PRACTICUM REPORT

Recruitment and Selection Process of Rangs Industries Ltd.

Prepared for

Dr Khair Jahan Sogra

Dean College of Business Administration (CBA)

Prepared as partial fulfillment of the requirements of Degree of Bachelor of Business

Administration at IUBAT

Submitted by

Mostafa Ahsan Faraby

ID No: 15102237

Program – BBA

IUBAT— International University of Business Agriculture and Technology

Date of Submission

28.11.2020

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 LETTER OF TRANSMITTAL

Dean,

College of Business Administration

IUBAT — International University of Business Agriculture and Technology

4 Embankment Drive Road, Sector 10, Uttara Model Town, Dhaka-1230

Subject: Submission of practicum report

Dear Madam,

With due regard, I might want to express that I, the undersigned Mostafa Ahsan Faraby might
want to present the practicum report named "Recruitment and Selection Process of Rangs
Industries Limited "I have finished this report based on my entry-level position at Rangs
Industries Ltd., under the guidance of Md. Najmus Sakib Recruitment and L&D Specialist (HR).
The span of this temporary position was of a quarter of a year (12 weeks). It was a massive open
door for me to function as an assistant in the HR office at, Rangs Industries Ltd. is one of the
pioneers in the retail client equipment business in Bangladesh. I have attempted my level best to
accomplish work in the functional field and gather important data, regardless of certain
restrictions in this open association.

I, in this way, might want to present my temporary position report for your thoughtful inquiry
and assessment.

Expressing gratitude toward You.

Yours Sincerely,

______________________

Mostafa Ahsan Faraby

ID No: 15102237 Program – BBA

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 ACKNOWLEDGEMENT

Firstly, my infinite gratefulness to the almighty Allah for being so kind and for giving me the
strength and patience to work and finish the report entitled “Recruitment and Selection Process
of Rangs Industries Ltd.” successfully. I would also like to thank and show my utmost gratitude
to some people who were always helpful with their kind cooperation throughout the entire
process.

I might want to show my appreciation to our respectable Vice-Chancellor Prof. Dr. Abdur Rab
and Mozaffar Alam Chowdhury, Coordinator of the College of Business Administration for
allowing me to set up a report on such an impressive theme.

I might likewise want to broaden my hottest thankfulness and gratitude to Mahmudul Hasan,
Head of Human Resource for giving me the chance to direct my temporary job at the association
and for giving me the data and direction needed to make this report.

I am a lot of thanks to my noteworthy boss, Mohammed Kamruzzaman, Assistant Professor

(CBA), International University of Business Agriculture and Technology for his unmistakable
fascination and significant proposals in setting up this report. Likewise, for giving me much-
required direction and collaboration during this period.

At long last, I need to thank all the good faculties of the BBA branch of the International
University of Business Agriculture and Technology, including Prof. Md. Lutfar Rahman, Kazi
Khaled Shams Chisty, Abdullah Al Yousuf Khan, Mohammed Kamruzzaman, and Zahir
Rayhan, who showed me different courses all through my BBA understudy life at the
International University of Business Agriculture and Technology.

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 STUDENT’S DECLARATION

I, the undersigned, therefore, pronounce that the accompanying report named "Recruitment and
Selection Process of Rangs Industries Ltd." has been arranged and put together by me as a
halfway necessity for the finishing of the BBA degree at the International University of Business
Agriculture and Technology. No aspect of this report, either in full or down the middle, has been
submitted for any degree, confirmation, or testament to some other establishment, association, or
college.

The data and examination introduced in this report are neither expected to mischief or harm the
association nor advance or promote the association in any capacity.

This report might be utilized as carefully for scholastic purposes as they were.

________________________

Mostafa Ahsan Faraby

ID No: 15102237

Program – BBA

IUBAT — International University of Business Agriculture and Technology

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 SUPERVISOR’S DECLARATION

This is to ensure that the practicum report on "Recruitment and Selection Process of Rangs
Industries Ltd." is genuine work has been done by Mostafa Ahsan Faraby, bearing ID No
15102237, Program BBA, and Major in Human Resource Management from IUBAT-
International University of Business Agriculture and Technology as incomplete satisfaction for
the finish of her Bachelor of Business Administration (BBA) degree. The report has been set up
under my direction. It is a record of certifiable work done by his prosperity at the Head Office of
Rangs Industries Limited at, Rangs Bhaban 117, Old Airport Road, sixth Floor, Bijoy Sharani,
Tejgaon, Dhaka – 1215, Bangladesh where he took his temporary position.

As far as I could know and according to his affirmation, no aspect of this report, either in full or
to some extent, has been submitted for any degree, confirmation, or endorsement to some other
establishment, association, or college previously.

However, this announcement will reimburse the International University of Business Agriculture
and Technology for any untoward accuse that may emerge against the International University of
Business Agriculture and Technology focusing on the report.

Presently he is permitted to present the practicum report to the position. I wish him all the
achievements in his future undertakings.

__________________

Mohammed Kamruzzaman

Assistant Professor

College of Business Administration (CBA)

International University of Business Agriculture and technology

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 EXECUTIVE SUMMARY

My internship report was about Rangs Industry Ltd and its Human Resource Management
Department Where I have worked for a time of 3 months. In this report, I have portrayed the
business outline, organization profile, my temporary position insight, work duties and capacity of
every individual office, issues I have looked at in my work put and break down those issues with
important hypotheses. I additionally gave some suggestions about how to tackle the issues.

In this report, I have comprehensively portrayed the Rangs business ltd and HR exercises
extraordinarily their recruitment and selection, and I attempted to depict each work exercises as
exact as could be expected under the circumstances.

The report is an aftereffect of my three months in length temporary position program which I
directed at Rangs Industry, and it is made for the achievement of the temporary job program as
needed by the International University of Business Agriculture and Technology. I likewise
attempt to portray the advantages or significance of doing a temporary position in a presumed
organization like Rangs Industry Ltd.

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INTERNSHIP CERTIFICATE

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 Table of Contents

Preparatory Part
Topic name Page No.
Title page 1
Letter of transmittal 2
Acknowledgement 3
Student’s declaration 4
Supervisor’s declaration 5
Executive summary 6
Internship Certificate 7
Table of Contents 8-11
List of figures 11-12
List of tables 12

Report Body

Topic Name Page No.

Chapter 1: Introduction..............................................................................................................13
1.1 Introduction to the report.....................................................................................................13

1.1 Background of the study.................................................................................................13

1.2 Objectives........................................................................................................................14

Broad objective:.........................................................................................................................14

Specific objectives:....................................................................................................................14

1.3 Scope of the study...........................................................................................................14

1.4 The methodology of the study........................................................................................15

Primary data:..............................................................................................................................15

Secondary data:..........................................................................................................................15
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 1.5 Limitations......................................................................................................................15

Chapter 2: Organizational Part.................................................................................................16

2.1 Company Profile..................................................................................................................16

The vision of Rangs Industries Ltd:...........................................................................................16

The mission of Rangs Industries Ltd:........................................................................................17

2.2 Corporate Information..........................................................................................................17

2.3 Products of Rangs Industries Ltd.........................................................................................17

2.4 Brands of Rangs Industries Ltd............................................................................................18

2.5 Organogram of Rangs Industries Ltd...................................................................................19

2.5.1 The Management of Rangs Industries Ltd........................................................................20

2.6 Corporate Division...............................................................................................................20

Chapter 3: Topic Part.................................................................................................................21

3.1 Definition of Recruitment and Selection by Various Authors.............................................21

3.2 Recruitment and Selection Process in General....................................................................23

3.3 Recruitment and Selection Process in Rangs Industries Ltd................................................24

3.4 Recruitment and Selection Process of HRD Executive.......................................................24

3.5 Recruitment and Selection Process of Marketing Executive...............................................25

3.6 Recruitment and Selection Process of Finance & Accounts Executive...............................26

3.7 Recruitment and Selection Process of Store Sales Executive & Branch Manager..............27

Chapter 4: Actual Task...............................................................................................................28

4.1 Internship experience at Rangs Industries Ltd.....................................................................28

4.2 My duties and activities at Rangs Industries Ltd.................................................................28

4.3 My learnings at Rangs Industries Ltd..................................................................................29

4.4 Findings................................................................................................................................30

4.4.1 Positive Sides....................................................................................................................30

4.4.2 Negative Sides...................................................................................................................30

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 4.5 Recommendations................................................................................................................31

Chapter 5: Research Part...........................................................................................................32

5.1 Problem Statement...............................................................................................................32

5.2 Background of the Problem.................................................................................................32

5.3 Project Profile......................................................................................................................32

5.4 Project Duration...................................................................................................................32

5.5 Project Timeline...................................................................................................................33

5.6 Hypothesis............................................................................................................................34

5.7 Research Methodology........................................................................................................35

5.7.1 Sample unit.......................................................................................................................35

5.7.2 Sampling method..............................................................................................................35

5.7.3 Data Collection Method....................................................................................................35

5.7.4 Sources of Data.................................................................................................................35

Primary data:..............................................................................................................................35

Secondary data:..........................................................................................................................36

5.7.5 Sample size.......................................................................................................................36

5.7.6 Statistical Tool..................................................................................................................36

5.8 Variables..............................................................................................................................36

5.9 Hypothesis Scale..................................................................................................................36

5.10 Data Analysis..................................................................................................................37

5.10.1 Hypothesis 1................................................................................................................37

5.10.2 Hypothesis 2................................................................................................................39

5.10.3 Hypothesis 3................................................................................................................41

5.10.4 Hypothesis 4................................................................................................................43

5.11 Findings...........................................................................................................................45

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 5.12 Recommendation............................................................................................................45

5.13 Conclusion.........................................................................................................................46

5.14 Reference...........................................................................................................................47

5.15 Appendices:....................................................................................................................49

5.15.1 Abbreviation:..................................................................................................................49

5.15.2 Survey Question..............................................................................................................50

Survey Questionnaire:.............................................................................................................50

Q1...............................................................................................................................................50

Q2...............................................................................................................................................50

Q3...............................................................................................................................................50

Q4...............................................................................................................................................50

List of Figures

Name Page No.

Figure 2.3: Product of Rangs Industries Ltd. 18

Figure 2.5: Organogram of Rangs Industries Ltd. 19

Figure 3.2: Recruitment and Selection Process in General 23

Figure 3.3: Recruitment and Selection Process in Rangs Industries Ltd. 24

Figure 3.4: Recruitment and Selection Process of HRD Executive 25

Figure 3.5: Recruitment and Selection Process of Marketing Executive 25

Figure 3.6: Recruitment and Selection Process of Finance & Accounts 26

Executive
Figure 3.7: Recruitment and Selection Process of Store Sales Executive & 27
Branch Manager

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Figure 5.10.1(a): Z-test diagram for Hypothesis 1 38

Figure 5.10.1(b): Pie chart for Hypothesis 1 38

Figure 5.10.2(a): Z-test diagram for Hypothesis 2 40

Figure 5.10.2(b): Pie chart for Hypothesis 2 40

Figure 5.10.3(a): Z-test diagram for Hypothesis 3 42

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Figure 5.10.3(b): Pie chart for Hypothesis 3
Figure 5.10.4(a): Z-test for Hypothesis 4 44

Figure 5.10.4(b): Pie chart for Hypothesis 4 44

List of Tables

Name Page No.

Table 2.2: Corporate Information of Rangs Industries 17

Table 2.5.1: The Management of Rangs Industries Ltd. 20

Table 5.5: Project Timeline 33

Table 5.9: Hypothesis Scale 36

Table 5.10.1: Summary of the respondents towards Hypothesis 1 37

Table 5.10.2: Summary of the respondents towards Hypothesis 2 39

Table 5.10.3: Summary of the respondents towards Hypothesis 3 41

Table 5.10.4: Summary of the respondents towards Hypothesis 4 43

Table 5.15.1: Abbreviation 49

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 Chapter 1: Introduction
1.1 Introduction to the report

Rangs Industries Ltd, a sister concern of Rancon Holdings Limited, started its outing in the year
1979. The Company is one of the pioneers in the retail client equipment business in Bangladesh.
Our significant customers recollect us as Rangs Toshiba, and we contribute intensely to relate to
this driving Japanese brand.

Rangs Toshiba gathers and imports all classes of client electronic things, home devices, and
lifestyle things. We intend to give an unrivaled individual fulfillment for our customers,
changing their home into a home, office into a fun-joint spot. We acknowledge devices and
home contraptions are not, now significant; it is a lifestyle.

As a supported retail outlet, Rangs Toshiba is an accepted allotment assistant of prominent

overall brands like Samsung, General, Sony, Whirlpool, Panasonic, and Phillips. We make things
open to our customers through a cross-country association of 36 own retail, 25 prohibitive
merchants, and more than 100 multi-brand vendor outlets. We revolve around customer
moderateness and offer genuine expenses for which we have made our own picture Toshin.

Our thing portfolio goes from TV, cooler, refrigerator, constrained air framework, garments
washer, mobile handset, blender, processor, food processor, and some more.

1.1 Background of the study

As a piece of satisfying the prerequisites of the BBA program at the International University of
Business Agriculture and Technology, each understudy needs to go through a practicum period
in any association for a base time of 12 weeks (or 3 months) and present a report dependent on
this mechanical connection. Practicum is imperative for the expert improvement of an
understudy. A practicum in any association permits the understudy to assess and figure out how
to apply the hypothetical information acquired from the university.

I joined Rangs Industries Ltd as an intern in the Human Resources division. I have finished the
practicum under the oversight of Md. Najmus Sakib Recruitment and L&D Specialist (HR) of
Rangs Industries Ltd. I have chosen the point for the practicum report to be "Recruitment and
Selection Process of Rangs Industries Ltd".
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During this period, the practicum was predominantly a learning opportunity concerning the
human asset the board exercises practiced at Rangs Industries Ltd. This report generally focuses
on how recruitment and selection are set in an association, what are its strategies furthermore,
what are the essential things that are remembered for recruitment and purpose arrangement of an
association.

1.2 Objectives
Without a target objective, nothing can be considered an effective one. My temporary position
program was likewise coordinated to serve some specific targets. The objective of this report is
separated into two sections.

Broad objective: To provide necessary information about the procedures of recruitment and
selection techniques followed by Rangs Industries Ltd. through the HR Department.

Specific objectives:
 To study the association between sources of recruitment and better results of the
recruitment and selection process.
 To know the innovative techniques (like-stress level test, psychometrics test) are playing
an effective role in the selection process.
 To study whether uses of competencies model in selection may bring transparency in
recruitment and selection process.
 To study the dedication of employees towards performance can increase due to fare
practice in recruitment and selection process.

1.3 Scope of the study

This practicum report concentrates on recruitment and selection techniques followed by Rangs
Industries Ltd. through the HR department. Rangs Industries Ltd. is one of the biggest players in
the electronics industry in Bangladesh that was established in 1979, had spread its wings all over
the country and has a workforce of more than 700, and is a pioneer in the electronics market.
During my practicum, I got the opportunity to learn about the recruitment and selection process
how they are made and maintained, what are the duties of an HR, etc. As well as involving me in
the daily activities relevant to the process carried out in this organization. This report basically
discusses the overall recruitment and selection practices and policies of Rangs Industries Ltd.

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1.4 The methodology of the study
To conduct this research, both primary and secondary data were utilized.

Primary data:
The primary data were collected from:

• Personal involvement with the process and observation.

• Interview with Md. Najmus Sakib Recruitment and L&D Specialist (HR) and Deputy Manager
Mahmudul Hasan (Head of HR) C&B Analyst.

Secondary data:
The Secondary data were collected from:

• Official website of the company

• Official documents provided by the Human Resources Department

• Relevant books, journals, and online sources.

1.5 Limitations
The major limitations faced during the preparation of this report were:

• The study is limited only to Rangs Industries Ltd. (Corporate Office).

• The results of the study cannot be generalized to any other organization.

• Relevant data and document collection were difficult due to organization confidentiality.

• Because of COVID 19, there are immense limitations all through the association which made
troubles for the temporary position holders and interns.

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 Chapter 2: Organizational Part
2.1 Company Profile
Rangs Industries Limited, a sister concern of Rancon Holdings Limited, begun its excursion in
the year 1979. The Company is one of the pioneers in the retail customer hardware business in
Bangladesh. Our important clients remember us as Rangs Toshiba, and we invest heavily to be
related with this driving Japanese brand.

Rangs Toshiba collects and imports all classes of customer electronic things, home apparatuses,
and way of life items. We plan to give superior personal satisfaction to our clients, transforming
their home into a home, office into a fun-joint spot. We accept gadgets and home apparatuses are
not, at this point important, it is a way of life.

As a favored retail outlet, Rangs Toshiba is a believed appropriation accomplice of eminent

worldwide brands like Samsung, General, Sony, Whirlpool, Panasonic, and Phillips. We make
items accessible to our clients through a cross country organization of 36 own retail, 25
restrictive vendors, and more than 100 multi-brand seller's outlets. We center around client
moderateness and offer serious costs for which we have made our own image Toshin.

Our item portfolio ranges from TV, cooler, fridge, forced air system, clothes washer, Mobile
handset, blender, processor, food processor, and some more.

Esteemed business houses the nation over are our clients who buy wanted items through our
corporate deals group.

We have 350+ profoundly prepared experts who persistently work to give our clients a gained
taste of electronic items. We put exertion in guaranteeing operational greatness and client
closeness in each part of our day-by-day life. Directly from the creation to after deals
administration, we trust in making unrivaled purchasing involvement with every client venture.

The vision of Rangs Industries Ltd: To assemble more globally renowned brands and to
increase more showrooms and dealers around the country to provide a different extension to the
consumer.

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The mission of Rangs Industries Ltd: We constantly strive to implement the practical
initiatives required to achieve our vision guided by a relentless focus on our values. In doing this,
we deliver operational excellence in every corner of the company and meet or exceed our
commitments to the community we serve.

2.2 Corporate Information

Name Rangs industries ltd.

Date of Inauguration of operation 11th April 1985

Registered office Rangs Industries Limited

Rangs Bhaban
117, Old Airport Road, 6th Floor,
Bijoy Sharani, Tejgaon, Dhaka - 1215
Name of the Chairman of the board A. Rouf Chowdhury

Name of the CEO Md. Sultanuzzman Sazan

Electronics home appliances

Product & Service
Brands Samsung, Toshiba, Panasonic, Philips, Toshin

Showrooms 111

No. dealers Over 150

E-mail [email protected]

Website www.rangsindustries.com

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Source: Wikipedia

Table 2.2: Corporate Information of Rangs Industries

2.3 Products of Rangs Industries Ltd.

Televisions, refrigerators, air conditioners, washing machines, chest freezer, microwave ovens,
home appliances, den/ EOL products.

Figure 2.3: Product of Rangs Industries Ltd.

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2.4 Brands of Rangs Industries Ltd.
Samsung, Hisense, Hitachi, Toshiba, Sony, Panasonic, Philips, Toshin, Astra, Livpure, Unilever
Pureit, Miyako.

2.5 Organogram of Rangs Industries Ltd.

RANGS INDUSTRIES LIMITED RIL| TOP Team

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Figure 2.5: Organogram of Rangs Industries Ltd.

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2.5.1 The Management of Rangs Industries Ltd.

Name Designation

Imran Zaman Khan Divisional Director

Md. Sultanuzzman Sazan Chief Executive Officer

Salman Abbas Khan Head of Product

Samir Muhammad Saleh Head of Sales & Service

Mosharof Hossain Razib Head of Dealer Sales

Md. Monjur Mohsin Head of Dealer Sales (Zone- 2)

Mir Mohammad Shamsul Alam Head of Distribution

Mustofa Waki Head of Finance & Accounts

Monzur Morshed Chowdhury Head Information Technology

Mahmudul Hasan Head of Human Resource

Table 2.5.1: The Management of Rangs Industries Ltd.

2.6 Corporate Division

• HR Department- HR Department is liable for all HR elements of Rangs Industry Ltd, for
example, HR arranging, recruit the best employees, training workers, give inspiration to a
representative, setting pay plan, setting compensation bundle and others HR-related exercises.

• Marketing Department- leads and regulates the deals and showcasing exercises, meet month
to month targets, amplify the piece of the pie, income, and gainfulness by creating promoting
techniques. They make and execute key promoting and deal designs yearly to accomplish
corporate goals for all items and administrations.

• Finance Department- the money divisions screens and controls companywide fund and
acquisition exercises. The plan fiscal summary while following prerequisites of global budgetary
detailing standard, Bangladesh Accounting Standards, and other related neighborhood

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performances. The business audit is directed to examine hazard introduction and money related
surveys give month to month results inside. They give consultancy and all other help to all other
offices.

• Product Management Department- the item the executive's division group is liable for
settling on item choice and frequently is the culinary specialist assets for the remainder of the
association when profound item mastery is required. This incorporates supporting the
associations that help offer the item for sale to the public and work straightforwardly with clients
specifically showcasing, deals, and backing. Item colleague additionally set the cost of the item
and convey the items among all showroom concurring the showrooms deals target. They are
additionally liable for setting deals focus for all showroom and offering guidance for all
showroom supervisor for accomplishing this objective.

• IT Department- Maintains IT methodologies by taking care of staff, investigating, and

executing mechanical key arrangements, Update ERP consistently, update RIL site and IT-
related exercises.

• Call Center Department- there are four individuals in the call focus office. Their primary
work to get the call from the client and appropriately answer the client's quarries and give data
about RIL items. They are additionally capable of calling a committed client about the
organization's offer and price cutting.

Chapter 3: Topic Part

3.1 Definition of Recruitment and Selection by Various Authors

Human resource is the most important asset of a company. So, the success and failure of a
company depend much on the recruitment and selection of suitable human resources.

The definition of recruitment and selection are given according to various authors.

According to Dessler, recruitment and selection are predominant HRM functions as it

encompasses all organizational practices and choices (Dessler, 2007). Recent technological
advances, globalization, social trends, and modifications inside agencies have delivered new
challenges for recruitment and selection (Rowley & Benson 2002). To successfully face the new

22
challenges recruitment and selection needs to be integrated with business techniques (Lam &
White 1998).

Decenzo and Robbins have described recruitment in this way- "Recruitment is the process of
discovering plausible candidates for actual or anticipated organizational vacancies. Or from
another perspective, it is a linking activity—bringing collectively these with jobs to fill and these
searching for jobs" (Decenzo and Robbins, 1999). William F. Glueck has come up with the
definition of recruitment as this- "Recruitment can be described as the set of things to do for a
company to attract job candidates who have the competencies and attitudes needed to aid the
organization to accomplish its desires (Glueck 1978)."

Selection, on the different hand, consummates the total recruitment method as, except this, a
perfect candidate cannot be selected via any organization. According to (Dessler, 2007),
"Selection is one of the essential features of HRM because the wrong decision of personnel
hampers organizational performance enormously." Decenzo and Robbins have voiced that, "The
best determination method includes some steps such as filling up application forms, initial
screening, preliminary interview, employment tests, written examination, comprehensive
interview, heritage examination/ reference check, clinical examinations, and job offer
(Decenzo& Robbins 1999)."

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3.2 Recruitment and Selection Process in General

Figure 3.2: Recruitment and Selection Process in General

1. Distinguish Need and Develop Position Description: Employing units which require another
position, or to refill a current position, should utilize this as an occasion to survey the
authoritative structure, staffing aptitudes, and mastery, and to propel the arrangement of the labor
force.

2. Recruitment Planning: An exhaustive enlistment/sourcing plan will outline and recognize

intends to pull in a different and qualified candidate pool. The employing chief is advised to
work together with his/her separate HR Service Team to decide and build up the
recruitment/sourcing plan.

3. Sourcing and Advertising: HR Talent Acquisition gives sourcing assets for the recruiting
worker, which uphold both focused on and different selecting activities. HR Talent Acquisition
with outside merchants to guarantee all positions presented on the organization work openings
site are consequently presented on satisfy state necessities.

4. Survey and Interview Candidates: Before starting the assessment of use materials, the
employing director should audit and examine the position's base prerequisites and the favored
capabilities with the Search Committee and Stakeholders, as relevant. Meetings are a vital
advance in the choice cycle. Thoroughly arranged and top-level interviews are those that
consider key inquiries to be tended to. Meetings ought to be organized, and semi-organized as
discussion and take into consideration the occasion to additionally survey how much the
applicant meets the position capabilities while likewise checking arrangement with the utilizing
unit.

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5. Determination and offer work: After completing all the prerequisite cycles when the
association, at last, gets the fitting up-and-comer they offer to join their association.

3.3 Recruitment and Selection Process in Rangs Industries Ltd.

Putting the correct individual in the correct position is the objective of the enlistment and
determination group. A particular cycle followed to achieve this errand. As a rule, to recruit
essential level representatives from inward sources, different firms additionally follow
practically comparative sort of technique. By and large, I was associated with several kinds of
recruitment and selection process. These are HRD Executive, Marketing Executive, Finance &
Accounts Executive, Store Sales Executive & Branch Manager.

Figure 3.3: Recruitment and Selection Process in Rangs Industries Ltd.

3.4 Recruitment and Selection Process of HRD Executive

Rangs Industries Ltd. has its own division of the Human Resource Department. They are
employing comes if there should be an occurrence of opening or substitution declaration and
when the requirement is additionally required. Online media and BDjobs are utilized for post-
work roundabout. Shortlisted individuals are sent a directive for a talk with date, time, and area
affirmation. To pass judgment on the competitors, two phases of interviews are taken; the Initial
meeting round is composed of tests and meetings with HR then at last with the nation
administrator. Whenever chose then at long last they are put as a worker of HRD.

25
 Figure 3.4: Recruitment and Selection Process of HRD Executive

3.5 Recruitment and Selection Process of Marketing Executive

From the start, necessity is taken for the empty position. At that point, online media and BDjobs
are utilized for the post-work round. Shortlisted individuals are sent a directive for a talk with
date, time, and area affirmation. To pass judgment on the up-and-comers, organize a meet with
HR after HR meet the chose up-and-comer goes for the second round, which is giving demo if
selling aptitude. Lastly, the chose individual goes for the meeting with the supervisor. Whenever
chose then at long last they are put as Marketing Head.

Figure 3.5: Recruitment and Selection Process of Marketing Executive

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3.6 Recruitment and Selection Process of Finance & Accounts Executive

From the start, necessity is taken for the empty position. At that point, online media and BDjobs
are utilized for the post-work round. Shortlisted individuals are sent a directive for a talk with
date, time, and area affirmation. To pass judgment on the up-and-comers, organize a meet with
HR after HR meet the chose up-and-comer goes for the second round, which is checking finance
& accounts related knowledge and skills. Lastly, the chose individual goes for the meeting with
the supervisor. Whenever chose then at long last they are put as Finance chief.

Figure 3.6: Recruitment and Selection Process of Finance & Accounts Executive

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3.7 Recruitment and Selection Process of Store Sales Executive & Branch Manager

All the showrooms of Rangs Industries Ltd. are called the store. So, for the store, they have
completely different types of recruitment & selection process. The process is given below-

Figure 3.7: Recruitment and Selection Process of Store Sales Executive & Branch Manager

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 Chapter 4: Actual Task

4.1 Internship experience at Rangs Industries Ltd.

My internship has been started on 18th August 2020 and ended on 18th November. I was required
as an HR intern of the head office at 117, Old Airport Road, 6th Floor, Bijoy Sharani, Tejgaon,
Dhaka - 1215. In these three months, I felt the excitement of corporate life. The corporate
protocol, culture, manners, and lifelong learning’s for me.

4.2 My duties and activities at Rangs Industries Ltd.

I got Rangs Industries Ltd. together with a particular arrangement of obligations to act in this
time. They were referenced in my joining letter and all through the temporary position time
frame, I have worked by below referenced:

• CV Analysis: I gathered a CV from the official site and e-mail ([email protected]),

at first. I filtered them for the least prerequisite for the position applied for and afterward
arranged and documented the last CV File. Those were then required a meeting. Every office and
position had its own document on the information base.

• Interview Schedule Management: First, a meeting planning sheet was made on which the
screened possibility for the meet was logged. At that point, every one of those up-and-comers
was called and educated about the meeting plan, obviously, considering their ideal time. Mass
SMS through programming went out to every one of those applicants also. Additionally,
questioners were educated through Google Calendar about their meeting accepting timetable too.

• Interview Session Management: On the meeting day, I got all the interviewees and gathered
their printed copy CVs. The entire meeting board was appropriately masterminded by the
interviewee and questioner. I educated the questioner about the timetable and directed the entire
cycle for my learning too. After fruitful finishing of every applicant's meeting, the last input was
noted down altogether for the second stage talk with booking.

• New Employee Orientation: Whenever another representative joined our association, I was
the principal purpose of contact. The primary undertaking was to gather the new joining worker's
instructive and business-related archives and securely put them in our official envelope. At that

29
point, I presented him/her with his/her specialty and afterward at long last with the remainder of
the team. Subsequently, the new worker was invited through the official organization Slack
channel so he/she can be presented with the rest of the representatives in the organization at an
exceptionally brief timeframe and make his onboarding cycle smooth.

• Database Management: Both printed copy and softcopy of pay sheets, HR the executive's
document, worker record document, missing document, entomb departmental records, and so
forth were viewed by me. Everyday exercises of the association were kept in record. Day by day
participation and exercises for various divisions, those that are HR related, were refreshed by me.
I additionally oversaw general preparing docs, worker set of accepted rules, and HR strategy
report documents.

• Auditing: Error finding in worker records and refreshing the documents in an ideal way is
important for the examining cycle of the HR division.

• HR Department Coordination: Our association's HR division wore numerous caps. I needed

to help my associates dealing with a few distinctive initiates. Organizing with both mid and high-
level administration was an aspect of my responsibilities every day. I guaranteed impeccable
activity between offices also.

4.3 My learnings at Rangs Industries Ltd.

I joined Rangs Industries Ltd as an intern. I attempted to adjust to the professional workplace. I
had the option to get familiar with a ton. A portion of my great exercises are portrayed beneath:

• I figured out how to work together and help a group. My group was the Human Resource
Department (HRD).

• I adjusted myself to corporate culture and figured out how to hold fast to the guidelines.

• There were a few standards and conventions that my office followed. I needed to comprehend
those and keep them up while working all day at the office.

• Working at an association implies helping a few distinct divisions, not just mine. I figured out
how to adapt up and impart among different offices to complete work easily and faultlessly.

30
• Code of Conduct is a significant aspect of any association. Clinging to it is unintelligibly
significant for a worker. I acquainted myself with my association's implicit rules at first and
submitted to it all through the entire residency of my temporary job.

• Through the experience of both indoor and open-air functions at my association, I figured out
how to manufacture a persona for looking after PR (Public Relations).

• Working straightforwardly in the HR division, I had the option to learn inside and out, the
overall HR the board exercises of an association.

• A significant accomplishment was simply the capacity to make a pioneer by learning and
watching my seniors in the organization.

4.4 Findings
While working at Rangs Industries Ltd, I have discovered some sure (Pros) and negative (Cons)
sides of the association. Beneath, I am sketching out the great practices and negative sides of the
association:

4.4.1 Positive Sides

• Friendly and made sure about the climate for all representatives

• Strong and agreeable relationship among the various divisions

• Junior representative’s interns are never peered downward on

• Flat progressive correspondence channel (less formalized)

• Managers and Team Leads are very useful

• Managers consistently spur and push new workers to pose inquiry and discover some new
information ordinary

• Due to the inviting climate, there are not a lot of contentions emerging

• Several on-work preparing offices

4.4.2 Negative Sides

• Most of the workers are overburdened with various departmental obligations and duties

31
• All representative criticism is practiced however appropriate usage is not done due to
incorporated dynamic cycle

• Most representatives (paying little heed to sexual orientation) need to check-in additional time
because of the massive remaining task at hand, which is not made up for

• Proper work law is not followed when offering compensation to various people in the
organization

• Not much "extra" aptitudes preparing gave time to time to representatives

• Lack of fair, progressive situations because of which a worker in one position needs to perform
obligations of a few various leveled positions (this is done as an administration cost-cutting
strategy)

• Office transportation is partial

4.5 Recommendations
• Decision-making cycle must be de-brought together. Thusly, there would be more commitment
from junior-mid level representatives which could turn extraordinary for the organization over
the long drag.

• There ought to be a legitimate work time, not long burden hours. On the off chance that a
representative needs to stay at work longer than required because of work pressure, he/she ought
to be remunerated appropriately.

• Deserving representatives ought to be remunerated in an opportune way. It could be through

methods for remunerations, pay augmentations, or advancements, and so forth.

• All workers could be furnished with transportation offices. In addition, females who are staying
at work past 40 hours must be given a protected and secure transportation framework.

32
 Chapter 5: Research Part

5.1 Problem Statement

The problem statement for this research is:

“Inefficient recruitment and selection process may create a negative perception of

employees and candidates."

5.2 Background of the Problem

Considering the quick development of the administration business, it has gotten compulsory with
respect to the administration to professionalize their administration. So as to this target, the need
of great importance is to manage the different useful viewpoints well beyond this, in this
administration area HR the board has become a key region to convey the quality administrations.

Thus, to refresh the abilities need among the HR of the association (to have appropriate contact
with the clients should be prepared and kept him). Thus, the importance of the study lies in
investigating the roads for recruitment and updating the training package.

5.3 Project Profile

For the successful completion of the BBA degree at the International University of Business
Agriculture and Technology, each understudy needs to experience a practicum time of 12
(twelve) weeks or 3 (three) months in an organization. During this practicum, the understudy
needs to conduct research in the organization with respect to his/her selected topic and forms a
report dependent on this project. The task, which I have chosen, is to lead a poll survey research
on the topic-

“Inefficient recruitment and selection process may create a negative perception of

employees and candidates."

5.4 Project Duration

The duration of the project is of 3 months or 12 weeks from August 18 th, 2020 to November 18th,
2020 to accomplish my practicum report as a requirement of the BBA curriculum of the
International University of Business Agriculture and Technology.

33
5.5 Project Timeline
The project timeline, along with the activities, is shown in the chart below:

Table 5.5: Project Timeline

34
5.6 Hypothesis
The hypothesis is a relational word condition or guideline which is accepted without faith to
draw out its intelligent outcomes and by technique to test its validity with realities which are
known and decided hypothesis fundamentally is a statement of belief which is to be tried.

 Hypothesis 1 (H1)

HA There is an association between sources of recruitment & better results of recruitment &
selection.

HO There is no association between sources of recruitment & better results of recruitment &
selection.

 Hypothesis 2 (H2)

HA Innovative techniques (like-stress level test, psychometrics test) are playing an effective role
in the selection process.

HO Innovative techniques (like-stress level test, psychometrics test) are not playing an effective
role in the selection process.

 Hypothesis 3 (H3)

HA Uses of competencies model in selection may bring transparency in recruitment & selection
process.

HO Uses of competencies model in selection may not bring transparency in recruitment &
selection process.

 Hypothesis 4 (H4)

HA Dedication of employees towards performance can increase due to fare practice in

recruitment & selection process.

HO Dedication of employees towards performance cannot increase due to fare practice in

recruitment & selection process.

35
5.7 Research Methodology

5.7.1 Sample unit

Sample units might be characterized as individual members a complete populace as respondents
in a research study. The example units for this research are the individual representatives
working in various divisions of Rangs Industries Ltd.

5.7.2 Sampling method

The sampling strategy utilized in this research is the "Basic Random Sampling" technique. In this
strategy, every individual from the population has an equivalent probability of being picked as a
sample.

5.7.3 Data Collection Method

The method of collection of information will be founded on the survey method and field action.
Primary information collection depended on the personal and telephonic meeting. I have
arranged the questionnaire as per the need of the data to be gathered.

5.7.4 Sources of Data

Primary data: Primary data might be described as that information has been watched and
recorded by the researcher unexpectedly as far as anyone is concerned.

There are a few strategies for gathering information.

Significant ones are:

 Observation strategy

 Interview strategy

 Questionnaires

 Schedules

 Other strategies and so on

36
Secondary data: It was gathered from internal sources. The optional information was gathered
based on the organizational document, official records, newspapers, magazines, the management
books, protected data in the organization's database, and website organization.
5.7.5 Sample size
For the questionnaire, I have taken a sample size of 20.

5.7.6 Statistical Tool

Statistical Analysis has been finished by utilizing Microsoft Excel worksheets for the
development of diagrams, information bar graphs, rates dependent on the frequency of
information.

5.8 Variables
The independent variable is the process of recruitment and selection, and the dependent variables
are the perception of employees and candidates.

5.9 Hypothesis Scale

From 75 employees, we have randomly chosen 40 participants.
N = 75 (total population)
n = 40 (sample population)
After providing a set of questionnaires to a total of 40 participants were asked to measure the
process of recruitment and selection may create a negative perception of employees and
candidates. And each item is measured on a five-rating point Likert Scale that ranges was- (1)
Strongly disagree, (2) Disagree, (3) Neither agree nor disagree, (4) Agree, (5) Strongly agree.
The following data was gathered from the survey:

Likert Scale Rating H1 H2 H3 H4

Strongly disagree 1 3 4 3 5
Disagree 2 6 3 8 2
Neither agree nor disagree 3 6 10 2 4
Agree 4 13 5 12 21
Strongly agree 5 12 18 15 8
Total = 40 40 40 40

Table 5.9: Hypothesis Scale

37
5.10 Data Analysis

5.10.1 Hypothesis 1

HA: There is an association between sources of recruitment & better results of recruitment &
selection.

HO: There is no association between sources of recruitment & better results of recruitment &
selection.

HA: μ > 3; HO: μ < 3; n = 40

In 5-point scale, the value of μ = (1+2+3+4+5)/5 = 3

Xi fi fi. Xi |x-x̅| |x-x̅|² f i .|x-x̅|²

Strongly disagree 1 3 3 2.625 6.89 20.672
Disagree 2 6 12 1.625 2.64 15.844
Neither agree nor disagree 3 6 18 0.625 0.93 2.344
Agree 4 13 52 0.375 0.14 1.828
Strongly agree 5 12 60 1.375 1.89 22.688
Total 40 145 63.375

Table 5.10.1: Summary of the respondents towards Hypothesis 1

∑ fiXi 145
Now, Average, 𝒙̅ = = = 3.625
∑fi 40

∑ fi(x− x̅ )2 63.375
Standard Deviation, σ =
√ n √
=
40
= 1.259

(x̅ −μ)
(3.625−3)
Zcal = σ = = 3.138
1.259/√ 40
√n

38
At 5% level of significance, the value of Z tab = 1.645

Acceptance region

Rejection region

Critical point

X 0 X
1.645 3.138
(Ztab) (Zcal)

Figure 5.10.1(a): Z-test diagram for Hypothesis 1

From the diagram that appeared previously, we can see that Zcal > Ztab, i.e., the value of Zcal
falls in the rejection region. So, we must reject the null hypothesis. Hence, at 5% level of
significance, it can be said that there is a positive relationship between an emergency health care
facility and employee motivation and overall compensation management.

Hypothesis 1
7%
Strongly disagree
30% 15%
Disagree

Neither agree nor

15% disagree
Agree

Strongly agree
33%

Figure 5.10.1(b): Pie chart for Hypothesis 1

39
5.10.2 Hypothesis 2

HA: Innovative techniques (like-stress level test, psychometrics test) are playing an effective role
in the selection process.

HO: Innovative techniques (like-stress level test, psychometrics test) are not playing an effective
role in the selection process.

HA: μ > 3; HO: μ < 3; n = 40

In 5-point scale, the value of μ = (1+2+3+4+5)/5 = 3

Xi fi fi. Xi |x-x̅| |x-x̅|² f i .|x-x̅|²

Strongly disagree 1 4 4 2.75 7.56 30.25
Disagree 2 3 6 1.75 3.06 9.18
Neither agree nor disagree 3 10 30 0.75 0.56 5.62
Agree 4 5 20 0.25 0.06 0.31
Strongly agree 5 18 90 1.25 1.56 28.15
Total 40 150 73.5

Table 5.10.2: Summary of the respondents towards Hypothesis 2

∑ fiXi 150
Now, Average, 𝒙̅ = = = 3.75
∑fi 40

∑ fi(x− x̅ )2 73.5
Standard Deviation, σ =
√ n √
=
40
= 1.356

(x̅ −μ)
(3.75−3)
Zcal = σ = = 3.497
1.356/√ 40
√n

40
At 5% level of significance, the value of Z tab = 1.645

Acceptance region

Rejection region

Critical point

x 0 x
1.645 3.497
(Z tab) (Z cal )

Figure 5.10.2(a): Z-test diagram for Hypothesis 2

From the diagram that appeared previously, we can see that Zcal > Ztab, i.e., the value of Zcal
falls in the rejection region. So, we must reject the null hypothesis. Hence, at 5% level of
significance, it can be said that there is a positive relationship between food supply arrangement
and employee motivation and overall compensation management.

Hypothesis 2

10% Strongly disagree

7% Disagree

45% Neither agree nor

disagree
25% Agree

Strongly agree
13%

Figure 5.10.2(b): Pie chart for Hypothesis 2

41
5.10.3 Hypothesis 3

HA: Uses of the competencies model in selection may bring transparency in the recruitment &
selection process.

HO: Uses of competencies model in selection may not bring transparency in the recruitment &
selection process.

HA: μ > 3; HO: μ < 3; n = 40

In 5-point scale, the value of μ = (1+2+3+4+5)/5 = 3

Xi fi fi. Xi |x-x̅| |x-x̅|² f i .|x-x̅|²

Strongly disagree 1 3 3 2.7 7.29 21.87
Disagree 2 8 16 1.7 2.89 23.12
Neither agree nor disagree 3 2 6 0.7 0.49 0.98
Agree 4 12 48 0.3 0.09 1.08
Strongly agree 5 15 75 1.3 1.69 25.35
Total 40 148 72.4

Table 5.10.3: Summary of the respondents towards Hypothesis 3

∑ fiXi 148
Now, Average, 𝒙̅ = = = 3.7
∑fi 40

∑ fi(x− x̅ )2 72.4
Standard Deviation, σ =
√ n √
=
40
= 1.345

(x̅ −μ)
(3.7−3)
Zcal = σ = = 3.288
1.345/√ 40
√n

42
At 5% level of significance, the value of Z tab = 1.645

Acceptance region

Rejection region
Critical point

X 0 X
1.645 3.288
(Z tab) (Z cal )

Figure 5.10.3(a): Z-test diagram for Hypothesis 3

From the diagram that appeared previously, we can see that Zcal > Ztab, i.e., the value of Zcal
falls in the rejection region. So, we must reject the null hypothesis. Hence, at 5% level of
significance, it can be said that there is a positive relationship between recreation space and
employee motivation and overall compensation management.

Hypothesis 3
Strongly disagree
7%
Disagree
38% 20%
Neither agree nor
disagree
Agree
5%
Strongly agree

30%

Figure 5.10.3(b): Pie chart for Hypothesis 3

43
5.10.4 Hypothesis 4

HA: Dedication of employees towards performance can increase due to fair practice in the
recruitment & selection process.

HO: Dedication of employees towards performance cannot increase due to fare practice in
recruitment & selection process.

HA: μ > 3; HO: μ < 3; n = 40

In 5-point scale, the value of μ = (1+2+3+4+5)/5 = 3

Xi fi fi. Xi |x-x̅| |x-x̅|² f i .|x-x̅|²

Strongly disagree 1 5 5 2.625 6.891 34.451
Disagree 2 2 4 1.625 2.641 5.282
Neither agree nor disagree 3 4 12 0.625 0.391 1.564
Agree 4 21 84 0.375 0.141 2.961
Strongly agree 5 8 40 1.375 1.891 15.128
Total 40 145 59.386

Table 5.10.4: Summary of the respondents towards Hypothesis 4

∑ fiXi 145
Now, Average, 𝒙̅ = = = 3.625
∑fi 40

∑ fi(x− x̅ )2 59.375
Standard Deviation, σ =
√ n √
=
40
= 1.218

(x̅ −μ)
(3.625−3)
Zcal = σ = = 3.242
1.218/√ 40
√n

44
At 5% level of significance, the value of Z tab = 1.645

Acceptance region

Rejection region

Critical point

X 0 X
1.645 3.242
( Z tab) (Z cal )

Figure 5.10.4(a): Z-test diagram for Hypothesis 4

From the diagram that appeared previously, we can see that Zcal > Ztab, i.e., the value of Zcal
falls in the rejection region. So, we must reject the null hypothesis. Hence, at 5% level of
significance, it can be said that there is a positive relationship between proper salary structure
and employee motivation and overall compensation management.

Hypothesis 4
12%
20%
5% Strongly disagree
Disagree
10%
Neither agree nor disagree
Agree
Strongly agree
53%

Figure 5.10.4(b): Pie chart for Hypothesis 4

45
5.11 Findings

After conducting research on inefficient recruitment and selection may create a negative
perception of employees and candidates. I have found the following:
1. 33% of the sample agrees with the statement, and 30% of the sample strongly agrees that
there is an association between sources of recruitment & better results of recruitment &
selection where 7% of the sample strongly disagrees with it.

2. 45% of the sample strongly agrees that innovative techniques (like-stress level test,
psychometrics test) are playing an effective role in the selection process. Another 13%
simply agrees with the statement which indicates the preference of using innovative
techniques such as stress level test, psychometrics test, etc. as a strategy for efficient
recruitment and selection process by the majority.

3. 38% of the sample strongly agree, and another 30% sample agree that uses of
competencies model in selection may bring transparency in recruitment & selection
process. This indicates people's preference for transparency in the recruitment and
selection process. It can also play an important role to build the trust of people and
establish a strong employee brand strategy in the labor market.

4. 53% of participants of the sample agree that the dedication of employees towards
performance can increase due to fair practice in the recruitment & selection process.
Except for 17% of the participants who disagree and another 10% who neither agrees nor
disagrees; fare practice of recruitment is an important factor for employees that motivates
them and increases their dedication towards improving their performance.

5.12 Recommendation

The information has been accumulated by the survey directed by the representative at different
levels. We implied the fulfillment at each level for advancement of the recruitment process, after
analyzing the information and based on my research. I would recommend the following steps to
match the satisfaction level of the employee-

1. Taking applicant tracking system (ATS) as a strategy for efficient recruitment strategy which
enables recruiters to track applicants over the course of the entire recruitment process, from
application to offer letters, and automate communications so elite candidates do not fall through
the cracks. Perhaps, more importantly, an ATS can help to identify where the majority of
qualified applicants are coming from. These data help recruiters determine which avenues are
most successful and worthy of additional resources, and which can be pulled back.

46
2. Taking an inside hiring strategy through promotion can make the recruitment process efficient
since an inside hire already knows the team, the business and positively contributes to the
organization's culture, which mitigates the onboarding process for an outside candidate.

3. Use of innovative techniques and the different pre-employment tests is recommended for
increasing the efficiency of the recruitment process. These innovative pre-employment tests
introduce an element of objectivity into the hiring process by providing concrete results that can
be standardized across all applicants. Employers can then use these data to make better informed,
more defensible hiring decisions.

4. Using competency models that showcase the pattern of behaviors that are required for good
performance on the job, which can be either skill-based (a set of learning activities, like mopping
or brain surgery) or talent-based (patterns of thought, feeling, and behavior). These models can
provide an objective reference that can get multiple stakeholders on the same page when it
comes to talent selection decisions which certainly makes the recruitment and selection process
more efficient.

5. Enhancing employee brand strategy to showcase the organization's reputation as an employer

that helps to influence people’s opinions of a company. A positive and impactful employer brand
can help companies to drive more inbound tech candidates and impress candidates who are
already in the talent pipeline.

5.13 Conclusion

I am blessed that I was allowed the chance to work in Rangs Industries Ltd. (RIL) and HR dept.
Authorities helped me a lot. I additionally found the opportunity to realize that the HR practices
of RIL imply standards in the applicable field. I have gone over numerous issues that were
intentionally given to me to tackle out so I can be more viable about the critical thinking
strategies an HR manager to take in dangerous circumstances. While working with Rangs
Industries Ltd. I have discovered that HR is the medium between the representatives, works, and
Management. Interestingly, for working for all intents and purposes, I have had the option to
have significant information over the recruitment and selection. I came to know the distinctive
recruitment techniques taken by RIL, which I can relate to my academic knowledge. RIL ensures
fair recruitment and selection for which the satisfaction level of employees is so high.
At last, it is to specify that I had the option to relate all my academic HR information with the
genuine climate, which is I think will be profoundly useful for my future profession.

47
5.14 Reference

 15304111_BBS.pdf. (n.d.). Retrieved November 19, 2020, from

http://dspace.bracu.ac.bd/xmlui/bitstream/handle/10361/10341/15304111_BBS.pdf?

sequence=1&isAllowed=y&fbclid=IwAR18YzWa0CC4CK_KwqdaA1NPt2gUqCp4fR3

JvxLn66vujN3fBDTX3FnKFLQ

 About Us. (n.d.). Rangs Industries Limited. Retrieved November 19, 2020, from

https://www.rangsindustries.com/about-us/

 Ankit Kumar. (n.d.). Project on the recruitment and selection process. Retrieved

November 19, 2020, from https://www.slideshare.net/ankitkumar484/project-on-

recruitment-and-selection-process?

fbclid=IwAR1ZQYBi2WsxGqNJ4HcqQeylm2DkE8i0a8iVCAbFyxC1bJpO6manmyjHe

wQ

 Bunny Sharma. (n.d.). Recruitment and selection policy of reliance [Education].

Retrieved November 19, 2020, from

https://www.slideshare.net/bunnysharma/recruitment-39459612?

fbclid=IwAR2UOMvEKRC60q9K764NzVU4dbIQX75LpErz28FZ-6RGqls42-

UGdPCgfKQ

 Compton, R. L. (2009). Effective Recruitment and Selection Practices. CCH Australia

Limited.

 Heinz, K. (2019). 10 Tips to Improve the Efficiency of Your Recruitment Process. Built-

In. https://builtin.com/tech-recruiter-resources/improve-recruitment-process-efficiency

 Kamran, A., Dawood, J., Hilal, S., Kamran, A., Dawood, J., & Hilal, ·. (2015a). Analysis

of the Recruitment and Selection Process. Proceedings of the Ninth International

48
 Conference on Management Science and Engineering Management, 362, 1357–1375.

https://doi.org/10.1007/978-3-662-47241-5_114

 Lambert, E. (2019). Should My Organization Use Competency Models? The Essential

Checklist. Plum. https://www.plum.io

 mitchel@localhost. (2018, July 19). 13 Innovative Recruitment Methods Top Recruiters

Use. Harver. https://harver.com/blog/innovative-recruitment-methods/

 Shivali Mori. (n.d.). Recruitment and selection at Kotak Mahindra bank limited

[Recruiting & HR]. Retrieved November 19, 2020, from

https://www.slideshare.net/ShivaliMori/recruitment-and-selection-at-kotak-mahindra-

bank-limited?fbclid=IwAR0UQNWm4_irkhTcvrKkuiIRsy8sSGTXOTv5TGn8iZxxU8j-

nkpNu0DBll4

 The Benefits of Using Pre-Employment Tests | Criteria Corp. (n.d.). Retrieved November

19, 2020, from https://www.criteriacorp.com/resources/definitive-guide-validity-of-

preemployment-tests/the-benefits-using-pre-employment-tests

49
5.15 Appendices:

5.15.1 Abbreviation:

Abbreviated Word Full Meaning

IUBAT International University of Business

Agriculture and Technology

BBA Bachelor of Business Administration

CBA College of Business Administration

MD Managing Director

HRM Human Resource Management

RIL Rangs Industries Ltd.

CEO Chief Executive Officer

C&B Compensation and Benefits

L&D Learning and Development

Table 5.15.1: Abbreviation

50
5.15.2 Survey Question
Survey Questionnaire:
Q1. To what extent you agree that there is an association between sources of recruitment &
better results of recruitment & selection?
1. Strongly disagree
2. Disagree
3. Neither agree nor disagree
4. Agree
5. Strongly agree
Q2. To what extent you think that innovative techniques (like-stress level test, psychometrics
test) are playing an effective role in the selection process?
1. Strongly disagree
2. Disagree
3. Neither agree nor disagree
4. Agree
5. Strongly agree
Q3. To what extent you agree that the uses of the competencies model in selection may bring
transparency in the recruitment & selection process?
1. Strongly disagree
2. Disagree
3. Neither agree nor disagree
4. Agree
5. Strongly agree
Q4. To what extent you agree that the dedication of employees towards performance can
increase due to fair practice in the recruitment & selection process.
1. Strongly disagree
2. Disagree
3. Neither agree nor disagree
4. Agree
5. Strongly agree

51
 IUBAT—INTERNATIONAL UNIVERSITY OF BUSINESS
AGRICULTURE AND TECHNOLOGY

Founded 1991 by Md.Alimullah Miyan

Report on Academic Supervisor's Visit to practicum Organization

Name of Academic Supervisor: Mohammed Kamruzzaman Program: BBA Date/Time: 28.11.20

Name of the Intern: Mostafa Ahsan Faraby ID: 15102237 Semester: Summer 2020

1.Title of the Report/Project Recruitment & selection process of Rangs Industries Ltd.
Name: Rangs Industries Ltd.

2. Organization Phone: 01701203611

E-mail: [email protected]

Name: Md. Najmus Sakib

3.Workplace Supervisor Phone/Cell: 01701203644

E-mail: [email protected]

4. Designation of the Intern at the Workplace Recruitment and L&D Specialist (HR)

1. CV Analysis

2. Interview Schedule Management

5. Major activities of the intern at the
3. Interview Session Management
Workplace
4. New Employee Orientation

5. HR Department Coordination

Punctuality: Excellent

Work: Excellent
6. Performance of the intern at the Workplace
Behavior: Excellent

Company's Code of Conduct: Excellent

52
7. Remarks and Observations of the workplace
supervisor (if any)
Name:

Designation:
8. Meeting (if any) with the higher authority at
the workplace of the intern and his/her Phone/Cell:
expectation (if any)
E-mail:

Expectation:

9. Relevance between project title and actual

Job Duties with the reported issue are quite relevant.
job with remarks

Signature of Academic Supervisor: ………………………….

53