Recruitment and Selection Procedure of ExIm Bank Ltd

Recruitment and Selection Procedure of ExIm Bank Limited

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Introduction( Managing the function of each department efficiently and flexible payment procedure is enough for a bank to achieve success. A prudent bank management should always try to make an appropriate balance between the payments and receive .The payment and receive flexibility with in short time gives the customer ultimate satisf satisfac actio tion, n, whic which h attra attract ctss the the more more clie client ntss in the the bank bank.. The The tran transa sacti ction on will will be automatically high and increase the commission and profit of the bank. As a pioneer Export Import ank of angladesh !imited "E#IM$ is able to do so to earn the trust of general general people. people. %&I has the glory of being oldest oldest bank owned by the general people of angladesh and it servers the nation for last '( years with largest line of diversified banking services in different sectors. &o far, E#IM ank is performing well and listed in the )A* category for long time.

'.' !ri%in of t+e re,ort( This This report report titled titled -Recruitment and Selection Procedure of Ex,ort Im,ort Bank of Administration Ban%lade$+ Limited is a curriculum re+uirement for Master of usiness Administration "MA$ egree of &tamford -niversity, angladesh under the supervision of Assistant rofessor, rofessor, epartment epartment of usiness usiness Administratio Administration$ n$ organi/ed organi/ed at Export Export Import Import ank of angladesh !imited, Moti0heel ranch, haka. &o this report is the outcome of my three months practical knowledge at Export Import ank of angladesh !imited

'./ Back%round of t+e $tudy( anking sector is a very curtail part of a country. It plays a very much important role in the the econ econom omy y and and alwa always ys trie triess to make make a sign sign on the the econo economy my.. This This inst instit itut utio ion n is responsible for the financial stability of a country. ue to globali/ation of the market, all the industries have to face the competition. The foreign banks come in to the local market and and the the local local bank bankss have have to figh fightt most most to gain gain the the mark market et share share.. And the the prese present nt develo developin ping g econom economy y of angla anglades desh h demand demandss immedia immediate te develo developme pment nt of financ financial ial institutions institutions which can make a good step to build up a strong economic infrastructur infrastructure. e. In this this view view the the bank bankss have have to driv drivee thei theirr opera operati tion on in such such way which which can can make make a contribution on the economy. And make a contribution into the economy1 banks need efficient personnel with modern banking knowledge. This report has been prepared in the


light of this view to gather practical knowledge and prepared under the guidance and supervision of the core teacher.

'.0 !b1ecti2e$ of t+e $tudy( '.0.' Broad !b1ecti2e$( 

To make familiar with the terms what I have studied during A course.



To know about the banking sector in angladesh.



To get an overall idea about the management terms and operation strategy and the limitation of a bank by going though the Export Import ank of angladesh !imited

'.0./ S,ecific !b1ecti2e$( 

To know the management policy of a bank.



To know the ob0ectives and planning of a bank.



To be familiar with the banking sector.



To gather comprehensive practical knowledge on the total banking function.



2ritically analy/e the functions and the operation of each level of the Export Import ank of angladesh !imited



To fulfill the partial re+uirement of A degree.

'.3 Sco,e of t+e $tudy( This report is the outcome of my practical knowledge during the period of three months internship at Export Import ank of angladesh !imited, 3ead office. The study covered in banking areas are4 

5ecruitment 6 selection rocedure "Interview, ackground 2hecking$



romotion olicy



7orking 3ours, !eave %acilities,



5emuneration 6 enefits



Training 6 evelopment


'.4 Met+odolo%y( This report is based on the primary and secondary data. This report also bears the practical knowledge of individual worked at the particular branch during the internee period. &o the methodology is the mixing of primary and secondary data with practical knowledge.

'.5 Source$ of Information( In order to make the report more meaningful, two sources of data have been collected.

'.5.' Primary )ata Source( 

ata are collected through face to face interview 6 +uestionnaire



Informal conversation with the clients



ractical work experience from different department of the bank.



5elevant files and documents as provided by the concerned officers.

'.5./ Secondary )ata Source( 

Annual 5eport of the bank.



ank Training 6 5esearch Academy



8arious books, articles and manuals etc



ifferent web sites.

'.6 Limitation$( 

ime "on$traint$(

As internship period is only for three months, so it is a limited time to learn a more and prepare a report to submit. 

Inade7uate of Information(

The relative information not so sufficient to get ready for an extra ordinary report.




In$ufficient time of Bank Per$onnel(

As the bank personnel are so much busy so it is hard to keep peace with them and get overall support from them. 

8ear of )i$clo$ure(

There was fear of disclosure in bank personnel about their some confidential activities, which is a constraint in the way to make a good report.


CHAPTER 02: PROFILE OF EXPORT IMPORT BANK OF BANGLADESH LIMITED


/.'9 &i$torical Back%round of E:IM BAN;(

E#IM ank angladesh !imited was established on the 9 rd August (:::, under the rules and regulations of angladesh ank and the ank 2ompanies Act;'<<' with the leadership of late Mr. &hah0an =abir, founder chairman. 3e had a long dream of floating a commercial bank which would contribute to the socio;economic development of our country. 3e had a long experience as a good banker. A group of highly +ualified and successful entrepreneurs 0oined their hands with the founder chairman to materiali/e his dream. In deed, all of them proved themselves in their respective business as most &uccessful

star

with

their

endeavor,

intelligence,

hard

working

and

talent

entrepreneurship. Among them, Mr. >a/rul Islam Ma/umder became the honorable chairman after the demise of the honorable founder chairman.

This bank starts functioning from 9 rd August, (::: with Mr. Alamgir =abir %2A as the advisor and Mr. Mohammad !akiotullah as the Managing irector. oth of them have long experience in the financial sector of our country. y their pragmatic decision and management directives in the operational activities, this bank has earned a secured and distinctive position in the banking industry in terms of performance, growth and excellent management. The authori/ed capital of the E#IM ank is T=. '::: million. The paid up capital of the bank at the end of (::? "ecember$ stood Taka '?'9.?@ million compared to Taka ?.@ million in (::B.

"or,orate Information<$ at a Glance

"Information as per last Annual 5eport (::<$ >ame of the bank

4 E#IM ank Cf angladesh !imited

•

&tatus

4 rivate !imited 2ompany

•

ate of Incorporation

4 (nd Dune, (:::.

•

Inauguration of the first branch

4 9rd August, (:::.

•

3ead Cffice

4 uildings "@th, Bth 6 ':th floor$.

•

2hairman

4 Mr. Md. >a/rul Islam Ma/umder.

•

Managing irector

4 Mr. =a/i Masihur 5ahman.

•


•

Authori/ed 2apital

4 T=. 9@:: million.

•

aid up 2apital

4 T=. '?'9.?@ million.

•

irectors

4 '(

>umber of ranches

4 @<

•

Total eposits

4 T=. 9@:9(.:( million

•

Total Investment

4 T=. 9(B'.(? Million

•

5eturn on Investment

4 T=. B.@@F

•

5eturn on Assets "after tax$

4 T=. '.?9F

•

Income on Investment "&6$

4 T=. '('.B Million.

>umber of Employees

4 '(::

•

•

/./9 +e Mana%ement Proce$$ of E:IM Bank( %or any financial and non financial organi/ation Management is the most valuable and important resources of any kind of organi/ation. And a well;organi/e management provides the organi/ation to reach its ultimate goal. Management means planning, organi/ing, staffing, directing and controlling of all financial and non financial resources of an organi/ation. ifferent aspects of management practice in E#IM ank are discussed below.

a. Plannin%( E#IM ank !td. has done its planning within the purview of the corporate plan. The overall planning approach in E#IM ank is top-down. Each branch can plan according to the goal imposed by the corporate level. It doesnGt plan

independently.

And E#IM ank has a planning division. This department is mainly responsible for the overall planning.

b. !r%ani=in%( E#IM ank !td. is organi/ed as per the existing business locations. It has thirty three braches, each of which is a separate entity. Each unit is responsible for own performance and a &enior 8ice resident followed by Manager 3eads each. 3e is directly responsible for the performance of their unit. 7ithin each branch it is organi/ed functionally.


c. Staffin%( The recruitment in E#IM ank is done in two ways. Cne as a )robationary Cfficer* for the management program and it has a probation period of one year. Another one is non; management level as )Trainee Cfficer*. robationary Cfficer is recruited in officer category and their career path is headed towards different

managerial 0obs.

d. )irectin% and "ontrollin%( The Management approach in E#IM ank is top;down or authoritative. Information 0ust seeks through lower management layer. 7orks are designed in such a way that one can not leave without clearing the tasks as he is assigned for

a day. &itting arrangement in

all office is done in a way that the superior can monitor the subordinate all time. udgeting, rewarding, punishing, etc. are also practiced as control mechanism.

/.09 Recruitment Proce$$( The set;vice rule of E#IM ank states the recruitment policy of the bank. In general the board of directors determines the recruitment policy of bank from time to time. The minimum entry level +ualification for any official position other than supportive management is a achelors degree. 3owever, informally the management prefers a minimum masterGs degree for the appointed of probationary officers in the Executive officer position. The recruitment for entry level positions begins with a formal written test which is conducted and supervised by the Institute of usiness Administration, -niversity of haka. After successful completion of the written test, a personal interview is conducted for the successful candidates by a panel of experts comprising of renowned and prominent bankers of the country.

/.39 &uman Re$ource Practice in E:IM Bank( The Authority of E#IM ank !td. believes their employees are the core resources of their organi/ation. ecause without them they cannot run their organi/ation. E#IM ankGs human resources approach is concerned with the growth and development of people


toward higher level of competency, creativity and then it tries to create a climate in which they may contribute to the limits of their improved abilities.

/.49 "or,orate "ulture of E:IM Bank( The E#IM bank is one of the most disciplined anks with a distinctive corporate culture. They are lived in shared meaning, shared understanding and shared sense making. eople related to the bank can see and understand events, activities, ob0ects and situation in a distinctive way. They mould their manners and eti+uette, character individually to suit the purpose of the ank and the needs of the customers who are of paramount importance to them. The people in the bank see themselves as a tight knit team or family that believes in working together for growth. The corporate culture they belong has not been imposed1 it has rather been achieved through their corporate conduct.

/.59 "or,orate Mi$$ion( The bank chalked out of the following corporate ob0ective in order to ensure smooth achievement of its goals

HTo be most caring and customer friendly and service oriented bank. HTo create a technology based most efficient banking environment f or its customer. HTo ensure ethics and transparency in all levels. HAbove all, to add effective contribution to the national economy. Eventually the ank emphasi/es on  To provide high +uality financial services in Export and Import trade.  To provide excellent +uality customer service.  To maintain corporate and business ethics.  To become a trusted repository of customerGs money and their financial advisor  To make superior stock and rewarding to the customersshare holders.  To display team spirit and professionalism.  To have a sound capital base.


/.69 "om,any >i$ion( Export Import ank !td. as the name implies, is not anew type of bank in some countries on the global, but is the first of its kind in angladesh. It believes in togetherness with its customer, in its march on the road to growth and progress with services.

To achieve the desired goal, it has intention to pursuit of excellence at all stages with a climate of continuous improvement. ecause it believes, the line of excellence is never ending. It also believes that its strategic plans and business networking will strengthen its competitive edge over in rapidly changing competitive environment. Its personali/ed +uality services to the customers with the trend of constant improvement might be cornerstone to achieve it operational success.

/.?9 Princi,le$ of E:IM Bank( a. To be one E#IM ank by holding and guiding the following values. b. To have strong customer focus and build relationship based on integrity and

superior service and mutual benefit. c. To strive for private and sound growth. d. To work as a team to serve the best interest of the organi/ation. e. To work for continuous business innovation and improvements. f.

To value and respect people and make decision based on merit.

%. To provide recognition and communication.

/.@9 Mode of t+e Bank( The word E#IM ank implies the meaning of its operations. Though it is a new type of bank in angladesh, it is familiar with so many counties in the world such as Export Import ank of the -nited &tates, Export Import ank of Dapan.

Local

Bank

Global

Network Though it is a local bank, it has spread of its operation in the whole world through foreign banking. Its motto is to provide +uality service to the customers all over the world. &ooth


mode of the bank )!ocal ank Jlobal >etwork* completely ad0ustable with its operations.

/.'9 8unction$ of t+e E:IM Bank Ltd.( •

The main task of the E#IM ank is to accept deposited from various customers through various accounts.

•

rovides loans on easy terms and condition.

•

It creates deposit.

•

The ank invest it fund in to profitable sector.

•

It transfers money by emand raft "$, ay Crder "C$, Cn;line and Telegraphic Transfer etc.

•

The ank is doing the transaction of bill exchange, che+ue etc. on behalf of the clients.

•

E#IM ank assists in the foreign exchange by issuing letter of credit.

•

It brings the increasing power of the dimension of transaction.

•

Above all, E#IM ank helps the businessmen financially by giving discount facility for bill of exchange and by providing the facility of letter of Juarantee.

/.''9 "on2er$ion into I$lamic Bank( After the confirmation of honorable 3igh 2ourt ivision of angladesh &upreme 2ourt, the E#IM bank had been converted into a full;fledged Islami ank based on &hariah from traditional interest based banking and the bank started Islami anking function from ' st Duly (::@ with the approval of angladesh ank. efore conversion into Islami ank, the authority of the E#IM ank puts option to all of bank valued customers through news media in addition to personal contract with them to accept with decision taken by authority. And great pleasure for the bank that every body gladly accepted the conversion with appreciation.

/.'/9 Social "ommitment of E:IM Bank Ltd.( The purpose of E#IM ank is, obviously is, to earn profit, but the promoters and the e+uity holders are aware of their commitment to the society to which they belong. A large


portion of the profit is kept aside andor spent for socio;economic development through trustee and in patroni/ation of art, culture and sports of the country. The authority wants to make a substantive contribution to the society where they operate, to the extent of their separable resources.

/.'09 Attainment of E:IM Bank( It is a great pleasure for E#IM ank that by the grace of Almighty Allah, it has migrated at a time all the branches from its conventional banking operation into &hariah based Islami banking operation without any trouble. The officers and executives of E#IM bank motivated the valued customers by counseling and persuasion in light with the spirit of Islam especially for the >on;Muslim customers. E#IM ankGs IT division has done the excellent 0ob of converting and fitting the conventional business processes into the processes based on &hariah. It has been made possible by following a systematic procedure of migration under the leadership of honorable Managing irector of E#IM bank.

/.'39 Performance of E:IM Bank Limited( The year (::< was remarkable year simultaneously for development and achievements of continuous growth rate in all the areas of banking operations. The bank has successfully been marching ahead with its prime business ob0ective by earning profit after tax of T= ':B9.(< million than that of the previous year. It has successfully mobili/ed T= (9'<.(' million deposits from depositors and arranged disbursement of T= (B:B.9 million as Investment to '::<' accounts as on 9' st ecember (::< through its  ranches. The total Income and expenditure of the ank of the ank were T=. (B.@< million and T=. ':.? million respectively during the period under review. The return on assets "5CA$ was 9.F well above the industry average. Achievements were possible because of he service excellence of management with the support from a very resourceful and skilled workforce who are rendering efficient and speciali/ed services.


/.'49 &ierarc+y of Po$ition Structure of E:IM Bank(

Chairman Chairman

Advisor Advisor

Board of Director Board of Director

Managing )irector )eputy Managing )irector Senior Executive >ice President Senior >ice President >ice President Senior Assistant >ice President Assistant >ice President Senior Principal !fficer Principal !fficer Executive Officer

Officer Management rainee officer Assistant !fficer unior !fficer ###.A$$i%nmentPoint.com

Alamgir =abir, %2A

%ormer Advisor

!ate &hah0ahan =abir Md. >a/rul Islam Ma/umder Mr. Md. %ai/ -llah

%ounder 2hairman 2hairman irector

Mrs. >asima Akhter Mr. A.=.M. >urul %a/al Mr. Kubayer =abir Mr. Md. 3abibullah Mr. Md. Abdul Mannan Al;ha0 Md. >urul Amin

irector irector irector irector irector irector

Mr. Abdullah Al;Kahir &awpan Mr. Mohammed &hahidullah

irector irector

Mr. Mahbubur 5ashid

irector

=a/i Masihur 5ahman

Managing irector

(.'B

(.'?

Name of S,on$or$(

Mr. Md. >a/rul Islam &wapan Mr. Mohammad Abdullah Mr. Md. Altaf 3ossain Mrs. >asreen Islam Mr. Md. Ma/akat 3arun Mr. Abdullah Al;Mamun Mr. Md. %ahim Kaman athan Mrs. Asma egum Engr. Aminur 5ahman =han Mrs. 5i/wana =. 5i/a Mr. Md. >ur 3ussain Mrs. 3asina Akhter Mr. Md. &haiful Alam

&ponsors &ponsors &ponsors &ponsors &ponsors &ponsors &ponsors &ponsors &ponsors &ponsors &ponsors &ponsors &ponsors


Mrs. 3amida 5ahman Meer Doynal Abedin Mrs. >ahida Akter Mr. Md. >urul Amin Mrs. 5ubina &hahid Mrs. Mamta0 egum Mrs. &abira &ultana Mrs. Mahmuda egum Mrs. 5abeya =hatoon Mr. An0an =umar &aha

&ponsors &ponsors &ponsors &ponsors &ponsors &ponsors &ponsors &ponsors &ponsors &ponsors

/.'? !r%ani=ational $tructure of E:IM Bank( ► Organizational structure: &ead office

&ead !ffice

General Ser2ice di2i$ion

8inancial Admini$tration )i2i$ion

E$tabli$+ment and Bu$ine$$ di2i$ion

"redit )i2i$ion

Im,ort "redit )i2i$ion

International Bankin% )i2i$ion

General "redit )i2i$ion

La# C Reco2ery )i2i$ion

Ex,ort credit )i2i$ion

►!r%ani=ational $tructure( ;a#ran Ba=ar Road Branc+

&ead !ffice

General Bankin% in "+ar%e

"a$+ in "+ar%e

"redit in "+ar%e

8orei%n Exc+an%e in "+ar%e

Information ec+nolo%y in "+ar%e

rainee A$$i$tant !fficer

)e,o$it C Account

Remittance

Im,ort


Ex,ort

/.'@ Branc+ Information( ranch Information DWe +a2e 4@ Branc+e$ in Ban%lade$+

/./9 Branc+ Net#ork of E:IM Bank Limited( The number branches of E#IM ank are as stand now @<"%ifty >ine$ and authority has taken steps to open few more branches at commercial important places by the year (:':. &l. ranch Information >o haka ivision ' Moti0heel ranch ( anthapath ranch 9 Ja/ipur 2howrasta ranch  Imamgon0 ranch @ Julshan ranch



&onaimuri ranch

@ B ?  < ':

!aksham ranch 2da Avenue ranch 2howmuhani ranch 2omilla ranch Modaffargon0 ranch 2hhagalnaiya ranch


B ?  < ': '' '( '9 ' '@ 'B '? ' '< (: (' (( (9 ( (@ (B (? ( ' ( 9

>awabpur ranch >aranyangon0 ranch &himrail ranch 5a0uk Avenue ranch >ew Eskaton ranch -ttara ranch Mirpur ranch Elephant 5oad ranch Mawna ranch Malibagh ranch Ashulia ranch Ashugon0 ranch &at Mos0id 5oad ranch ashundhara 5oad ranch &avar ranch =arwan a/ar ranch 3ead office 2orporate ranch >aria ranch altan ranch oard a/ar ranch %aridpur ranch anchaboti ranch =eranigon0 ranch 2hittagong ivision Agrabad ranch =hatungon0 ranch Dubleeroad ranch

'' '( '9 ' '@ ' ( 9  @ B ?  ' ( 9 ' ( ' (

ahartoli ranch ahaddarhat ranch &hitakunda ranch %eni ranch Thakur a/ar =rishi  &me ranch &ylhet ivision &ylhet ranch %enchugon0 ranch Moulvi a/ar ranch Jolapgon0 ranch eani a/ar ranch >obigon0 ranch iswanath ranch Joalaba/ar ranch =hulna ivision Dessore ranch =ushtia ranch =hulna ranch 5a0shahi ivision ogra ranch 5a0shahi ranch 5angpur ivision 5angpur ranch ina0pur ranch

able '( Number of Branc+e$.

Lears

(::B

(::?

(::

(::<

(:':

>umber of ranches

(:

9:

:

@

@<

Number of Branches 60 50 40

Number of

30

Branches

20 10 0 2005

2006 2007

2008 2009

ears

Gra,+ '( Gra,+ of Number of Branc+e$.


>umbers of branches remain same of Exim ank from (::B to (::1 which are : in numeric number increased in (::<, which was @, confirms the better performance over the years. In (:': the number has been increased to @?, which is a good achievement for any private bank. It indicates that the bank is performing well over the last five years. Number$ of Em,loyee$(

Exim ank !td. is the pioneer in private banking sector. The numbers of employees increased throughout its life because of growing nature. In (::< the number of employees were ((?:, which were ('9 in (:: and ('99 in (::?. >umber will be increased when the number of branches will be increased. able /( Number$ of Em,loyee$.

Lears

(::B

(::?

(::

(::<

(:':

>umber of Employees

('@

('99

('9

((?:

'('@

Gra,+ /( Gra,+ of Number$ of Em,loyee$.

It seems that as the branches increases, the numbers of the employees also increases to provide better customer service to retain the passion in the banking sectors. It indicates that the bank is performing well over the last five years.

/./'9 &i%+li%+t on t+e !2erall Acti2itie$( 8i%ure in "rore

&l.

articulars

(::@

(::B

(::?

(::

(::<

'

Authori/ed 2apital

'::.::

'::.::

9@:.::

9@:.::

9@:.::

(

aid;up 2apital

B(.?

?.<:

'?'.9

('.((

(B?.?

9

5eserve %und

9@.?9

@?.::

'.:<

''9.B

'@9.(B



eposits

'<:?.(

(9'.<:

9@:9.(:

'@.BB

@?@.?:

@

Investment "Jeneral$

'<99.(:

(B:.B:

9(B.'9

:'<.@(

@9B9.??

B

Investment " &hares on onds$

'@.9:

'B9.9:

((9.99

(@.??

(<.:

?

%oreign Exchange usiness

3@0'./3

6/@3.

@5'6.4'

''6@.'

'4530.35


a$ Import usiness

(B?.':

'9.(:

<@<.B?

B'9<.<

?@.:@

b$ Export usiness

(('.

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"+a,ter 0( *nder$tandin% t+e &RMF ###.A$$i%nmentPoint.com

&R Plannin% C 8oreca$tin% 0. *nder$tandin% t+e &RM( 0.' General "once,t of &RM( 35M deals with the design of formal system in an organi/ation to ensure the effective and efficiency use of human talents to accomplish organi/ation goals.

3uman 5esource management "35M$ is to refer to the philosophy, policies, procedures related to the management of people within organi/ation.

35 management functions through which manager recruit, select, train and develop organi/ation members.

35M is the systematic planning, development and control of network of interrelated processes affection and involving all members of an organi/ation. These processes include;

•

35 planning 6 forecasting

•

Dob 6 work design

•

&taffing  recruitment 6 selecting

•

Training 6 development

•

erformance appraisal 6 review

•

2ompensation 6 reward


•

Employee protection 6 representation

•

Crgani/ation improvement

0./ !b1ecti2e$ of &RM( The ob0ectives of 35M can be described as follows; •

To hire the right person for the 0ob

•

To reduce employee turnover

•

To motive people to perform at high effort levels

•

•

>ot to waste time useless interviews To maintain a high morale 6 better human relations inside the organi/ational peace

•

To maintain organi/ational peace

•

To attract competent people and retain them in the organi/ation

•

To recogni/e and satisfy individual needs.

0.0 Ba$ic Princi,le$ of &RM( •

Treat people with respect and dignity 1

•

Treat people as adults 1

•

eal with people as complete individuals 1

•

Treat all employees with 0ustice 1

•

provide people with opportunities for growth and development 1

•

Make people feel that they are most valuable asset for the organi/ation 1

•

5ewards should be earned, not given 1

•

•

>ot to underestimate the potentials of people 1 rovide people with all relevant information.

0.3 A,,roac+ of &RM( &trategic approach eople are the strategic asset of an organi/ation. eople have core competency, the basis of competitive advantage.


3uman resource approach eople are human beings with a lot of potentials and intellectual abilities.

2ommodity approach eople are commodity. They are viewed as a cog of a machine.

roactive Approach

Anticipate challenge of problem before they arise. reventive is better than curative.

0.4 P+ilo$o,+y of &RM( "'$ !abor is viewed as a technical factor of production. They are treated as a commodity and they can be bought and sold. They are hired and fired at will. It is consistent with theory #. "($ !abor is viewed as human factor with a lot of positive potentials, so they must be treated with respect and dignity. This is consistent with theory L of McJregor.

0.5 Standard !r%an%ram of &R de,artment in a lar%e or%ani=ation( In organi/ation large to enough to have a 35 or personal department, the personnel director irector and his or her staff will play a key role in the designing and monitoring of human resources system. !arger organi/ations are more likely to help design and implement 35 system. A full; time &pecialist tends to emerge when organi/ations have about one hundred employees. A standard of &tructure of 35 department in a large company of several thousand is shown below4 8ice resident 35

A8irector 5ecruitment 6 Employment

A8irector 2ompensation 6 enefits

A8irector Training 6 evelopment

A8irector Employee relations


A8irector !abor relations

%igure 9.' &tructure of 35 departments in a large organi/ation

0.6 Re$,on$ibilitie$ of &R )e,artment in Ex,ort Im,ort Bank of Ban%lade$+ Limited (

osition 8, 35 A8,

5esponsibilities Executive 2ommittee, Crgani/ation lanning, 35 lanning policy, Crgani/ation development 6 5ecruiting, Interviewing, testing, lacement 6 Termination

5ecruitment

Employment A8, 2ompensation

6

Dob analysis and evaluation, surveys, performance appraisal,

benefits

2ompensation administration, onus, rofit &haring lans,

A8,

Employee benefits. Crientation, Training, Management development, 2areer

Training

6

development A8, Employee relations

planning 6 evelopment. EEC relations, 2ontract 2ompliance, &taff Assistance rograms, Employee 2ounseling.

0.? "once,t of &R Plannin% C 8oreca$tin%( 35 planning is the first step in the recruiting and selection process. 3uman 5esource planning is the process of assessing the organi/ationGs human resource needs in light of organi/ational goals and making plans to ensure that a competent stable workforce is employed  ;;;7endell %rench.


ersonal planning is the process of deciding what positions the firm will have to fill, and how to fill them.GNJary essler.

In the words of coleman bruce "'<
According to the above definitions, 35 consists of the following elements4

•

Establishing and reorgani/ing the future 0ob re+uirement1

•

Identifying deficiency in terms of +uantity1

•

Identifying the deficiency in terms of +uality 6 specification 1

•

Identifying the sources of right type of man 1

•

developing the available manpower and

•

Ensuring the effective utili/ation of workforce.

0.@ Ste,$ of &R ,lannin%(

&R ,lannin% i$ a ,roce$$ in2ol2in% fe# $ta%e$(

"'$ Integrate 35 planning with corporate lanning the first stage of 3r planning is to integrate it with corporate planning. All manpower planning stems from business plans in relation to a corporate strategy.

"($ 8oreca$tin% internal C external en2ironment( The second stage in 35 planning is to forecast of assess the internal and external environmental factors that affect demand and supply of labor. Environmental factors include government influences economic, geographic and competitive condition. "9$ A$$e$$ment of internal &R ca,abilitie$ 4


The next stage is the analysis of internal inventory of 35 capabilities. Assessment of internal strengths and weakness as a part of 35 planning re+uires the current 0ob and employees capabilities are audited and organi/ational capabilities are inventoried. D3

Predictin% C foreca$tin% &R demand and $u,,ly( The information gathered from external environmental &canning and assessment of internal strengths and weaknesses is used to predict of forecast 35 supply and demand in light of organi/ational ob0ectives and strategies.

"@$ o locate t+e re7uired &R(

Cnce the demand for 35 has been forecasted, then their availability must be identified. The forth stage of 35 planning is to locate the sources from where personnel re+uired will be available. The source may be internal and external.

D5 Allocation of &R The final stage o 35 is concerned with allocation o human resources within an organi/ation over time.

0.' &R Plannin% C t+e Strate%ic Plannin% Proce$$(

35 planning should be an integral part of a firmGs strategic and 35 planning process. The effective 35 planning and strategic planning process is shown below4

emand for labor

efine organi/ation mission

Establish 2orp. Joals 6 ob0ectives

Assess 2urrent 35

2ompare demand for 6 supply of 3O5

35M& Dob analysis

emand Exceeds

5ecruitment

&upply exceeds

5ecruitment

&upply of 35

%ig. 9.(4 35 lanning rocess


0.'' 8oreca$tin% &R Need$( 7hen a firm makes a plan for employment re+uirements, the firm usually needs to forecast personal needs, the supply of inside 6 outside candidates. ifferent techni+ues like, trend analysis, ratio analysis, scatter plot can be used to estimate staffing needs. Trend analysis Trend analysis means studying variation in the firmGs employment levels over last five years. The scatter plot A scatter plot shows graphically how two variables1 business activity and firmGs staffing levels are related. %or example, a newly established bank, which has (: branches, expects to expend to @ branches over the next five years. The 35 director wants to forecast the re+uirement of manpower. The director can analy/e the relationship between si/e of another @ well;reputed banks "in terms of number o branches$ and their existing manpower. >ame of anks Ex,ort Im,ort Bank of Ban%lade$+ Limited rime ank >22 bank Exim bank &tandard ank

&i/e "number of r.$ @

Existing manpower '('@

' ' @ ((

':( '::: '(:: <

>ote4 The data have been collected from their annual report for the year of (::<. Exist ing Manpo wer

':: '(:: '::: :: B:: :: (:: :

P P PPP P

:

(:

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P

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>umber of branches %ig. 9. 9 %orecasting 35 needs

If the bank carefully draws in a line to minimi/e the distances between the line and each one of the plotted points, the bank will be able to estimate the optimum number of staff needed for each bank si/e. Thus, for a @ branches bank, the 35 director would assume he needs nearly '('@ staffs.


5atio Analysis A forecasting techni+ue for determining future staff needs by using ratio between, for example, number of customers and employee needed.

0.'/ 8oreca$tin% t+e Internal &R Su,,ly( Cnce the demand for labor is predicted, it is necessary to forecast the supply of labor that the organi/ation will already have available to meet the demand. The internal supply of labor is constantly changing as new people enter and others resin, retire or are discharged. to predict the future supply the organi/ation needs to maintain Management Inventory 3uman 5esource Information &ystem"35I&$.

0.'0 8oreca$tin% t+e External &R $u,,ly( The firms canGt always get all the employees they need from their current staff and some time they 0ust donGt want to. &o, forecasting the availability of outside supply is extremely important in human resource planning. ecause of the need for continuous and ade+uate staffing, every enterprise depends on the +uality and +uantity of human resources external to it.

0.'3 Practice$ in t+e Bank( The bank follows most of steps of 35 planning i.e. integrate 35 planning with corporate planning, assessment of internal 35 capabilities and so on. Although they do not follow scatter plot and trend analysis, but they follow ratio analysis for forecasting future 35 needs.


"+a,ter 3( Recruitment and Selection Procedure of Ex,ort Im,ort Bank of Ban%lade$+ Limited


3.' Introduction( 3uman 5esource management involves all management decisions and practices that directly affect or influence the person or human resources who work for the organi/ation. In recent years increased attention has been devoted to how organi/ations manage human resources. This increased attention comes from the reali/ation that an organi/ationGs employees enable organi/ation to achieve its goal and management of this human resource is critical to an organi/ationGs success. The presence of human being is no new invention but identifying them as a resource in a more formal way has been made in the recent days. The history of 35M can be characteri/ed as moving through four phases as craft system, scientific management system, the human resource relationship approach and the current organi/ational science such as human resource approach.

The company considers human resource as an integral part of corporate management for higher productivity. 2ompany follows a dedicated policy for recruitment, training and development, motivating, organi/ing and retaining and maintaining the existing human resources on the basis of +uality education, training and operating experiences.

An organi/ation is nothing without human resource. 3uman resource department is concerned with the )people* dimension in management. &ince every organi/ation is made up of people, ac+uiring their services, developing their skills, motivating them to high levels of performance, are essential to achieving organi/ational ob0ectives and ensuring that they continue to maintain commitment to the organi/ation.

3./ &i$torical Back%round(


The need for efficient 3uman 5esources was appreciated by Export Import ank of angladesh !imited Management long back in '<< when E#IM ank ;a finance company formed by the sponsors in the private sector at the initiative of the Jovernment ;;;was converted into a full;fledged commercial bank. It was felt that definite policies in this regard are re+uired. The bank, therefore, &trived for appropriate policies in the area of 3uman 5esource in the past several Lears. As a result, certain policies have, in the process, historically evolved. Though these policies have been revised, amended and modified suitably from time to time, yet it was felt that the present policies re+uire drastic changes in view of the wide ranging changes in the sector.

3.0 Re$,on$ibility of &R Mana%ement( 3uman 5esources ivision of Export Import ank of angladesh !imited

will be

responsible for management of human resources of the ank. 3uman 5esource Management comprises the fowling  "four$ basic function4 •

&taffing

•

Training and evelopment

•

Motivation and

•

Maintenance

The following organogram shows the place of 3uman 5esources ivision and its basic functions under 3ead Cffice organogram 4 oard

Managing irector

3ead of 35

Staffin% •

• • •

3uman resource lanning &election lacement isciplinary action

Maintenance

)e2elo,ment •

Q 3ealth and &afety

•

Q 2ommunications Employee relations

•

•

Crientation Employee training Employee development erformance appraisals


Moti2ation • •

•

Dob design 5ewards and compensation Employee benefits

3.3 )efinition of Recruitment(

The +uality of an organi/ationGs human resources depends on the +uality of its recruits. 5ecruit is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected. Managers become involved because they want the best people they can get, and they often know about places where appropriate applicants can be found. The 35 plan can be especially helpful because it shows the recruiter both present opening and those expected in the future.

3uman resource planning

Alternative action plans

DC Dob analysis information DC

CE>I>J

5-I5ME>T

MET3C& C% 5E-I5ME> T

&ATI&%A2TC5 L CC! C% 5E25-IT&

ManagerGs comments &pecific re+uests of managers

IE>TI% IE

3.4 )efinition of Selection(

Although most employees do not use such an elaborate screening device, all employees put applicants through a selection process. The selection process is a series of specific steps used to decide which recruits should be hired. The process begins when recruits apply for employment and ends with the hiring decision.


5ecruiting 6 selection are combined and called the employment function in many 35 departments. In a large 35 department, the employment function is the responsibility of the employment manager. In a smaller department, the 35 manager handles these duties. Employment is often the primary reason for the departmentGs existence, since the selection process is central to the 35 function.

3iring decision 5ealistic 0ob previews &u ervisor interview Medical evaluation 5eferences and background checks &election interview Employment tests reliminary reception of applications

3.5 Ste,$ of Selection( Ste,9 ' ( Preliminary Rece,tion9

A preliminary reception interview may be granted as a courtesy, and then the applicant appears in person. This )courtesy interview*, as it is often called, is a matter of good public relation. It also helps the department screen out obvious misfits and get information on these )drop;in* applicants.

Ste,9 / ( Em,loyment e$t$9

Employment tests are devices that assess the match between the applicants and 0ob re+uirements. &ome are paper;and;pencil tests1 others are exercises that simulate work conditions. Tests are used more fre+uently for candidates for 0obs that are paid by the our


than for management openings because hourly 0obs usually have a limited number of skills that are more easily tested.

Ste,9 0 ( Selection Inter2ie#9

The selection interview is a formal, in;depth conversation conducted to evaluate an applicantGs acceptability. The interviewer seeks to answer three broad +uestion4 2an the applicant do the 0obR 7ill the applicant do the 0obR 3ow does the applicant compare with others who are being considered for the 0obR &election interview are the most widely used selection techni+ue. Their popularity stems from their flexibility.

Ste,9 3 ( Reference$ and Back%round9

2redential distortion by applicants suggests that reference and background checks are important, especially when customers coworkers may be harmed by poor performance or illegal behavior. 5esearch suggests that credential distortion occurs fre+uently.

Ste,9 4 ( Medical E2aluation9

The selection process may include a medical evaluation of the applicant before the hiring decision is made. The medical evaluation may4 Entire the employer to lower health or life insurance rates for company;paid insurance. e re+uired by state or local health officials, particularly in food;handling operations where communicable diseases are a danger. e useful to evaluate whether the applicant can handle the physical or mental stress of a 0ob Ste,9 5 ( Su,er2i$ory Inter2ie#9

The ultimate responsibility for a newly hired workerGs success falls to the workers immediate supervisor. The supervisor is often able to evaluate the applicantGs technical abilities. 7hen supervisors make the financial decision, the employment function


provides a supervisor with the best prescreened applicants available. %rom those two or three applicants, the supervisor decides whom to hire.

Ste,96 ( Reali$tic ob9

5ealistic 0ob previews supplement the supervisory interview. A realistic 0ob preview "5D$ shows the employee the 0ob and setting before the hiring decision is made. Cften this involves showing the candidate the type of work, e+uipment, working conditions involved. In some case an 5D is provided as part of the recruiting process to weed out inappropriate candidates. >ot all companies use 5Ds. Ste,9?( &irin% )eci$ion9

The 35 department makes the final hiring decision. 3iring marks the end of the selection process, assuming that the candidate accepts the 0ob offer. The hiring process involves more than 0ust extending an offer. To maintain good public relations, employees should notify applicants who are not selected.

Recruitment Policy( 3.6 Recruitment( 5ecruitment is the process of discovering  attracting potential candidates for filling in actual or anticipated organi/ational vacancies. It is a linking activity between existing or anticipated 0ob to be manned and those seeking 0obs.


3.?. General 8lo# "+art of Selection Procedure(

Advertisementsubmission of 28s at 35, 3ead Cffice

&orting out of application

reparation of preliminary list

2alling the selected applicants for the written test

3olding written test

&election of eligible candidates for the Interview "8I8A;8C2E$

2alling the selected candidates for the Interview

2onducting Interview

Investigation of applicant details

reparation of desirable candidatesG list


%inal approval by the

competent authority

hysical fitness for employment

Appointment and placement

3.@ !b1ecti2e$ of Recruitment Policy( •

To ensure that the availability of 3uman 5esource with re+uisite skills, expertise knowledge and abilities is at par with the ankGs demand for the same.

•

To ensure that the continued operation of the ank goes smoothly with rights number of 3uman resources of right +uality.

•

To ensure that the most promising and best +ualified candidates are selected for filling up organi/ational vacancies.

3.' Ba$i$ of Recruitment( 5ecruitment in all grades will be need based. 7hile ascertaining need for human resources, the following factors, among others, will be taken in to consideration4

•

Jrowth in usiness of the ank

•

ossible expansion of branch network.

•

Addition of new responsibilities due to change in regulatory framework.

•

8acancies arising out of promotion  retirement dismissal 

termination 

resignation  death , etc •

&uccession re+uirement

The management of the ank will analy/e the manpower re+uirement of ranches Cffices at least once a calendar yearNpreferably in Danuary or ecember. After assessment of manpower need in line with the organogram of branchesofficers,


Management will recruit re+uired number of candidates as per recruitment policy. All appointments will be made in accordance with Export Import ank of angladesh !imited

&ervice 5ules, Export Import ank of angladesh !imited Administrative

powers and as per norms guidelines of angladesh ank.

3.'' General Re7uirement$ for all %rade$( •

Must be a citi/en of angladesh.

•

Must be a physically and mentally fit as declared by ankGs hysician or 2ivil &urgeon of any district or any physician of any physician of any registered Medical 2ollege  -niversity 3ospital .

•

2andidates other than lateral entries must not be over 9:"thirty$ years of age.

•

Must submit a declaration of age supported by &.&.2 or e+uivalent school leaving certificate. >o change subse+uently through affidavit or otherwise will be admissible.

3.'/ Written e$t( 5ecruitment of robationary Cfficers will made every year through advertisement is national ailies. 7ritten Test for selection of robationary Cfficers shall be conducted by IM or IA, -. In case of non availability of service of IM or IA, -, any other competent organi/ation may be entrusted with the responsibility of conducting the written test. (.@ 2JA E+uivalent to ivision 2lasses4

i$

In determining 2JA e+uivalent to ivision 2lasses, the following yardsticks are to be followed in terms of angladesh -niversity Jrants 2ommissionGs guidelines 4

a !n 39 ,oint $cale (

'st ivision  2lass4 2JA 9.:: or above (nd ivision  2lass4 2JA (.(@ or above but less than 9.::


9rd ivision  2lass4 2JA '.B@ or above but less than (.(@ b$

!n 49 ,oint $cale (

'st ivision  2lass4 2JA 9.?@ or above (nd ivision  2lass4 2JA (.' or above but less than 9.?@ 9rd ivision  2lass4 2JA (.:B or above but less than (.' c$ Examination results which are published as ass "say, M&$, the percentage of marks obtained shall be taken into consideration for determining ivision 2lasses or e+uivalent 2JA (. %or determining e+uivalence of grade of SCG 6 SAG level candidates, the norms followed by institute of usiness Administration, -%aculty of usiness &tudies, --J2 will be followed.

3.'0 ualification and ,rocedure for Recruitment( The following +ualification and procedure shall be strictly followed for recruitment of any candidate in any grade of the ank4

a$ Cffice Attendant ualification"s$

Q Minimum &.&.2

Age

Q Maximum 9:Lears

rocedure"s$

Q 5eceipt of applications through different sources. Q &atisfactory performance in interview to be 2onducted by a 2ommittee formed by The Management Q &ub0ect to availability of post.

b$ &ecurity &taff ualification"s$ •

Q Minimum &.&.2

Ex;Army, >avy, Air %orce, olice, Ansar or 5 ersonnel.


Age

Q Maximum :Lears.

rocedure"s$

Q 5eceipt of applications through different sources. Q &atisfactory performance in interview to be 2onducted by a 2ommittee formed by The Management

&ub0ect to availability of post.

•

c$ river ualification"s$

Q Minimum &.&.2

8alid driving licence "professional category$ from 5TA

•

ersonnel.

Age

Q Maximum :Lears.

rocedure"s$


d$ Cffice Assistant ualification"s$ •

Q Minimum Jraduate

Minimum typingworld processing speed of (: worldsminute and proficiency in M&;Cffice ackages or necessary skills as applicable for other areas. Age

Q Maximum 9:Lears.

rocedure"s$

Q 5eceipt of applications through different sources. Q &atisfactory performance in interview to be 2onducted by a 2ommittee formed by The Management


•


e$ Dunior Cfficer "2ash$ ualification"s$

Q Minimum Jraduate with at least ( "two$ (nd ivisions or e+uivalent 2JA.

Age

Q Maximum 9:Lears.

rocedure"s$


f$ Dunior Cfficer "Jeneral$ ualification"s$

Q Minimum Jraduate with at least ( "two$ (nd ivisions or e+uivalent 2JA.

Age

Q Maximum 9:Lears.

rocedure"s$

Q 5eceipt of applications through different sources. Q Minimum typing  word processing speed of : angla and proficiency in M&;officer ackages, e; Mail internet use. Q &atisfactory performance in interview to be 2onducted by a 2ommittee formed by The Management Q &ub0ect to availability of post.


g$ Cfficer "2ashJeneral$ ualification"s$

Q Masters in any discipline Jraduate with "four$ Lears honors without any 9 rd ivision2lass or E+uivalent 2JA in the entire Academic 2areer. ivisions or e+uivalent 2JA.

•

Age

Q Maximum 9:Lears.

rocedure"s$

Q 5eceipt of applications through different sources.

&atisfactory performance in interview to be 2onducted by a 2ommittee formed by the Management.

•


h$ robationary Cfficer ualification"s$

Q Jraduate with 3onors or ost Jraduate in any the %ollowing sub0ects with minimum 9 "three$ 'st ivision 2lasses or e+uivalent 2JA including ' st ivision or e+uivalent 2JA either in &&2 or 3&2 7ithout any 9rd ivision 2lass or e+uivalent 2JA In the entire academic career4 i$ usiness Administration ii$ ank Management iii$ Economics iv$ Accounting v$ Marketing vi$ %inance vii$ Management viii$ %inance 6 anking ix$ English x$ Mathematics xi$ &tatistics xii$ 2omputer &cience. Q AA2MAA2A. &c. Engineer or any other iscipline as approved by the oard from time to time.

Age

Q Maximum 9:Lears.

rocedure"s$

Q Advertisements in daily newspapers.


•

&tandard 7ritten test.

•

8iva;voce

%re+uency

Q shall be recruited once in every year sub0ect to 5e+uirement of the ank. rior approval of the oard &hall be obtained in the event recruitment in this Jrade is re+uired for more than one occasion in a year Q &ub0ect to availability of post.

i$ !ateral entries to positions from %irst Executive Cfficer 6 above. re;condition"s$

Q Jenerally, !ateral entry shall be discouraged 3owever, recruitment may be considered where 2ompetent candidates with re+uisite skills are not Available within the ank.

ualification"s$

Q ualifications, experience, age, etc of candidates will e determined on case to case basis depending on The nature of the post and anks re+uirements.

rocedure"s$

Q ersonal contact and negotiation or through Advertisements in daily newspapers.

•

&atisfactory performance in interview to be 2onducted by a 2ommittee formed by the Management.

•


3.'3 Aut+ority for Recruitment(

Approval of recruitment as per S5ecruitment olicyG in all Jrades will be made as per norms guidelines of angladesh ank.


Back%round "+eckin%( 3.'4 Back%round "+eckin%( ack ground 2hecking will mean checking the academic and professional background and other necessary particulars of employees at the time of their entry in ankGs service and or during their tenure of service with the ank.

3.'5 !b1ecti2e$ of Back%round "+eckin% Policy( •

To ensure that the updated service record of employee are available at any point of time for perusal of Management

•

To ensure compliance of directives of regulatory authority oard pertaining to human resources of the ank.

3.'6 Back%round "+eckin% from C It$ Maintenance(

The following Sackground 2hecking %romG will be maintained 6 completed by 3uman 5esource ivision, 3ead Cffice, haka as a tool for background checking.

Back%round "+eckin% 8rom( SL N!

"om,onent$

:'

7hether the employee has put hisher signature and date on the SAppointment !etterG for acceptance of the terms and conditions of the same by himherR 7hether the employee has provided document  paper evidencing his her permanent citi/enship of angladeshR 7hether the employee has rovided certificate evidencing his her ageR 7hether the employee has provided medical certificate regarding hisher physical and mental fitnessR 7hether the employee has provided re+uired photographs R

:( :9 : :@ :B

:?

lease tick Les

7hether the employee has provided attested copies of all certificates relating to his her academic  rofessional +ualification R 7hether the original certificates provided by the employee apparently seem to be genuine and tally with the attested


>o

>A

copiesR : :< ': '' '( '9 '

'@

'B '? '

'< (:

7hether the employee has provided character certificate from ( "two$ respectable personsR 7hether the employee has provided reference of "two$ respectable persons acceptable to the ankR 3as the employee provided S5elease CrderG from his previous employer "for lateral entrant only$ 3as the employee provided attested copy of S&ervice ookG after verification of the with the original oneR 3as the employee executed the Seclaration of %idelity and &ecrecyG %romR 3as the employee executed the SAgreement %romGR 3as the employee executed the Seclaration of EthicsG in observance of 2ode of Ethics 2onduct in Export Import ank of angladesh !imited R 3as the S&ervice AgreementG executed between the employee and the ank been obtainedR "for employees on S2ontract only$ 3as the employee executed S&ecurity ondGR "for .CCJ;II 2ash Cfficer only$ 7hether the employee has submitted 0oining reportR 3as the employee completed Smembership %romG of Insurance 2ompany for inclusion of self and spouseGs names as SInsured under the contractR 3as the employee completed S>omination %ormsG for rovident %und, Jratuity, Jroup Insurance and 7elfare %undR 3as the available information of the employee been recorded in the MI& &oftwareG and 5egistersGR 5easons for >C>A4

UUUUUUUUUUUUUUUUUUUUUUUUUUUUU Cfficer "Doining 6 Insurance$, 35

UUUUUUUUUUUUUUUUUU Cfficer "35I&$, 35

3.'? >erification of certification( Management of the ank may, if necessary, verify, the genuineness of any 2ertificate or all 2ertificates Testimonials submitted by any employee from any education oard  -niversity Institution

In the event of submission of any forget 2ertificate Testimonial by any employee, Management of the ank shall take administration action including termination


dismissal removal against the concerned employee, considering the nature of each case.

3.'@ >erification of ,a$t $er2ice Record$F Etc of Lateral Entrant$( Management of the ank may, if felt necessary, en+uire into the past service records of a lateral entrant or verify the authenticity of any certificate or all certificates testimonials submitted by any lateral entrant regarding his her experience or +ualification shall make himher liable for punishment as per Export Import ank of angladesh !imited Employee "iscipline 6 Apparel$ 5ules;(::9.

3./ )i$7ualification for Recruitment( 35 epartment will consider the following as dis+ualifications for employment4 

A person less than ' years of old shall not be recruited.



A person mentally unfit, incapable etc.



A person, who has been forced to retire or dismissed or removed from government services or from the services of any organi/ation as a result of disciplinary action taken in pursuance of relevant rules or regulations in force.

3./' Re9Em,loyment$( A former employee may be re;employed through a new recruitment without having any relation to hisher prior employment.

%ormer staff may be considered for re;employment through open competition, if they have been retrenched of if they resigned due to personal problem. The personal confidential file to be reviewed to ensure that the person under consideration for re; employment has not been marked as H)! N! RE&IRE<. In both cases re;employment will be competitive and not automatic. 3owever, in case of retrenchment and again re;employment in the same 0ob, the employeeGs previous salary will be taken to consideration. 2ertain types of resignation circumstances also prohibit an individual from being re; employed, including4 •

forced resignation


•

protest resignation

•

resigned during probationary period and

•

oor performing staff who resigned.

3.// >acancie$(

8acancies may occur when new positions are created or when the incumbent of an existing position separates from E#C5T IMC5T A>= C% A>J!AE&3 !IMITE

or is transferred to another position.

3./0 Eli%ibility to A,,ly (

All positions as a general rule will be opened to +ualified internal and external candidates. E#C5T IMC5T A>= C% A>J!AE&3 !IMITE

employees may apply for

any position if they are +ualified. Any employee with re+uisite +ualifications and background can apply directly 35 epartment for the advertised position irrespective of hisher present grade.

3./3 Re7uirement Analy$i$ By Re$,ecti2e )e,artment( 7hen a position becomes available within the company, concerned departmental head will analysis the need of new employee. After determining the need a personnel re+uisition forms "5%$ to be filled by the concerned department and send to 35 department. The 5% will contain the following information4



Dob position



5eporting to as per organogram



Dob description



Educationalrofessional +ualification



Experience details



ate to be filled up the position.

3./4 A,,ro2al of t+e Re7uirement(


35 department will analysis the whole thing and discussed with the top management of the company for getting the approval of the recruitment.

3./5 External Source$( A "AN)I)AE SEAR"&(

The 3uman 5esources function will source candidates and provide a shortlist for review by !ine Management. 2ompany can hire employee through various external sources, epends on companies needs. To source candidates the following methods should be considered4 

ata 2ompany of 28s



Advertisements "!ocal and International press$



Cnline 0ob circular



5eferrals.

B Liai$on #it+ Source$ of Su,,ly !f Labor And Ne#$,a,er Announcement$(

>otifications about vacancies will be circulated widely in daily newspapers or online 0obsite or 5ecruitment agency or -niversity campus and other media depending on necessities. It may be circulated in one or two or all the media at a time, Management has sole rights to take decision regarding this.

" uality "ontrol of Ad2erti$ement(

The advertisement will be reviewed against the standard format. 35M must ensure that E#C5T IMC5T A>= C% A>J!AE&3 !IMITE

external image is

maintained properly, and so that consistency between pro0ects is achieved.

3./6 Minimum Notice Period(

The minimum notice period between advertisement and competition closure is normally ? working days, but 35 dept will take final decision regarding this.


3./? "o$t A$$ociated Wit+ Inter2ie# !f "andidate$(

E#C5T IMC5T A>= C% A>J!AE&3 !IMITE

no longer pays expenses of

candidates for attending interviews.

3./@ "om,o$ition of t+e Recruitment Board(

The recruitment oard must consist of more than one employees including one representative must from 35 epartment. It may represent diversity in terms of gender. 7hile it is vital that at least one member of the oard have ade+uate knowledge about the 0ob and have specific skills and competencies of the position being interviewer "generally the line manager can do this$,it is e+ually important that others bring a broader perspective about what Export Import ank of angladesh !imited

does to the

recruitment process.

3.0 Screenin% of A,,lication$(

After receiving applications 35M will countcheck against the 35I& as the initial screening process. 35M must ensure careful handling of applications at all stages of the process to ensure that no applications are misplaced. 35M must also ensure the eligibility of the candidates applying.

After completing all the screening process the short listed 28s will be sent to the 3ead of the employing unitdepartment.

3.0' "om,ile a recruitment board(

%or short;listing, written test and viva voice, the recruitment board will be compiled as follows, ensuring that all members are at least one Jrade above that of the position.


a$ &hort;listing;is generally done by one 35 5epresentative. b$ 7ritten Test; is conducted by Vone person from other department and one 35 5epresentative. c$ 8iva voice; is conducted by at least 9 persons, Manager of concerned ept, one 35M representative and one person from another epartment.

3.0/ Inter2ie#( Interview +uestions should focus on areas relevant to the performance of the 0ob. The same minimum set of +uestions must be asked of candidates, although the board may ask additional +uestions at their discretion. Any +uestion, scenario or situation given to candidates during written or oral tests must bear a relevance to the re+uired skills or competencies for the position. uestion must present a positive professional image of E#C5T IMC5T A>= C% A>J!AE&3 !IMITE

and shall not cast doubt on the integrity or capacity of any person or unit

within E#C5T IMC5T A>= C% A>J!AE&3 !IMITE

or in another

organi/ation. uring interview time there should be follow a candidate assessment form to look the over view the candidate.

3.00 S+ort9Li$tin% of a,,lication( efore starting, responsible person"s$ shall fix up strategy on the basis of number of positions 6 number of applications received, it may be reduced through primary initial screening A standard +ualitative screening tool may be utili/ed to ensure transparency. 2riteria should relate to competencies defined for the position and evidence of Export Import ank of angladesh !imited

re+uirements for employees.

3.03 !n9)i$crimination(



believes in e+ual

employment opportunity. E#C5T IMC5T A>= C% A>J!AE&3 !IMITE will not discriminate against a candidateGs religion, culture, physical handicap, age, etc., unless such aspect is directly related to re+uirements of the 0ob. 3owever, consideration in a positive sense may be given to a personGs religions, sex, and ethnicity to promote gender and diversity.

3.04 )i$7ualification of re,eat a,,licant$( The candidates who are called for final selection or finally selected for 0oining but not 0oined or already 0oined the organi/ation and left at training period are dis+ualify from further consideration.

3.05 No !b1ection from "urrent Em,loyer( 2andidates must produce resignation acceptance and release order in original forms from his or her preceding organi/ation prior an appointment with Export Import ank of angladesh !imited

The original copy of the resignation acceptance and release order

on official letterhead must be verified first by 35. epartment before signing an appointment letter. A verified copy of the S>o Cb0ectionG certificate, along with educational and experience certificates will be maintained in the ersonal 2onfidential %ile.

3.06 !t+er Intere$t out$ide Em,loyment(

efore starting the 0ob employee should inform the 35 epartment if he or she maintains other income;sources. a$

Cther income;sources "legal or illegal$4 Management of


does not give

permission to employees other income;sources while he is a member of E#C5T IMC5T A>= C% A>J!AE&3 !IMITE

organi/ation.


PES !8 EMPL!EE( 8arious types of employees at Export Import ank of

angladesh !imited a

are as follows4

A,,rentice( An apprentice is a learner who is paid allowances during the period

of his learning, >o other facilities shall be entitled to this post. Management has sole right to take decision regarding appointment of apprentice. uring the apprenticeship period management may terminate the apprentice contract without assigning any reasons. An apprentice who wishes to terminate his or her contract will provide '@ days notice. An apprentice from apprenticeship program will not be eligible for applying for E#C5T IMC5T A>= C% A>J!AE&3 !IMITE

0obs during the

apprenticeship period. 3owever, after successfully completion, she may apply for any suitable position if vacancy announce. b

ran$fer Worker( E#C5T IMC5T A>= C% A>J!AE&3 !IMITE

reserves the right to locate staff to different location as re+uired by management ob0ectives. &taffs recogni/e that E#C5T IMC5T A>= C% A>J!AE&3 !IMITE

working areas are often favorable. Transfer of employees from one

location to another must have 35 Manager or 2ECGs or 2CCGs approval. efore finali/ing a transfer decision, a minimum of seven days notice will be provided to the staff. d

"a$ual Worker( The time of festival days or when work pressure is more

company can appoint some people as casual worker. Cnly consulted amount shall be paid on contract basis. eople who are engaged indefinite 0ob or for definite period, means employment is casual in mature, occasional. e

em,orary Worker( %or a very short period of a time company can appoint few

people on conduct basis. 7orker who has been engaged work which is essentially of temporary nature and is likely to be finished within a limited period.

f Permanent Worker( A worker in order to be treated as permanent worker need not

re+uire appointment on permanent basis. It will be sufficient if he has


satisfactorily completed the period of probation. ermanent Employee is entitled to get various allowances, bonus, provident fund and Jratuity etc.

3.0? Salary Ne%otiation( Cnce the candidate is selected, t+e &uman Re$ource$ )e,artment #ill ne%otiate t+e $alary to be offered. The employing department should be kept fully briefed of the status

and any problems that may develop. The negotiation will take into account the %ollowing 

Availability of the skills in the market.



2andidateWs current compensation package.



The market rate for the 0ob.



Internal parity vis;X;vis employees in similar 0obs with e+uivalent

experience levels and skills should be maintained.

3.0@ Reference "+eck$(

Cnce the selection is completed, 3uman 5esources epartment will carry out reference checks on the candidate. These reference checks will include



ackground check5eference investigation4 5eference checks to verify factual information previously provided by the applicant and to uncover damaging information such as criminal record, suspended driving license etc. The actual background investigation and reference can take many forms or any single form depends on situation.



Management must try to verify an applicantGs current "or former$ position and salary with his or her current "or former$ employer by phone. "Assuming doing so was cleared with candidate$.



Management may call applicant current or previous supervisor to try to discover more about the personGs motivation, technical competence and ability to work with others.




5eferences from all previous employers "both verbal and written$. These should be sent directly to the 3uman 5esources departments and not to individuals suggested by the applicant.



Authentication

of

all

education

certificates

directly

with

the

universitiesinstitutions.

>o candidate should start work until fully satisfactory references are received from the last two employers and a release letter is obtained from the last employer.

3.3 Internal Recruitment Proce$$( a

Searc+

Internal candidates will be given first preference for all vacancies unless the 0ob is such that speciali/ed skills are re+uired, which are not available within the 2ompany. The methods of sourcing internal candidates would be4 

Identified candidates within the 2ompany as per succession plan.



Identification of candidates within the 2ompany with re+uired

profile and experience

b Screenin% of A,,lication$

The initial screening of applications would be done by 3uman 5esources epartment and the immediate manager of the position being recruited. Initial interviews of the short listed candidates would also be done 0ointly.

c

Selection

The final shortlist of candidates will be interviewed by the 35 manager  department head. ased on this, a final decision to select the most appropriate candidate will be made by the head of the department. All candidates who had applied to the internal advertisement should be informed on the final selection decision within a week of completing the selection exercise.

3.3 erm$ C "ondition$ of Em,loyment( 3.3.' Workin% &our$( Cffice hours are from ':.:: a.m. to B.:: p.m. on &unday through Thursday.


A lunch break of ' "one$ hour between '.9: p.m. to (.9: p.m. will be facilitated. The working hours and schedules of other activities are set in line with business needs and will be based on a  hours working week.

3.3./ !ffice &our$ durin% &artalJStrike( 5egardless of the political situation of the country the company has to ensure business continuity and therefore 3ead Cffice remains open during 3artals1 until specifically mentioned otherwise. Employees are re+uested to attend office. 3owever, they are re+uested to use their own 0udgment and re+uired to attend office only if they feel that it is safe for them to travel and there are no significant problems on the road. Employees must notify their !ine Manager or epartment 2oordinator if she is unable to come to office due to security and safety issues. In case of absence due to security reasons, employees need to compensate the lost working hours by working on weekends or working extra hours during holidays. !ine Managers of the employee will keep track of compensatory working days. Employees entitled for overtime and week end allowance need to compensate for lost working hours during hartal1 before claiming overtime and weekend allowance. In case an employee is unable to come to office1 she is re+uired to submit a leave application. lease note that, no leave will be deducted, this is for record keeping purposes only. !eave will be deducted only if this absence is not compensated according to the above mentioned way. Cffice timing remains flexible during 3artal days and employees may come to office at a time they feel safe and comfortable on the road.

3.3.0 Public &oliday$( The 2ompany will observe holidays as per the !ist of 3olidays announced at the beginning of the year. The 2ompany will use the M22I "Metropolitan 2hamber of 2ommerce 6 Industry$ published list of holidays as the basis of determining the holidays it will observe as 2ompany public holidays. 2ompany reserves the right to shift or ad0ust ublic holidays according to the need of the 2ompany.


3.3.3 Probation( All angladeshi permanent employees are re+uired to undergo a probationary period of ' year. If the performance of an incumbent is not found suitable during the first ' year1 the probation period may be extended for another B months with clear targets. The duration of the probation period may be varied at the discretion of the 2ompany.

3.3.4 "onfirmation( 35 will inform the !ine Managers two weeks in advance from the date of their subordinateGs confirmation. All !ine Managers will evaluate their employees in the prescribed robation Appraisal form and rate their performance during the probation period. ased on the performance ratings1 35 may ad0ust the salary level for employees. >o confirmation letter will be issued until a robation Appraisal form is completed and duly signed by the !ine Manager and epartment 3ead.

3.3.5 ran$fer( The 2ompany at its absolute discretion may transfer an employee from one 0ob to another or one location to another or from one department to another, one 3ead Cffice entity to another, within and outside ranch office should it be re+uired for business re+uirements or training 6 development purposes or any other business re+uirements. The transfer will be communicated through 3ead office. A copy of the transfer letter duly authori/ed will be handed over to the employee only if there are changes in the terms and conditions of employment.

3.3' )utie$ C Re$,on$ibilitie$( The duties and responsibilities shall be those set forth by the company from time to time. Additional duties may be assigned and the 0ob description may be modified from time to time by the company in order to accommodate changing circumstances and business needs. The duties and responsibilities shall be conducted in accordance with the company policy, rules 6 regulations, standing orders etc. The Employee agrees to perform all the duties set forth in hisher 0ob description as well as those assigned by the 2ompany.


Employees have the right to have a 0ob description. !ine Manager of the employee is responsible to provide 0ob description with the assistance of 35 department.

3.3/ "onfidentiality( uring the employment with 3ead Cffice and thereafter, an employee will keep strict secrecy regarding the business of the 2ompany. &he will not divulge to any person, firm or 2ompany, whosoever, other than to the irectors of this 2ompany or their authori/ed representatives, or when re+uired by !aw, hisher salary, increments and benefits, and all business related confidential information of any description, ac+uired by himher while in 35, 3ead Cffice service, concerning the business or the affairs of the 2ompany or of any of its associates or branches, their customers and suppliers.

3.30 rainin% C )e2elo,ment( This &ection is responsible for assessing training needs in collaboration with the operatingline Managers and in advanced countries of the world. This &ection is also responsible for the career planning of all the top Executives of the organi/ation.

8unction$ of &R) Section( A$$e$$in% rainin% need$9 Each unit will assess it ManpowerGs training needs on an

annual basis based the ob0ectives specified in the Annual Cperating lan as well as the analysis of individual training needs defined in Individual Cperating lans emerging out of the Annual erformance Appraisal process. rior to these annual planning exercises, 35 will provide instructions and guidance about how this planning should occur.

Re$,on$ibilitie$( The responsibility for assessing training needs is shared4 a$ Em,loyee$ together with their supervisors will discuss competencies and areas that need development as part of the annual appraisal process. b$ Su,er2i$or$ will negotiate with their employees about which areas can be feasibly developed. The supervisor and coordination unit must provide the re+uired support "financial, time, logistics$ needed to make the training happen.


c$

)e,artment need to assess their future directions and needs. Cut of this planning

process will emerge training priorities. It is important that senior managers are sincere and transparent with information sharing about planned training events and approaches. d$ &R) must play a coordinating role. esides compiling training plans, its role is to match needs with planned initiatives.

O

"+a,ter 4( Analy$i$ C 8indin%$ ###.A$$i%nmentPoint.com

4.' ANALSIS(

Table VA &pecific 0ob Analysis rocess -E&TIC>

-E&TIC>

>C '

5E& Is there any @ specific

>C.C% A

F



:

5E&C>&E  F

2

F

'

(:

'

(:

0ob

analysis process

in

this organi/ation TCTA!

@



According to table A, for specific 0ob analysis process, it was found that out of @ respondents,  respondents ":F$ think )yes* and 'respondent "(:F$ think )no comments* for recruitment and selection process.


Table; Manpower lanning -E&TIC>

-E&TIC>

>C.C% A

5E&C>&E F  F

>C '

5E& 2omment on @

2

F

'

(:



:

'

(:

!an"ower @ ' #lanning (:



:

effectiveness and manpower planning

in

this organi/ation TCTA!

According to table , for manpower planning, it was found that out of @ respondents, ' respondent "(:F$ think )very good* and  respondents ":F$ think )good* for recruitment and selection process. 4% 1%

15%

15%

NO.OF R!"

1% 3%

61%


R!"

#

R!"

%

R!"

B

R!"

%

R!"

$

R!".

%

Table;c Employee 5ecruitment -E&TIC> >C '

( 9

TCTA!

-E&TIC>

>C.C% 5E& According to @ 0ob analysis processR According to @ pro0ect basisR According to @ manpower planningR '@

A (

F :

 (

5E&C>&E F 2 F :

9 9

B:

'

(:

@

':: 9

B:

9



F E F ' (:

B:

B:

(

:

'

(:



:

According to table 2, for employee recruitment, it was found that out of '@ respondents,@ respondents "'::F$ think )always*, 9 respondents "B:F$ think )most of the time*, 9 respondents "B:F$ thinks )sometimes* and  respondents ":F$ thinks )sometimes* and  respondents ":F$ think )not necessary* for recruitment and selection process.

$m"loee %ecruitment

NO.OF R!" 18%

5%

2%

1% 0% 36%

36% 2%

R!"

#

R!"

%

R!"

B

R!"

%

R!"

$

R!"

%

R!"



R!"

%

R!" R!"


 %

Table;

&ource of Employment

-E&TIC> >C '

-E&TIC> 7hat

is

source

>C.C%

5E& the @

A

5E&C>&E F  F 2

F

'

(:



:

'

(:



:

of

employmentR TCTA!

@

According to table , for source of employment, it was found that out of @ respondents, ' respondent "(:F$ think )external source* and  respondents ":F$ think )both* for recruitment and selection process.

&ource of %ecruitment

5%

0% 1% 18%

NO.OF R!"

4%

72%


R!"

#

R!"

%

R!"

B

R!"

%

R!"

$

R!"

%

Table;E Dob 8acancy -E&TIC> >C '

-E&TIC>

>C.C% A

3ow do you

5E& @

5E&C>&E F  F 2



:

'

(:

@



:

'

(:

know

F

about

0ob vacancy in this organi/ation TCTA!

According to table E, for Dob 8acancy, it was found that out of @ respondents,  respondents ":F$ think )newspaper* and I respondent "(:F$ think )recruitment agency* for recruitment and selection process.


Table;% 5ecruitment olicy -E&TIC> >C '

-E&TIC>

>C.C% A

o you think the

5E& @

5E&C>&E F  F 2

@

'::

@

@

'::

F

recruitment policy of your orga organi ni/a /ati tion on

is

properR TCTA!

According to table %, for recruitment policy, it was found that out of @ respondents, @ respondents "'::F$ think )yes* for recruitment and selection process.

%ecruitment #olic

5

5

100


NO.OF R!" R!"

#

R!"

%

R!"

B

R!"

%

R!"

$

R!"

%

Table;J &election rocess -E&TIC> >C '

-E&TIC>

>C.C%

5E& your @

uring

A

F

5E&C>&E  F 2 F @

'::

@

'::



F

selection process

what

as you think is the best TCTA!

@

According to table J, for &election rocess, it was found that out of @ respondents, @ respondents "'::F$ think )7ritten test* for recruitment and selection process.

Table;3 Induction Training -E&TIC> >C '

-E&TIC>

>C.C% A

Induction

5E& @

5E&C>&E F  F 2

9

B:

(

:

@

9

B:

(

: :

training

F

is

3eld 3eld for for new new employee TCTA!

According to table 3, for induction training, 3 was found that out of @ respondents, 9 respond respondent entss "B:F$ "B:F$ think think )2omm )2ommonl only y for all levels levels** and ( respond respondent entss ":F$ ":F$ think think )sometimes* for recruitment and selection process.



Table4 I &atisfaction -E&TIC> >C '

-E&TIC>

>C.C%

Are

5E& @

@

you

A

5E&C>&E F  F 2

F

(

:

9

B:

(

:

9

B:

satisfied with your

2urrent

positionR TCTA!

According to table I, for &atisfaction, it was fond that out of @ respondents, ( respondents ":F$ think )yes* and respondents "B:F$ think )no comments* for recruitment and selection process.


Table;D

Cpportunity for >ew Dob

-E&TIC> -E&TIC> >C '

7hat

5E& factor @

your

5E&C>&E

>C.C% A

F

'

'



F

2

F

 F E F

(:

9

B:

'

(:

(:

9

B:

'

(:

will

consider incase of an opportunity for new 0ob in

other

organi/ationR TCTA!

@

According to table D, for Cpportunity for >ew Dob, it was found that out of @ respondents, ' respondents "(:F$ think )&alary and facilities* 9 respondents "B:F$ think )Dob security* and ' respondents "(:F$ think )environment and reputation of organi/ation ) for recruitment and selection process.

%ecruitment #olic

NO.OF R!" 5

20

1 20

1

3

60

4./ SW! ANALSIS(


R!"

#

R!"

%

R!"

B

R!"

%

R!"

$

R!"

%

R!"



R!"

%

R!"



R!"

%

The &7CT analysis comprises of the Crgani/ationGs internal strength and weakness and external opportunities and threats. &7CT analysis gives an organi/ation an insight of what they can do in future and how they can compete with their existing competitors. This tool is very important to identify the current position of the organi/ation relative to others, who are playing in the same field and also used in the strategic analysis of the organi/ation. That is why this section of the report discusses about &7CT analysis of Export Import ank of angladesh !imited .

4./.' Stren%t+( •

&ound profitability and growth with good internal capital generation.

•

Experienced and efficient management term and human resource

•

5ecruitment of brilliant MA, IM, A

•

uality products and services

•

etter infrastructural facilities and friendly corporate culture

•

Already established 2ompany reputation and goodwill as a leading ank

•

!ong historical banking experience in the region.

•

&trong %inancial osition

•

Excellent advertising efforts.

•

Motivated young people with strong commitment.

•

2ustomer loyalty.

•

7elfare for the society

•

&trong image and good reputation.

•

Always consumer focus.

•

2lear vision.

•

etter location of the branch

•

3ighly motivated and pro;active team of employees.

•

3igh +uality transaction processing across the Jroup.

•

%ocused and detailed marketing plan with prior concurrence from 2redit Management.

•

%ull;fledged back Vup data center support.


4././ Weakne$$(

•

Marginal capital ade+uacy

•

3igh concentration on fixed deposits and large;scale loans

•

!ack of ade+uate marketing "advertising and promotion$ effort

•

!ack of full scale automation

•

&maller number of branches in angladesh in comparison with the ma0or competitors likes Export Import ank of angladesh !imited

•

!ack of proper motivation, training and 0ob rotation

•

2ustomer service booths are not available.

•

oor waiting arrangements at Moti0heel ranch leads to customer discomfort.

•

>ot flexible. 8ery compliant to rules and regulations.

•

&ome lack of experience and motivation at mid;level management.

•

Employees not have enough basic knowledge about computer. They only know how can use the Mysis "&oftware$.

•

Jreater participation in management could be achieved.

•

Indicate working force

•

2onservative loan policy

•

&till the bank is not fully computeri/ed. &o manual registers are used some cases.

•

!ess interest payment then others in some accounts.

•

!ack of computer in the branch.

There is no IT manager. &o sometime simply problem kill the valuable time both the client and employees.


4./.0 !,,ortunity( •

&cope of market penetration through diversified products

•

Automation of transaction processes and online branch banking

•

JovernmentGs policy of encouraging heavy inflow of foreign

•

5egulatory environment favoring private sector development

•

8alue addition in products and services

•

Increasing purchasing power of people

•

Increasing trend in international business

•

5etail ankingNAsset based products like Mortgage loans, 2onsumer !oans "ex.

investment

car loans$ •

Electronic anking could be installed.

•

ATM oth should be expanded.

•

%oreign Exchange policy liberali/ation to encourage foreign investments, thus increasing the inter bank and corporate %# revenue.

•

evaluation of taka raised concerns for better %# management amongst corporate customers, which will create more opportunities for %# corporate business.

•

&ophisticated customers service schemes of the Export Import ank of angladesh !imited

•

.

Market leadership of Export Import ank of angladesh !imited The growth of banking business

4./.3 +reat( •

Increased competition for market share in the industry

•

%re+uent changes of banking rules by the 2entral ank

•

Market pressure for lowering of lending rate


•

>ational and global political unrest

•

efault culture of credit

•

Cther commercial banks operating in angladesh, e.g. &tandard 2hartered ank, utch angla ank, Islami ank !td.

•

olitical instability.

•

Intense competition

•

Market segmentation

•

Jovernment rules and regulation

4.0 B"G matrix( The ortfolio Matrix is a tool for allocating resources. The portfolio Matrix was developed by oston 2onsulting Jroup "2J$, so that it is also called 2J Matrix. It shows the linkages between business growth rate and the market share. lacing products in the 2J matrix results in  categories in a portfolio of a company usiness in the +uestion mark with a high growth rate 6 weak market share. It usually re+uires cash investment. In $tar$ business in the high growth rate 6 strong market share. It use large amounts of cash and are leaders in the business so they should also generate large amounts of cash. In the ca$+ co#, businesses have low growth rate and strong market share. They are usually established in the market, such as4 multinational company. In the do%$F the business has low growth rate and weak market share. This type of business are usually non profitable 6 generally should be close that business. In the 2J Matrix Export Import ank of angladesh !imited , stand in the Star$. ecause they have high business growth rate and strong market share. If we see the last @ years performance, we can see their business growth rate is gradually increasing compare to other leading bank in angladesh. %or example4 Export Import ank of angladesh !imited The !oan and advance department, deposit, foreign trade is growing up. In (::9 loan and advance department portfolio of E#IM ank


7as ((,(@?9'@ and in (::< that was 9B,?@.? million taka. And Export Import ank of angladesh !imited was 'B<( in (::@ 6 @?B9 million taka in (::<. And E#IM ank eposit in (::? was (?,?B(.'( and in (::< that was ?,
import was (@' in (::? 6 ?:B'?

million taka in (::<, and export was 'B<: in (::? 6 @'9'B million taka in (::<.

Star$

"a$+ "o#$


4.3 8IN)INGS( 

The organi/ation have specific 0ob analysis process.



The organi/ation have good manpower planning.



The organi/ation employee recruitment is made always on the basis of Manpower planning.



The organi/ation source of employment is internal and external.



The organi/ation 0ob vacancy published by newspaper.



The organi/ation recruitment policy is proper.



The organi/ation during selection everybody have to face written test.



The organi/ation induction training is held for all level of new employee.



The organi/ation have no comments for satisfied the position.



The organi/ation 0ob security will be considered for new 0ob in other organi/ation.


"+a,ter 5( Recommendation C "onclu$ion

5.' Recommendation( Em,loyee Recruitment(


•

The recruitment process of the organi/ation is very lengthy and expensive. The organi/ation should the cost and select the employee by restructuring the lengthy process.

•

5ecruitment advertisement may be published in both newspaper and website.

•

There may be an option of application through online.

•

Crgani/ation may be issued regrets letter to them who were not selected for the interview and shall be informed the reasons of regret.

•

5ecruitment and &election processes complex and involve human decision making which could be imperfect. This needs careful monitoring to minimi/e sub0ectivity and ensure fairness.

•

uality of employee recruitment decision must be ensured.

•

5ecruitment and &election process needs careful monitoring to minimi/e sub0ectivity and ensure fairness.

•

3uman is most dynamic resource for an organi/ation. Jetting the best person is a critical issue.

•

Jood and effective recruitment in effect is a 0ob well began in the dynamics of organi/ationGs growth and progress.

•

The knowledge, skills, Experience and Dob specific competences assessment framework currently development should reflect the guidance in the statutory codes of practice, be non;discriminatory, transparent, promote e+uality of opportunity and be ob0ective.

•

5ecruitment and selection are an integral component of 3uman 5esource activities, which includes employees training development and compensation and employee relation.

•

A comprehensive monitoring system, tracking applicants from application through to appointment, should be developed and implemented.

5./ "onclu$ion(


The study )5ecruitment and &election rocedure of Export Import ank of angladesh !imited

"E#IM$* under 35 revealed that people are most valuable resources for the

progress of the organi/ation. %or the development of these valuable resources there are many factors involved. 5ecruitment and selection procedures play an important role. To increase the productivity of an organi/ation effective, dynamic recruitment and selection procedure is essential.

)Export Import ank of angladesh !imited

* practices a progressive recruitment and

selection procedures. 35 officers of &tandard ank !imited are now expected to work beyond the boundaries of contracts and policies to contribute directly to the operation and success of the %inancial usiness Institution.

Moreover, Export Import ank of angladesh !imited

plays an active role for the

development of our country. %or this, Export Import ank of angladesh !imited

has

the commendable improvement over the years. ut as it has been said earlier, that the world is not moving with a bank or only with angladesh but we are moving with other country of the world with very high and effective competition only for their better recruitment rocedure. There are lots of multinational, national and emerging banks and existing banks are doing business with pace of acceleration. This is the time or E#IM ank to build in the success they have achieved so far and go on with its mission. Ctherwise YA ank with 8isionY wills only an illusion to them


Recruitment and Selection Procedure of ExIm Bank Ltd

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