked with
skilled worker clusters the world over and sold their things through inventories and retail shops
in the US and Canada. In the principle year the Mennonites assisted with the business side of the
errand while BRAC endeavored to develop the capacities of town women and their things.

Amid the late 1970s and mid-1980s, BRAC focused on structure up Aarong's item contributions
and creation limits. They began to study and list the plans and subjects of customary
masterpieces by visiting verifiable focuses, old workmanship supervisors and private experts.
They investigated distinctive roads in regards to indigenous structures and materials, changing
them to possible new lines. They contracted expert craftsperson to help train town women and
made a material structure and organization workshop in Manikganj to attempt diverse things
with materials and advances in sewing, weaving and shading.

“AAF's first endeavor, the Manikganj center, was opened on 3 September 1983. The foundation
buys meticulous work made by the town women, distinctive NGOs and workmanship creators.
Despite starting the AAF, Aarong opened four retail outlets and began conveying somewhat
dimension of stock to sensible trade relationship in the midst of the 1980s. By the mid to late

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1980s Aarong began to ascend as a structure brand despite how Bangladesh was still new to the
style business. Aarong was the essential brand to start dealing with photo shoots close by style
appears, shows and changed kinds of media-focused events. Through these significant advancing
exercises, Aarong had the ability to develop its notoriety and brand character inside the country.
By the mid-1990s, Aarong transformed into the primary plan house in Bangladesh and had made
a one-stop objective for focus to high society urban clients. Meanwhile, Aarong's thing plans
returned client thought to the things and styles that are indigenous to Bangladesh. Its fashioners
blended the standard with the contemporary in a way that considered buyers and started a change
in examples, grasped by unending distinctive boutiques and stores.”

Amid the 1990s, Aarong kept on structure brand an incentive through plan shows and media
consideration events. The rising recognizable nature of style in Bangladeshi society expected a
catalyzing work in doing this. Aarong similarly continued broadening its age limit with the
development of three new AAF centers. In any case, by the late 1990s and mid-2000s, Aarong
stood up to a money related incident in light of reasonable organization and a nonappearance of
advancement. Some place in the scope of 2001 and 2004, the association was remade to improve
everything from costing, esteeming, structure and publicizing to new thing introductions and
brand progressions. In 2004, its arrangements totaled about US$14 million. Aarong earned an
advantage of US$1.96 million for BRAC which was dispersed among its cultivation, guidance,
and prosperity programs, with the bigger part taking off to an exceptional program for the ultra-
poor. In 2013, Aarong had crossed US$50 million in arrangements.
Ayesha Abed Foundation (AAF):
In 1982, the Ayesha Abed Foundation (AAF) was set up by family and buddies to respect the
memory and work of the late Ayesha Abed who kicked the pail betraying her newborn child
youngster, Shameran, and energetic young lady, Tamara. The foundation was made to develop
women's capacities in various fortes through a fitting work environment, cash related and
concentrated help and getting ready. At first it was enrolled with the organization to get outside
philanthropic endowments and raise holds, anyway now works just as a bit of Aarong. The AAF
board incorporates the eight family and buddies of the late Ayesha Abed. Its money related
arrangement is a bit of the Aarong action under BRAC. The AAF masters are generally people
from BRAC's town affiliation get-togethers or the gathering of the people. AAF's first endeavor,
the Manikganj center, was opened on 3 September 1983. “The foundation buys careful work
made by the town women, diverse NGOs and workmanship creators. Despite starting the AAF,
Aarong opened four retail outlets and began conveying somewhat dimension of stock to sensible
trade relationship in the midst of the 1980s. By the mid to late 1980s Aarong began to ascend as
a plan brand despite how Bangladesh was still new to the style business.” Aarong was the
important brand to start dealing with photo shoots close by style appears, shows and changed
kinds of media-focused events. “Through these essential advancing exercises, Aarong had the

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ability to develop its popularity and brand character inside the country.” By the mid-1990s,
Aarong transformed into the primary structure house in Bangladesh and had made a one-stop
objective for focus to high society urban clients. “Meanwhile, Aarong's thing plans returned
client thought to the things and styles that are indigenous to Bangladesh. Its fashioners blended
the standard with the contemporary in a way that considered buyers and started a change in
examples, grasped by perpetual distinctive boutiques and stores.”

Amid the 1990s, Aarong kept on structure brand an incentive through plan shows and media
consideration events. “The rising recognizable nature of style in Bangladeshi society expected a
catalyzing work in doing this. Aarong similarly continued expanding its age limit with the
development of three new AAF centers.” In any case, by the late 1990s and mid-2000s, Aarong
went up against a fiscal setback in view of reasonable organization and a nonattendance of
improvement. Some place in the scope of 2001 and 2004, the association was revamped to
improve everything from costing, esteeming, structure and publicizing to new thing introductions
and brand progressions. In 2004, its arrangements totaled almost US$14 million. Aarong earned
an advantage of US$1.96 million for BRAC which was scattered among its agriculture,
guidance, and prosperity programs, with the bigger part taking off to an uncommon program for
the ultra-poor. In 2013, Aarong had crossed US$50 million in arrangements.

2.2. Logo:
“The logo of Aarong symbolizes an image of a peacock. It is marvelously beautiful because of
the shining, luminous, diversified colorful patterns in its tail. This logo of Aarong indicates that
its products are as eye-catching and as unique as a peacock. There are two colors in the logo.
One is black and another is orange. Black represents professionalism and the orange represents
energy.”

Figure: Aarong Logo

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The logo of Ayesha Abed Foundation is straightforward and simple to clarify. The logo contains
the 3 letters AAF (Ayesha Abed Foundation) in calligraphy. Indeed, even in the logo the name of
the establishment is written in Bengali language too that makes the town individuals more solace
with the organization.”

Figure: Ayesha Abed Foundation Logo

2.3: Mission Statement:

“To make Aarong the best in the world in providing a unique Bangladeshi lifestyle experience
which promotes Bangladeshi pride while empowering people and protecting the environment.”

2.4: Vision Statement:

Aarong’s vision is to remain market leader throughout its business. Aarong expand its business
in international arena. Aarong has a dream to develop more artisans of Bangladesh and make
them dependent and attract more and more international customers toward Bangladeshi Culture.

2.5: Key Values:

Aarong’s values are same as BRAC. The key values are:

• Innovation: Aarong values the innovation that creates opportunities for the poor to lift
themselves out of poverty. They strive to display global leadership in ground-breaking
development initiatives.
• Integrity: Aarong values the integrity, because transparency and accountability are the
most essential elements of our work ethic. With clear policies and procedures, they
continue to display the utmost level of honesty in our financial dealings.

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 • Inclusiveness: They are committed to inclusiveness to ensure that they engage, support
and recognize the value of all members of society, regardless of race, religion, gender,
nationality, ethnicity, age, physical or mental ability, socioeconomic status and
geography.
• Effectiveness: Aarong values effectiveness in all of their work, which constantly
challenge themselves to perform better and to improve and deepen the impact of their
interventions.

Innovation
-Thinks creatively for
solution while learning
and mistakes
-Is courages to try
something new.
-Adopts well to change in
work environment.

Intregrity
-Is honest in all Inclusiveness
dealings. -Treat everyone fairly
-Is realabe and without dscrimination.
trustworthy. -Is open and responsive
-Assumes complete to diverse perspective.
accountibility for -Things one BRAC.
actions.

Effictivness
-Create impact to
through achievement of
agreed objectives.
-Solve problems
constractively
-Is driven by achieveing
result

Figure: Key Values of Aarong

2.6: Operational Network:

Aarong task organize begins from the creation of the distinctive items which are sold in the retail
outlets. The items are delivered under establishment for creation and gathering named Ayesha
Abed Foundation. Ayesha Abed Foundation is arranged in Baniachong, Gorpara, Jamalpur,

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Jessore, Kushtia, Manikganj, Rajbari, Sherpur, Pabna, Pallobi, Kurigram, Nilphamari, Jhenaidah
having 653 sub focuses crosswise over Bangladesh. In excess of forty thousand of the aggregate
women of Aarong makers work straightforwardly for Aarong in these 13 generation focuses in
and Twenty-five thousand free helpful gatherings and conventional family-based craftsmen
additionally, showcase their artworks through Aarong.”
“Potters, Brass Workers, Jewelers, Jute laborers, Basket Weavers, Handloom Weavers, Silk
Weavers, Wood Carvers, Leather specialists and different craftsmen with particular aptitudes
from everywhere throughout the nation come to Aarong for promoting and bolster
administrations (aarong.com).”
“After the accumulation of the items and entry in the outlet shoppers can purchase the items from
the retailer outlets. This is the means by which the gathering and moving of the item go on. The
tasks in the outlets are for the most part conveyed by the directors of the outlets. They primarily
are mindful to deal with the outlet inventories, item moves, client administrations, installment
accumulations, and workforce the executives. They oversee the outlet's execution and are
specifically mindful to report the Cooperative Officer of Retail and Infrastructure for any sort of
activity happens.”

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2.7: Organogram:
“In this part, I will describe the organizational chart of HR department. According to the
organizational detail, the senior director directly reports in BRAC Enterprises.”

Managing
Director
BRAC

Director
Aarong, AAF
& BDFP

HR Desig Finance Retailed

Department n Studio Department Department

Export Marketing Social Logistic &

Department Department Compliance Maintenance
Department

Marketing
Manager

E
Sustainability -commerce

Marketing
Research &
CRM Creative Branding & Public Product
Buzz Relations development

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 Figure: Organogram of Aarong

Deputy General
Manager (DGM)

Manager Manager Sr. Executive Executive

Manager Manager

Assist. Assist. HRM

Officer Department
Officer Officer
Assistant

Officer
Sr. Officer Officer

Figure: Organogram of Aarong HR

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Aarong HRD Teams:
The Aarong Human Resource office contains four groups and all of the groups are responsible
for each area of work. The groups are-

Recruitmen
t&
Selection

Grivance
HRD
& Team Compensation
Management
Separation
s

HRIS Team

Figure: Aarong HRD Teams

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2.8: Products and Services of Aarong:
“Aarong started with the subject of making unadulterated silk and high quality nakshikantha.
Over the long haul, it turned into the highest retail chain of Bangladesh together with design,
way of life and family unit items. The merchandise can be isolated into littler classifications.
Aarong provides various services to the production workers of Ayesha Abed Foundation.”
They are given underneath:

Products Services

Women (Clothing and Accessories) Legal support to employees

Men (Clothing and Accessories) Free skills training

Kids (Clothing and Accessories) Raw materials

NakshiKantha (Home Decor and Clothing) Transportation of goods

Taaga (Youth Brand) Quality Control

Herstory Storage
(Exclusive Designer Line for women) Management

Wedding Finance
(Clothing, Accessories, Decor and Gift Card) Marketing and Public recognition

Home decor Medical

Dairy item Free medical checkup

Jewelry Medicine supply

Leather item Free eye checkup and glass supply

Taaga-Man Treatment cost for severe illnesses

Day care center

Advance wage payment

Workers’ gratuity benefit

Workers’ welfare support

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2.9: Awards:
Aarong was granted the Best Brand Award in the Fashion Boutique class at Bangladesh Brand
Forum's yearly respect work. The Bangladesh Brand Forum's Best Brand Awards 2015 capacity
was held at the Radisson Blu Hotel in the capital on Saturday, November 21, 2015.
Bangladesh Brand Forum united with Milward Brown and recognized best brands of Bangladesh
for 2015 to perceive those brands that have accomplished stunningly essential statures in both
business regard and purchaser tendency. Mohammad Abdur Rouf, Chief Operating Officer,
BRAC-Aarong, went to the respect administration to get this regarded respect.
Aarong is the country's driving way of life retail store. Aarong is committed to accomplishing
positive changes in the lives of hindered skilled workers and underprivileged countrywomen.
This ethical brand began in 1978 as an unassuming method to empower nation skilled workers to
rise above poverty. Today, with 15 retail stores transversely over Bangladesh and in excess of
100 structure and way of life item contributions, Aarong supports 65,000 skilled workers with
sensible terms of trade. Changing the retail business with restrictive prerequisites for quality and
imaginativeness, this prominent brand blends the traditional with the contemporary in habit that
never stop to win customer offer both at home and abroad.

Aarong has received the Bangladesh Supply Chain Excellence Award 2018 in the category of
“Excellence in supply chain finance” as a local organization at an event held at ICCB on
21st July, 2018. The event was jointly organized by IPDC Finance Ltd and Bangladesh Supply
Chain Management Society.
Aarong has long prioritized the financial sustainability as it provided instant payments upon
delivery of goods, low interest collateral free loans and regular orders throughout the years to
support the producers and artisans. The awarding committee has recognized the efficiency of
Aarong’s processes to ensure such principles through our ERP system which is integrated at all
producer service points.

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 Chapter-03
Recruitment Practice & Performance Appraisal System
Applied in Aarong & AAF

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3.0: Literature Review:
“HR is basically essential in the present contemporary associations since it incite elite
administration using workers; by improving their dimensions of client's administration,
profitability, development, benefits and quality control” (Armstrong, 2000).

As indicated by Story (1995) contends that “HR arranging today is a vital undertaking of each
contemporary association's HR division. As indicated by him, HR arranging for the most part
includes the ID of aptitudes and capability inside the association, the filling of distinguished skill
holes, and the help of developments of representatives inside the association.”

“A fundamental piece of the HR arranging is the progression arranging which plans to guarantee
the supply of people and filling of holes on senior key positions when they become empty and
recharge skills to regions where they are most esteemed” (Wolfe, 1996).

“In association the framework that in charge of setting enhances abilities all through is alludes to
as enrollment and determination forms. The procedure of enrollment and choice is a moral
methodology by a firm to look for and pull in the most skillful and reasonable candidate for an
empty position” (Analoui, 2007).

“The way toward choosing and holding potential workers is the best hierarchical aggressive fight
in present day days” (Pfeffer, 1994).

“The administration of execution incorporates plan of work frameworks, assistance of

information use, sharing and creation, and examination and reward frameworks” (Cardon and
Stevens, 2004).

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3.1: Aarong HRD:
“Aarong Center” is the head office of Aarong and AAF. “All the HR exercises occur primarily in
Aarong Centre. Apart from the enlistment and choice group, Aarong HR division is in charge of
numerous other essential works. Aarong has a lot of outlets around Bangladesh and keeping up
all the HR of the significant number of outlets close by the head office staff and Ayesha Abed
Foundation (AAF) agents is a massive test. Aarong has a standout amongst the most grounded
HR office in Bangladeshi corporate world.”
The Aarong Human Resource office contains four groups and all of the groups are responsible
for each area of work. The groups are-

Recruitmen
t&
Selection

Grivance
HRD
& Team Compensation
Management
Separation
s

HRIS Team

Figure: Aarong HRD Teams

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3.2: Working Area:
During my internship period, I worked on the following area:
● Recruitment & Selection: I collected resumes from a particular online job portal and
screened those according to my supervisor’s guideline. I made single & detail list of
shortlisted candidates for various position and then called them to inform about the
examinations & interview. I assisted responsible HR officer in exam hall and coordinated
the interview process. I maintained newly appointed staff personal file and give entry to
the ERP software. I coordinated a field test of some candidates for the position of Driver.

● PMS: I sorted PMS forms which came from different departments and foundations and
made sure that those are ready for further process. I assisted HR officers to input yearly
obtained marks of each employees working in the organization. Sometimes I did a cross
check. I observed how HR officers make annual performance report.

Other than the above described functional area, I worked on some other activities for the HRIS
Operation team:
● I scanned necessary documents for further use
● I typed appointment letters and justification notes for various purpose

3.3: Working & Learning Method:

“During my internship period I was entrusted in the recruitment & selection team. Along these
lines, I had the capacity to get ability with every single movement of the enrollment and hiring
process. It was hard for me to find essentially all the human resource exercises performed by
Aarong during the limited time of three months. Regardless, I was sufficiently honored and my
senior colleagues were cordial to exhibit to me the general exercises of the HR office. Other than
that, I have likewise got learning by watching exchange works out. So here I will signify an
examination of the general HR practices subject to my sensible experience, learning and
observation.”

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3.4.1: Recruitment & Selection Process:
Recruitment is a process of finding and attracting the potential resources for filling up the vacant
positions in an organization. It sources the candidates with the abilities and attitude, which are
required for achieving the objectives of an organization.
To increase the efficiency of hiring, it is recommended that the HR team of an organization
follows the best practices (as shown in the following image). These practices ensure successful
recruitment without any interruptions. In addition, these practices also ensure consistency and
compliance in the recruitment process.

BRAC-Aarong follows the process accordingly in their own way. In the 1st step, when there is
any job vacancy, the HRD gets requisition. They don’t need to do a job analysis all the time
because most of the positions have individual JD & JS prepared previously. So, they can skip the
2nd step for some positions. On 3rd step, they attract candidates by advertising the job with
appropriate JD & JS. They screen CVs in 4 th step. Then on 5th step they take written test &
interviews of candidates on the pre-fixed schedule. After interview when they get the best suit
for the position, they offer job to the selected candidate & complete all the joining formalities.
Then they deploy that employee to the concerned department. After deploying an employee, the

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process ends here. In 7th step, employees get on-the-job training or other trainings are conducted
by the Training Department of Aarong.
The Recruitment & Selection Process in brief followed by Aarong is described below-

3.4.2: Recruitment Practice of Aarong and AAF:

“Recruitment & Selection Team” is in charge of picking the best fitted representative for Aarong
and AAF. The team is divided into two sections:
● Project Staff Recruitment Team
● Management Staff Recruitment Team
The recruitment and selection process of Aarong is very much well arranged. They follow every
step very strictly. The recruitment and selection of Aarong and AAF is totally unbiased.
▪ Requisition:
“The first step of Recruitment and Selection process of Aarong is receiving the
requisition from other department for a vacant position. After collecting the requisition,
they need to get approval from the COO and other authority. Then they prepare the job
description and job specification for that specific position.”

▪ Advertisement in Different Media:

“After the demand endorsement, the second step is notice. In the stage of setting up the
expected set of responsibilities and occupation determination the promotion part begins.
Aarong give their advertisement through renowned newspapers, online media (most
preferred is BD jobs.com) and posturing the job circular in different area. They use the
posturing method basically for the lower level positions like driver, helper etc. In all the
job circular they give a particular deadline and candidates must apply within that due
date.”

▪ CV Screening:
“After the deadline of employment round they start gathering CVs from different sources.
They gather CVs through email, BD jobs CV bank, Aarong CV box, inside CVs and
reference CVs. CVs are organized depending on certain criteria, for example, instruction,
qualification, experience, result and age limit, desired payment range etc.”

▪ Date Fixing:
After CV screening, they fix a date for the written test and interview for the candidates.

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▪ Question Paper Preparing:
“It is a very essential and confidential part of Recruitment and Selection process. They
have assigned a particular officer for preparing the question for the written test. They
must need an approval from the DGM after preparing the question.” The question
includes some specific criteria:

● Subject related knowledge

● Mathematics & Analytical ability
● English

▪ Calling Session:
“One of the officers from Recruitment and Selection team call selected candidate to
inform them about the date of written test and interview, place of the exam, time, or if
they have to bring something in the time of interview for example (CV, Portfolio in case
of designer etc.). When the officer calls the candidate, they have to make sure if they are
coming or not. On the basis of the candidate response they prepare questions for the
exam.”

▪ Messaging Session:
“In this step they give a message on the candidate’s mobile number with detail
information like the designation he or she applied for, date and time of the exam or
interview, address of the place where the exam will take place.”

▪ Single & Detail list Preparing:

“The single list includes serial number, the candidates and their father’s name, contact
number, space for their signature and remarks. The detail list includes their name, name
of current or past organization, designation & experiences, educational qualification and
name of institution. This list contains considerable competencies on the basis of which a
candidate is given viva status. So, this rundown is imperative, through this rundown the
meeting board individuals becomes acquainted with all the data initially about the
competitor. This rundown is arranged in all respects cautiously.”

▪ Written Test & Result:

“In a large portion of the cases they step through composed examination and meeting
around the same time. After the composed test the competitors are approached to hang
tight for quite a while for the test outcome. At that point, the HR officer begins to check
the contents. Based on composed test outcome, a portion of the hopefuls are chosen for
the meeting. After the meeting they accumulated the composed test result with the
meeting marks and the most noteworthy marks holder is chosen for the position. For
some upper position they step through more exam, for example, introduction, PC test and

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so forth. To recruit a driver, candidates who passed interview, have to go through a
medical check-up to be selected finally.”

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▪Offering Job:
“In this step one of the members from Recruitment and Selection team give a call to the
selected candidate to inform about their selection. The candidate is informed about the
company policies, benefits etc. If the candidate is interested for the job and accept the
offer then they are given a date on which the candidate must join.”

▪ Joining Formalities:
“On the joining date the new employee needs to fulfill some formalities, for example,
presenting their educational certificates, 5 copies of passport size photograph, CV, NID,
nominee NID, blood group report etc.” At that point the employee needs to satisfy some
structure, for example:
⮚ History Form
⮚ Joining Form
⮚ Nominee Form
⮚ Guardian Form
⮚ Code of Conduct
⮚ Reference Check

▪ Appointment Letter:
“On the day of joining the employee gets the appointment letter from the HR department.
3 copies of Appointment letter should be signed by the employee. Selected employee will
keep the original copy & other 2 copies will be used in official purpose.”

▪ Preparing File:
“In this stage one HR officer keeps all the hardcopy documents of the employee in a file
maintain a specific order & put remarks for any missing document.”

▪ Software Entry:
“At that point all data in regards to the employee is contributed to the ERP and HRMS
programming. Data, for example, name, father's-mother's name, date of birth, present
location, personal contact number, reference data, training data, nominee information are
recorded to ERP.”

▪ Deployment of Employee:
“In this stage one HR officer takes the employee to his or her concerned department
where he or she is going to work. The newly joined employee is then introduced with his
supervisor & other existing employees.”

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3.5.1: Performance Appraisal System:
The performance appraisal is the process of assessing employee performance by way of
comparing present performance with already established standards which have been already
communicated to employees, subsequently providing feedback to employees about their
performance level for the purpose of improving their performance as needed by the organization.
“After knowing performance of employee, subsequently organization can decide whether
training is needed to particular employee or to give promotion with additional pay hike.” “It is
important for any manager to ensure that he or she periodically conducts a performance appraisal
to establish the productivity of their employees. It is also an essential activity because it helps
you in determining challenges and weak points of such workers so that you can find better ways
of fixing them to enhance and yield desirable results ultimately. The process of Performance
Appraisal is one that few look forward to.”
Every corporate sector should use performance appraisal as a tool for knowing about the
employee and take decisions about particular employee. For the purpose of performance
appraisal of employees there are different methods under the category of traditional methods and
modern methods. Standard 6 steps of performance appraisal process are mentioned in following-

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3.5.2: Performance Appraisal System of Aarong & AAF:

As a matter of fact, most managers do conduct Process of Performance Appraisal but not
necessarily in the appropriate approach that it should be done. But, Aarong follows the standard
approach of Performance Appraisal process.
“Performance appraisal is a critical factor of Aarong Human Resource Department. It is done
once in a year. For various evaluation of employees Aarong has distinctive sort of execution
examination structure for various dimension of workers,” for example –
● Appraisal structure A-for top-level
● Appraisal structure B-for mid-level.
● Appraisal structure C-for lower-level
● Appraisal structure for Sales Associate

In total of 100, each employee gets marks, and each range of mark has a meaning. Such as-
● 20- 32 - Unsatisfactory
● 33-52 - Improvement Needed
● 53-72 - Good
● 73-86 - Very Good
● 87-94 - Excellent
● 95-100 - Outstanding

“
Assessment are done based on certain capabilities, for example, job knowledge, respectability,
time management, nature of work, imagination, initiative, expository capacity, correspondence,
basic leadership ability, uplifting standards and so forth. After the appraiser gives marks, they
likewise give remarks about representative for every competency, for example, territories where
he/she should make improvement. At that point the appraiser composes worker's qualities and
shortcomings.”

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Here are the steps that Aarong follows to attain effective performance review of its each & every
employee-

Setting objectives for

yearly performance
evaluation
Appraisal Form
submission to HRD for
final report

● Setting Objectives for Yearly Performance Evaluation: Aarong follows the MBO
(Management by Objective) strategy. Supervisors set yearly (Jan-Dec) objective for
every employee at the beginning of evaluation year.

● Communicating Objectives: In the midyear, a dialogue/feedback session takes place.

This is kind of one to one communication between an employee & his/her supervisor. At
that time, they discuss about the performance done so far & remaining objectives of that
year.

● Employees’ Self-Evaluation: An employee can evaluate his/her performance in the

appraisal form. There he/she mentions the objectives that are given to him/her &
describes how effectively & efficiently he/she could perform accordingly.

● Reviewing Employees’ Self-Evaluation by Supervisor: Supervisor reviews employees’

self-evaluation, whether they are overrating or underrating themselves or not.

● Gathering Performance Data: Supervisors gather employees’ overall performance data

& complete the evaluation form.

● Performance Evaluation Meeting Between Employee & Supervisor: Finally, the

supervisor & each employee meet together to find out any lacking between prefixed

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 objectives & actual performance. They also include required training or development
plan mutually by which the employee can perform better next time.

● Final Comment: After the final meeting, employee gives comment on whether they are
agreed/satisfied with their evaluation or not. Then supervisor concludes by giving the
total performance-marks with value-marks & recommendation for that particular
employee.

● Appraisal Form Submission: After accumulating all the appraisal forms of every
employee, each department heads submit the forms to the HR department.

HRD Responsibilities on PMS:

When all the forms come to HRD, HR officers check all the forms. Then they prepare a year-end
final performance-report which they call TOP SHEET for board where they include employees’
name, pin, designation, previous promotion & reward records, current salary, recommendations
etc. HRD head also gives presentation on the most valuable information, e.g. financial growth,
trend analysis, recommendation (promotion, slab, PIP), male-female ratio etc. Board members
take decision about rewarding for best & taking corrective actions for poor performer on the
basis of that top sheet. PMS works as the tool for determining whether employee is to be
promoted, demoted or terminated (in case of very poor performance and no scope for
improvement.)

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Chapter-04
Analysis and Interpretation

34 | Page
4.0: Analysis and Interpretation:
Question-1. Gender

Interpretation: “Above graph shows that maximum of the respondents is female, Aarong HRD
has 75% female employee and 25% male employee.”

Question-2. Aarong offers comfort in our physical workplace

Interpretation: “From the above graph shows that most of the respondents was strongly agreed
(8 respondents) with Aarong offers comfort in physical workplace. On the other hand, 5
respondents were agreed to this.”

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Question-3. My group works well together to accomplish the organization's goals

Interpretation: “From the above graph shows that most of the respondents was agreed (7
respondents) with my group works well together to accomplish the organization’s goal. On the
other hand, 6 respondents were strongly agreed to this.”

Question-4. Aarong offer adequate opportunities for promotions and career development

Interpretation: “From the above graph shows that most of the respondents was strongly agreed
(5 respondents) and agreed (5 respondents) with Aarong offer adequate opportunities for
promotions and career development. On the other hand, 2 respondents were neutral and 1
respondent was disagreed with this.”

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Question-5. I see myself contributing to Aarong in the long run

Interpretation: “From the above graph shows that equal number of respondents were strongly
agreed (5 respondents) and agreed (5 respondents) with I see myself contributing to Aarong in
the long run. On the other hand, 3 respondents were neutral to this.”

Question-6. I am compensated fairly for the work I do

Interpretation: “From the above graph shows that most of the respondents were strongly agreed
(6 respondents) and agreed (5 respondents) with I am compensated fairly for the work I do. On
the other hand, 2 respondents were neutral to this.”

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Question-7. I am provided with opportunities to improve my skills

Interpretation: “From the above graph shows that most of the respondents were agreed (7
respondents) with I am provided with opportunities to improve my skills. 5 respondents were
strongly agreed. On the other hand, 1 respondent was neutral to this.”

Question-8. I am treated fairly by my supervisor

Interpretation: “From the above graph shows that most of the respondents were agreed (8
respondents) with I am treated fairly by my supervisor. 4 respondents were strongly agreed to
this. On the other hand, 1 respondent was neutral to this.”

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Question-9. My supervisor provides me with adequate feedback

Interpretation: “From the above graph shows that most of the respondents were agreed (6
respondents) with my supervisor provides me with adequate feedback. 4 respondents were
strongly agreed to this. On the other hand, 3 respondents were neutral to this.”

Question-10. I am recognized by my manager for my contributions

Interpretation: “From the above graph shows that most of the respondents were agree (7
respondents) with I am recognized by my manager for my contributions. On the other hand, 3
respondents were strongly agreed and 3 respondents were neutral to this.”

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Question-11. My manager has set performance goals for my job

Interpretation: “From the above graph shows that most of the respondents were agreed (9
respondents) with my manager has set performance goals for my job. 4 respondents were
strongly agreed to this.”

Question-12. The performance appraisal system at Aarong is unbiased

Interpretation: “From the above graph shows that most of the respondents were strongly agreed
(7 respondents) and agreed (5 respondents) with the performance appraisal system at Aarong is
unbiased. On the other hand, 1 respondent is neutral to this.”

Question-13. The employee recruitment and the selection process at Aarong is unbiased

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Interpretation: “From the above graph shows that most of the respondents were strongly agreed
(9 respondents) with the employee recruitment and the selection process at Aarong is unbiased.
On the other hand, 2 respondents were agreed and 2 respondents were neutral to this.”

Question-14. I have a clear understanding of the company pay policy

Interpretation: “From the above graph shows that most of the respondents were strongly agreed
(7 respondents) and agreed (6 respondents) with I have a clear understanding of the company pay
policy.”

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Question-15. Aarong follows the employee law properly

Interpretation: “From the above graph shows that most of the respondents were agreed (8
respondents) & strongly agreed (5 respondents) with Aarong follows the employee law
properly.”

Question-16. The training provided by Aarong is effective for the employee

Interpretation: “From the above graph shows that most of the respondents were agreed (6
respondents) and strongly agreed (5 respondents) with the training provided by Aarong is
effective for the employee. On the other hand, 2 respondents were neutral to this.”

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Chapter-05
Recommendations and Conclusion

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5.0: Recommendations:

This report additionally has some recommendations for Aarong & its HR department, which are
mentioned underneath:
⮚ “The HRD must assign a room only for the exam purposes. With the goal that after there
will be a lot of opportunity for composed test it might no longer make any hustle for the
sitting arrangement.”
⮚ “HRIS, ERP and EDMS software program must be greater updated so that the personnel
can perform smoothly.”
⮚ “As the Aarong HRD need to perform a whole lot of work at a time they have to recruit
more employees for Human aid branch. It is a hard mission for them to handle all of the
things with minimum employee.”
⮚ All the departments should be proactive to make & deliver the appraisal forms as soon as
those are required. HRD has to wait a long for a number of appraisal forms of some
department. That hinders the workforce to make the final report timely.
⮚ “The symbol of Aarong should be used in terms of the board recruitment. A large portion
of the general population do not know approximately Aarong workplace and Ayesha
Abed Foundation. Though the use of the logo estimation of BRAC and Aarong it tends to
be beneficial for effective recruitment.”

5.1: Conclusion:

“Aarong has a reputation globally. They earn it through many processes and hard works. They
have maintained their Human Resource Department like their product quality from the
beginning. Aarong might not have many different recruitment and selection techniques as other
organizations but what they follow is very appropriate in terms of Bangladesh’s perspective and
they are very strict and honest to their performance management system.”

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5.2: Appendix:
HR survey questionnaire regarding employee satisfaction and HR policies of BRAC-Aarong

Name:
Designation:
Service duration at Aarong:
Gender:
o Male
o Female
o Prefer not to say

1. Aarong offers comfort in our physical workplace.

o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree

2. My group works well together to accomplish the organization's goals.

o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree

3. Aarong offer adequate opportunities for promotions and career development.

o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree

4. I see myself contributing to Aarong in the long run.

o Strongly Agree
o Agree
o Neutral
o Disagree

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 o Strongly Disagree

5. I am compensated fairly for the work I do.

o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree

6. I am provided with opportunities to improve my skills.

o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree

7. I am treated fairly by my supervisor.

o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree

8. My supervisor provides me with adequate feedback.

o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
9. I am recognized by my manager for my contributions.
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree

10. My manager has set performance goals for my job

o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree

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11. The Performance Appraisal System at Aarong is unbiased
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree

12. The employee recruitment and the selection process at Aarong is unbiased
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree

13. I have a clear understanding of the company pay policy

o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree

14. Aarong follows the employee law properly

o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree

15. The training provided by Aarong is effective for the employee

o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree

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5.3: Bibliography:

Websites
1. About Aarong, (2017) ,
https://www.aarong.com/about-aarong/
2. Aarong. (10 march.2019) .retrieved from Wikipedia,
https://en.wikipedia.org/wiki/Aarong
3. Shefa, B. Z. F. (2017, April 19). Effectiveness of recruitment and selection process of
Aarong& Ayesha Abed Foundation (A study on management staff). Retrieved from
dspace.bracu.ac.bd:
http://dspace.bracu.ac.bd/xmlui/bitstream/handle/10361/8442/12104083_BBA.pdf?
sequence=1&isAllowed=y
4. SUSAN M. HEATHFIELD (October 30, 2018). Beyond Hiring and Firing: What Is
Human Resource Management?
https://www.thebalancecareers.com/what-is-human-resource-management-1918143

Books:
1. Armstrong, (2000). Human Resource. Ado and Wilson (1994, p 701).
2. Storey (1995). Human Resources Planning

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