Recruitment Process of Brac Bank Limited.doc

A stu d y on Recruitment And selection process of BRAC Bank Ltd.

Bangladesh Institute of Management

A study on Term Paper On Recruiting Bank

Process

on

BRAC

Submitted To: --------------------------Md.Mahbub ul Alam Senior Management Counsellor

Head, Training of Trainers (ToT) & Behavioral Management Division & Member Secretary, ost !raduate Di"loma Courses

Submitted By: -------------------------Sabyasachi Bosu !D#H$M $oll% 'H*

Bangladesh Institute of Management Bangladesh Institute of Management

Date of Submission: December 21 2!1"

Letter of Transmittal

December 21, 2014 Md.Mahbub ul Alam Senior Management Counsellor Bangladesh +nstitute of Management

Subect- .etter of Transmittal

Dear Sir, /ith great "leasure + submit my $ecruitment and Selection "rocess re"ort on 0B$1C Ban2 .imited34 that you have assigned to me as an im"ortant re5uirement of !D# H$M course3 + have found the study to be 5uite interesting, beneficial & insightful3 + have tried my level best to "re"are an effective & creditable re"ort3 The re"ort contains a detailed study on $ecruitment and Selection "rocess & a loo2 at ho6 it is done in the "ractical 6orld3 Here + hav e gathered informa tion through different sources such as 6ebsites and actual intervie6s from my Su"ervisor of 0B$1C Ban2 .imited34

+ also 6ant to than2 you for your su""ort and "atience for me and + a""reciate the o""ortunity "rovided by you through assigning me to 6or2 in this thoughtful "roect3

7ours sincerely,

Sabyasachi Bosu +D %'H*


Acknowledgement Com"letion of this re"ort has made me grateful to a number of "ersons3 8irst of all + 6ould li2e to ac2no6ledge my su"ervisor and teacher Md.Mahbub ul Alam not only for giving the o""ortunity to "re"are the re"ort but also for "roviding me the o""ortunity to im"rove the re"ort by e9tending the submissio n deadline on this semester3 He 6as also available 6hen + needed her for hel", suggesti ons and guidelin es3 + am also grateful to Ms. Tahniyat Ahmed Karim, Head of Human $esources, B$1C Ban2 .td33 for giving me the valuable o""ortunity

to do my internshi" in her de"artment and su""orting me 6ith 2no6ledge and resources3 + am also grateful to the entire H$ Team of B$1C Ban2 .td33 as they have al6ays been there for me 6hen + needed them the most3 Their active "artici"ation to all my 5uestions, 5ueries during my internshi" has made this ourney a true success3 + 6ould li2e to name here

Md.

Rezaul Amin (Head of $ecruitment, Com"ensation & Benefits), Md. Shanidul Bari (H$

$elationshi" Manager, /holesale Ban2ing), Mr. A.R.M Ru!unuzzaman (Manager, Com"ensation), Mr. Abdullah "arun Imam

(Manager, $ecruitment), Mr. #olum

Mahabub $%i&e 'resident and Bran&h Manager-Khulna( ) , than2s to all of them for

"roviding valuable suggestions and information in "re"aring this re"ort3 +t 6as my "rivilege and + am truly honored 6or2ing 6ith such a 6onderful team3


Executive Summary B$1C Ban2 .imited, one of the latest generation of commercial ban2s started its ourney on :uly ', * and in ust  years "roved to be country;s fastest gro6ing ban23 B$1C Ban2, a fully o"erational Commercial Ban2, focuses on "ursuing une9"lored mar2et niches in the Small and Medium
Human $esources Division of B$1C Ban2 .imited maintain an ada"tive human resources management strategy and the division com"rises of $ecruitment, Com"ensation & Benefits, .earning and Develo"ment, Human Ca"ital De"artment and H$ ="erations De"artments 6ith a team of dynamic H$ $elationshi" Managers 6ho bridge H$ su""ort 6ith the business need3 The s"ecific obective of this re"ort to survive in the com"etitive global arena, 6e have to gather e9"eriences on recruitment and selection "rocess and ado"t the ne6 tools and techni5ues and bring out the best recruitment system and its result for organi>ational success3


Table o Contents Contents

#a$es +

Title .etter Transmittal =f 1c2no6ledgment <9ecutive Summary Contents Tables of .ist 8igures of .ist *ha+ter-neI:ntrodu&tion 3 +ntroduction 3* +m"ortance =f The Study 3@ =bective =f The Study ?ariables ey 3' 3A Sco"e The =f Study Methodology3 3 3 .imitations =f The $e"ort 3 1ctivity Schedule *ha+ter-T/o:AboutBRA*Ban!0imited *3 B$1C Ban2 .imited *3*=rgangram=fB$1CBan2.imited *3@De"artments=fB$1CBan2.td3 *3' :ob !rades =f B$1C Ban2 .td33 *ha+ter-Three:Theoreti&alAs+e&tsfRe&ruiting $ecruitment @3 @3*ur"ose1nd+m"ortance=f$ecruitment @3@8actors+nfluencing$ecruitment @3'Com"onents=fThe$ecruitmentolicy @3A8actors1ffecting$ecruitmentolicy @3=bective=f$ecruitmentolicy @3 $ecruitment rocess @3 Sources =f $ecruitment Selection@3E @3 The Selection rocess *ha+ter-5our: Re&ruitment And Sele&tion 'ro&ess of 0imited7


++ +++ +? ?#?+ ?++ ?+++ - 

#* * * @ @ ' A 1-2 # #E E# * 3-24 @ @#' '#    #E E#** ** *@#* 6BRA* Ban! 28-94

'3 1nalysis and 8indings '3*Ste"sintheHuman$esourcelanningrocess '3@The$ecruitmentrocess&TheTeam '3' Mode

*E#@ @#@* @@ @@ @@#@ @ @#@E @E ' '

98-; 'E A A A*

!ist o Tables Contents Time Schedule Selection rocess


#a$es A @E

!ist o "igures

Contents BBL Distribution Network !rades :ob

Chapter 1: Introduction 1.1 %ntroduction Bangladesh Institute of Management

#a$es  @

B$1C Ban2 .imited is a full service scheduled commercial ban23 +t has both local and +nternational +nstitutional shareholder3 The ban2 is "rimarily driven 6ith a vie6 of creating o""ortunities and "ursuing mar2et niches not traditionally meet by conventional ban2s3 B$1C Ban2 has been motivated to "rovide 0best#in#the#class4 services to its diverse assortment of customers s"read across the country under an on#line ban2ing dais3 1t "resent, B$1C Ban2 is one of the fastest gro6ing ban2s in the country3 +n order to su""ort the "lanned gro6th of its distribution, net6or2 and its various business segments, B$1C Ban2 is currently loo2ing for im"ressive goal oriented, enthusiastic, individuals for various business o"erations3 The ban2 6ants to build a "rofitable and socially res"onsible financial institution3 +t carefully listen to the mar2et and business "otentials, +t is also assisting B$1C and sta2eholders to build a "rogressive, healthy, democratic and "overty free Bangladesh3 +t hel"s ma2e communities and economy of the country stronger and to hel" "eo"le achieve their financial goals3 The ban2 maintains a high level of standards in everything for our customers, our shareholders, our ac5uaintances and our communities u"on, 6hich the future affluence of our com"any rests3

According to the Half-Yearly inancial !tatement of "#$#- the number of %m&loyees including contractual engaged for the whole year or &art there of 'who recei(ed a total yearly remuneration of )k* +,### or abo(e. were ,+#, where as the total number of em&loyees were /#/0 as the same &eriod of &er(ious year*

1.2 %mportance of the Study: There is no doubt that the 6orld of 6or2 is ra"idly changing3 1s "art of an organi>ation then, H$M must be e5ui""ed to deal 6ith the effects of the changing 6orld of 6or23 8or them this means understanding the im"lications of globali>ation, technology changes, 6or2force diversity3 Changing s2ill re5uirements, continuous im"rovement initiatives contingent 6or2force, decentrali>ed 6or2 sites and em"loyee involvement are the issue for confront3 Fo6 it is a big challenge for the H$M to su""ort the organi>ation by "roviding the best "ersonnel for the suitable "osition in shortest "ossible tome3 Starting 6ith recogni>ing the vacancies and "lanning for them is a great tas23 Moreover, selecting attracting the suitable candidates and selecting the best "erson in time is a challenge3

The cost of the recruitment is significant3 So, "ro"er "lanning and formulate those "lan is the tas2 that re5uire more focus and im"rovement3 <5ual o""ortunity and sourcing is also a Bangladesh Institute of Management

vital "art3 $eali>ing this need, 6e tried to find the difference and similarities bet6een theoretical as"ects 6ith the "ractical ste"s ta2en by the com"any3 /e too2 an attem"t to demonstrate the feature for the further im"rovement3

1.& 'b(ecti)e of the study:

*eneral 'b(ecti)e: The general obective of the study is To "re"are study on 0$ecruitment rocess of B$1C Ban2 .imited34

•

Speci+c 'b(ecti)e: The s"ecific obectives of this study are•

To understand the recruitment and selection "rocedure follo6ed by BB.

•

To e9"lore the various sources of recruitment follo6ed by BB.3

•

To identify the factors influencing the recruitment of BB.3

•

To understand the differences bet6een the theoretical study and "ractical e9"osure3

•

To measure the effectiveness of recruitment and selection "rocedure of BB.3

1." ,ey -ariables: The ey variables of B$1C Ban2 .imited •

Human $esource lanning of BB.

•

Succession lanning of the BB.

•

Cultural Develo"ment

•

Sources of $ecruitment

•

8actors of $ecruitment

•

rocess of $ecruitment

•

/or2ing
1. Scope of the Study:


+nformation has been collected from e9isting em"loyees of B$1C Ban2 .imited (hulna Branch#Sib Bari Branch and 3D3 !hosh $oad Branch)3 +t has been congregated through the direct intervie6 of to" level, mid level and unior em"loyees of this ban2 6ith the hel" of o"en and close ended 5uestionnaires3 But it has been very difficult to gather the actual information of recurrent "rocess from divisional branches because no "articular H$ Section is situated here3 But 6ith the hel" of theoretical and "ractical 2no6ledge, + have tried to im"lement my observation in this study3

1./ 0ethodolo$y* /.1 Samplin$ 1 total of @ sam"les have addressed to collect data3 =ut of @ sam"les,  have been to" and midlevel em"loyees and rest of * have been the unior level em"loyees3

/.2 Source of Data Both "rimary and secondary data sources have been used to generate this "ro"osal3 The secondary data sources are revie6 of from •

Different Boo2s of H$M,

•

Manuals of B$1C Ban2 .imited3

•

Monthly Study of H$

•

B$1C Ban2 /ebsite

•

H$ olicy of B$1C Ban2 .imited

/.& Data collection tools and techniues rimary data sources has structured 5uestionnaire and those 6ill be close ended3 Data has been analy>ed manually using "ro"er statistical tools

/." Study Area B$1C Ban2 .imited (hulna B$1C) is my study area3 The study has covered to" and mid level em"loyees as 6ell as entry level em"loyees of the t6o branches3

/. 0a(or Acti)ities Guestionnaire design, Data collection, clarification, data analysis and recommendation

1. Limitations of the Report: The sources of the re"ort are collected from different des2s, various documents of B$1C Ban2 .imited (BB.)3 Though the entire staff member remains busy all the time for their des2 6or2


they hel"ed a lot to manage and collect the data & information3 But it 6as very difficult to collect information on the client as it is very sensitive and secret issue for the Ban23
a( Shortage of time period: This re"ort is 6ritten 6ithin a shorter "eriod of time since many

days have "assed during the training session3 So the time constraint of the study hindering the course of vast area and time for "re"aring a re"ort 6ithin the mentioned "eriod is really difficult3

b( Busy working environment: The officials had some times been unable to "rovide

information because of their huge routine 6or23 That is 6hy 6e do not gather vast 2no6ledge about the critical issues3

&( Secrecy of Management: There some information 6hich are confidential for collecting the

data3 So, some data could not been collected for confidentiality or secrecy of management3

d( Uneven Sample Distriution: The sam"le distribution may not be even, there may be a

maority of "eo"le coming from a fi9ed range of income level3

1.3 Acti)ity Schedule: This time schedule and brea2do6n structure for the study in "resent in the follo6ing table#


Sl

=e&ember

>ee!

st



Data Collection

*

Data rocessing & 1nalysis

A

$e"ort /riting



Submission of Draft $e"ort



Submission of 8inal $e"ort

>ee! 2nd

4able51: 4ime Schedule

C#apter $% About BRAC Bank !td& 2.1 BRAC Ba nk L imited:


3rd

9th

B$1C Ban2 started its ourney in * and in ust * years "roved to be countries fastest gro6ing ban23 B$1C Ban2 .imited, one of the latest generation of commercial ban2s started its ourney on :uly ', *3 +t is an affiliate of B$1C (Bangladesh $ural 1dvancement committee), one of the 6orlds largest non#governmental develo"ment organi>ations founded by 8a>le Hasan 1bed in E*3 +t has been the fastest gro6ing Ban2 in *' and *A3 The Ban2 o"erates under a Idouble bottom lineI agenda 6here "rofit and social res"onsibility go hand in hand as it strives to6ards a "overty#free, enlightened Bangladesh3 B$1C Ban2, a fully o"erational Commercial Ban2, focuses on "ursuing une9"lored mar2et niches in the Small and Medium
Corporate -ision: Building "rofitable and socially res"onsible financial institution focused on Mar2et and Business 6ith !ro6th "otential, thereby assisting B$1C and sta2eholders to build a 0ust, enlightened, healthy democratic and "overty free Bangladesh43


6i$ure 1: BBL Distribution 7et8ork

Corporate 0ission: • • •

Sustained gro6th in Small & Medium ation3 !ro6th in 1ssets

•

through syndications and investment in faster gro6ing sectors3 Continuous endeavor to increase non#funded income3 ee" BB. debt charges at *L to maintain a steady "rofitable gro6th3 1chieve efficient synergies bet6een the ban2s branches, SM< unit offices and B$1C

•

field offices for delivery of remittance and Ban2s other "roducts and services3 Manage various lines of business in a full controlled environment 6ith no

•

com"romise on service 5uality3 ee" a divers, far flung team fully controlled environment 6ith no com"romise on

•

service 5uality3 ee" a diverse, far flung team fully motivated and driven to6ards materiali>ing the

• •

ban2s vision into reality3

Core -alues: B$1Cs Strength emanates from their o6ner  B$1C3 This means, B$1C 6ill hold the follo6ing values and 6ill be guided by B$1C as they do their 6or23 ?alue the fact that one is a member of the B$1C family3


• •

• • • • • •

Creating an honest, o"en and enabling environment3 Have a strong customer focus and build relationshi"s based on integrity, su"erior service and mutual benefit3 Strive for "rofit & sound gro6th3 /or2 as team to serve the best interest of their o6ners3 $elentless in "ursuit of business innovation and im"rovement3 ?alue and res"ect "eo"le and ma2e decisions based on merit3 Base recognition and re6ard on "erformance3 $es"onsible, trust6orthy and la6#abiding in all that they do3

Branches and 7et8orks of BBL: +n recent time B$1C Ban2 is gro6ing in tremendous 6ay3 1t "resent, in total there are E o"erating branches and AE SM< Service Center more branches 6ill o"en u" in the coming year3 1ll branches are "roviding $eal Time =n#line ($T=.) ban2ing services to its customers3 arallel to the branch e9"ansion "olicy, B$1C Ban2 has also a""ro9imately '@ unit offices dis"ersed throughout the country3 These unit offices are engaged in lending to NSmall & Medium ed on +T as a cutting edge advantage over com"etitors and also "lans to continue as a maor +T driven ban2 in the years to come3

$&$Organgram !imited%

o

BRAC

Bank

Bankin$ Ser)ices: There are five different ban2ing services "rovided by B$1C Ban2 .imited•

Small & Medium
•

$etail Ban2ing

•

/hole Sale Ban2ing


•

robashi Ban2ing

•

<#Ban2ing

Small 9 0edium nterprise ;S0< Bankin$: B$1C Ban2, being the youngest ban2, too2 a ste" to brea2 a6ay from usual tradition and ta""ed into the true suburb entre"reneurial initiatives3 Today, 6ith over ',A crores of loans disbursed till date, B$1C Ban2 is countrys largest SM< financier that has made more than @*, dreams come trueO

Retail Bankin$: /ith A' outlets, over @ 1TMs and over A, "lastics in the mar2et, B$1C Ban2 offers you a 6ide range of financial solutions to meet your everyday need3

=holesale Bankin$: B$1C Ban2 offers a full array of 8inancial Services to Cor"orations and +nstitutions3 Having access to the dee"est end of the country, B$1C Ban2 is there to assist businesses in Bangladesh3 /ith us on your side, you have the "o6er of local 2no6ledge 6ith the ca"abilities of global standard3

#robashi Bankin$: /hen you send your hard#earned money from abroad to dear ones at the farthest end of Bangladesh, as2 them to collect it from over @,A "ay out locations of B$1C Ban23 ing in6ard remittance in the country3

!"# 'epartments o BRAC Bank !T': The B$1C Ban2 .imited has * de"artments in three different criteria3 The De"artments are•

Business


• •

Su""ort ="erations Business SM< Ban2ing3  $etail Ban2ing3  $etail Distribution3  F8B and Secured 1ssets3  1DC3  Knsecured 1ssets3  .iability3  

• •

• • • • • • • • • • • • • • • • • • • • • • • •

Service Guality J Business +ntelligence3 Collections3  Cross Selling3  $egional Distribution3 Cor"orate Ban2ing3 robashi Ban2ing3  +nternational Distribution3 Cards3 Treasury & 8inancial +nstitution3 Mar2eting and Cor"orate 1ffairs3 Su""ort Com"any Secretariat & $egulatory & +nternal Control3
Q .ocal, medium and large cor"orate bodies Q Multi#national Cor"orations (MFCs) Q Fon#government =rgani>ations (F!=s) Q S2e"tical 6hile building relationshi" 6ithQ
>niue Sellin$ #oint ;>S#< Q Guality of Service Q +nnovative Solutions Q Mar2et no6ledge Q .evel of Trust 6ith clients

?o8 does BBL make money@ Q +nterest income Q 8ees & Commission Q Ca"ital !ain Q 8oreign e9change !ain


$&( )ob *rades o BRAC Bank !td&%


6i$ure52: ob *rades

C#apter+% T#eoretical Aspects o Recruiting &.1 Recruitment: Successful human resource "lanning should identify human resource needs3 =nce these needs are identified, the H$ de"artment is able to do something to meet them3 1c5uisition function of H$M hel"s determine the number and ty"e of "eo"le an organi>ation needs ob analysis and ob design s"ecify the tas2s and duties of obs and the 5ualifications e9"ected from "ros"ective ob holders3 The ne9t logical ste" is to hire the right number of "eo"le of the right ty"e to fill the obs3 $ecruitment is defined as, 0a "rocess to discover the sources of man"o6er to meet the re5uirements of the staffing schedule and to em"loy effective measures for attracting that man"o6er in ade5uate numbers to facilitate effective selection of an efficient 6or2force34 ?d/in B. 5li++o defined recruitment as 0 The +ro&ess of sear&hing for +ros+e&tie em+loyees and stimulating them to a++ly for obs in the organization.4 Those definitions

can be analy>ed by discussing the "rocesses of recruitment through systems a""roach3 +n sim"le term $ecruitment is a "rocess of see2ing and attracting a "ool of candidates from 6hich 5ualified candidates for ob vacancies can be chosen 1 formal definition- Re&ruitment is the +ro&ess of finding and attra&ting &a+able a++li&ant for em+loyment. The +ro&ess begins /hen ne/ re&ruits are sort and ends /hen their a++li&ations are submitted. The result is a +ool of a++li&ants from /hi&h ne/ em+loyees are sele&ted. Bangladesh Institute of Management

&.2 #urpose and %mportance of Recruitment: The general "ur"ose of recruitment is to "rovide a "ool of "otentially 5ualified ob candidates3 S"ecially, the "ur"oses are to•

Determine the "resent and future re5uirements of the organi>ation in conunction 6ith

•

"ersonnel#"lanning and ob#analysis activities3 +ncrease the "ool of ob candidates at minimum cost3

•

Hel" increase the success rate of the selection "rocess by reducing the number of

•

visibly, under 5ualified or over5ualified ob a""licants3 Hel" reduce the "robability that ob a""licants, once recruited and selected, 6ill leave

•

the organi>ation only after a short "eriod of time3 Meet the organi>ations legal and social obligations regarding the com"osition of its

•

6or2#force3 Begin identifying and "re"aring "otential ob a""licants 6ho 6ill be a""ro"riate

• •

candidates3 +ncrease organi>ational and individual effectiveness in the short and long term3
$ecruitment re"resents the first contact that a com"any ma2es 6ith "otential em"loyees it is through recruitment that many individuals 6ill come to 2no6 a com"any and eventually decide 6hether they 6ish to 6or2 for it3 1 6ell#"lanned and 6ell#managed recruiting effort 6ill result in high 5uality a""licants, 6hereas, a ha"ha>ard and "iecemeal effort 6ill result in mediocre once3 High#5uality em"loyees cannot be selected 6hen better candidates do not 2no6 of ob o"enings, are not interested in 6or2ing for the com"any, and do not a""ly3 The recruitment "rocess should inform 5ualified individuals about em"loyment o""ortunities create a "ositive image of a com"any, "rovide enough information about the obs so that the ob a""licants can ma2e com"arisons 6ith their 5ualifications and their interests, and generate enthusiasm among the best candidates so that they 6ill a""ly for the vacant "ositions3

&.& 6actors %nuencin$ Recruitment:


&.&.1 ternal 6actors: The e9ternal forces are the forces 6hich cannot be controlled by the organi>ation3 The maor e9ternal forces are-

Supply and Demand: The availability of man"o6er both 6ithin and outside the organi>ation is an im"ortant determinant in the recruitment "rocess3 +f the com"any has a demand for more "rofessionals and there is limited su""ly in the mar2et for the "rofessionals demanded by the com"any, then the com"any 6ill have to de"end u"on internal sources by "roviding them s"ecial training and develo"ment "rograms3

$aor Market: ation is located 6ill influence the recruiting efforts of the organi>ation3 +f there is sur"lus of man"o6er at the time of recruitment, even informal attem"ts at the time of recruiting li2e notice boards dis"lay of the re5uisition or announcement in the meeting etc 6ill attract more than enough a""licants3

Image % &oodwill: +mage of the em"loyer can 6or2 as a "otential constraint for recruitment3 1n organi>ation 6ith "ositive image and good6ill as an em"loyer finds it easier to attract and retain em"loyees than an organi>ation 6ith negative image3 +mage of a com"any is based on 6hat organi>ation does and affected by industry3

'olitical(Social( $egal )nvironment: ?arious government regulations "rohibiting discrimination in hiring and em"loyment have direct im"act on recruitment "ractices3

Unemployment *ate: =ne of the factors that influence the availability of a""licants is the gro6th of the economy3 /hen the com"any is not creating ne6 obs, there is often oversu""ly of 5ualified labor 6hich in turn leads to unem"loyment3


Competitors: The recruitment "olicies of the com"etitors also affect the recruitment function of the organi>ations3 To face the com"etition, many times the organi>ations have to change their recruitment "olicies according to the "olicies being follo6ed by the com"etitors3

&.&.2 %nternal 6actors: The internal factors are the factors 6hich can be controlled by the organi>ation3 The internal factors areRecruitment Policy%

The recruitment "olicy of an organi>ation s"ecifies the obectives of recruitment and "rovides a frame6or2 for im"lementation of recruitment "rogram3 +t may involve organi>ational system to be develo"ed for im"lementing recruitment "rograms and "rocedures by filling u" vacancies 6ith best 5ualified "eo"le3 ,uman Resource Planning%

ation3 +t also hel"s in determining the number of em"loyees to be recruited and 6hat 5ualification they must "ossess3 Si-e o t#e "irm%

The si>e of the firm is an im"ortant factor in recruitment "rocess3 +f the organi>ation is "lanning to increase its o"erations and e9"and its business, it 6ill thin2 of hiring more "ersonnel, 6hich 6ill handle its o"erations3 Cost%

$ecruitment incur cost to the em"loyer, therefore, organi>ations try to em"loy that source of recruitment 6hich 6ill bear a lo6er cost of recruitment to the organi>ation for each candidate3 *rowt# and Expansion%


=rgani>ation 6ill em"loy or thin2 of em"loying more "ersonnel if it is e9"anding its o"erations3

&." Components of the Recruitment #olicy: •

The general recruitment "olicies and terms of the organi>ation

•

$ecruitment services of consultants

•

$ecruitment of tem"orary em"loyees

•

Kni5ue recruitment situations

•

The selection "rocess

•

The ob descri"tions

•

The terms and conditions of the em"loyment

1 recruitment "olicy of an organi>ation should be such that•

+t should focus on recruiting the best "otential "eo"le3

•

To ensure that every a""licant and em"loyee is treated e5uall y 6ith dignity and res"ect3

•

Knbiased "olicy3

•

To aid and encourage em"loyees in reali>ing their full "otential3

•

Trans"arent, tas2 oriented and merit based selection3

•

/eight age during selection given to factors that suit organi>ation needs3

•

="timi>ation of man"o6er at the time of selection "rocess3

•

Defining the com"etent authority to a""rove each selection3

•

1bides by relevant "ublic "olicy and legislation on hiring and em"loyment relationshi"3

•

+ntegrates em"loyee needs 6ith the organi>ational needs3


&. 6actors Aectin$ Recruitment #olicy: •

=rgani>ational obectives

•

ersonnel "olicies of the organi>ation and its com"etitors3

•

!overnment "olicies on reservations3

•

referred sources of recruitment3

•

Feed of the organi>ation3

•

$ecruitment costs and financial im"lications3

&./ 'b(ecti)e of Recruitment #olicy: =bectives are targets and goals3 1ccording to 7oder, follo6ing are the main obectives of recruitment "olicy•

To find and em"loy the best 5ualified "erson for each ob

•

To retain the best and most "romising ones3

•

To offer "romising careers and security3

•

To "rovide facilities for gro6th and develo"ment3

•

To minimi>e the cost of recruitment

•

To reduce sco"e of favoritism and mal"ractice3

&. Recruitment #rocess: $ecruitment refers to the "rocess of identifying and attracting ob see2ers so as to build a "ool of 5ualified ob a""licants3 The "rocess com"rises five interrelated stages, • • • • •

"lanning strategy develo"ment, searching, screening and evaluation Control3

The ideal recruitment "rogram is the one that attracts a relatively larger number of 5ualified a""licants 6ho 6ill survive the screening "rocess & acce"t "ositions 6ith the organi>ation, Bangladesh Institute of Management

6hen offered3 $ecruitment "rograms can miss the ideal in many 6ays- by failing to attract an ade5uate a""licant "ool, by underJover selling the organi>ation, or by inade5uately screening a""licants before they enter the selection "rocess3 Thus, to a""roach the ideal, individuals res"onsible for the recruitment "rocess must 2no6 ho6 many and 6hat ty"es of em"loyees are needed, 6here and ho6 to loo2 for individuals 6ith the a""ro"riate 5ualifications and interests, 6hat inducement to use (or avoid) for various ty"es of a""licant grou"s, ho6 to distinguish a""licants 6ho are un5ualified from those 6ho have a reasonable chance of success, & ho6 to evaluate their 6or23

&.3 Sources of Recruitment: /hen a "erson is needed to fill a vacant organi>ational "osition, the individual may come from inside or outside the organi>ation3 Some organi>ations "refer to recruit from 6ithin, since this hel"s in enhancing em"loyee morale, loyalty and motivation3 =ther organi>ations "refer to recruit e9ternally to "revent in#breeding and to encourage ne6 6ays of thin2ing3 There are mainly t6o sources of recruitment3 These are given•

+nternal sources of recruitment and

•

<9ternal sources of recruitment3

.nternal Sources% +nternal sources include the current 6or2 force that is those 6ho are already on the "ay# roll of the organi>ation3 /henever any vacancy occurs somebody from 6ithin the organi>ation is "romoted or demoted to fill the vacant "ost3 Sometimes 0side6ays4 a""ointments may be made by transferring somebody of similar seniority from another de"artment3 •

'resent ?m+loyees:

romotions and transfer from among the "resent em"loyees can be a good source of recruitment 6hich facilitate the organi>ation in different 6ays as building morale, encouraging com"etent individuals 6ho are ambitious, carrying com"aratively lo6er cost and finally "romoting from 6ithin act as a training device for develo"ing middle level and to" level managers3 •

?m+loyee Referrals:


This can be a good source of internal recruitment3
•

5ormer ?m+loyees:

Some retired em"loyees may be 6illing to come bac2 to 6or2 on a "art#time basis or may recommend someone 6ho 6ould be interested in 6or2ing for the com"any3 •

'reious A++li&ation:

1lthough not truly an internal source, those 6ho have "reviously a""li ed for obs contacted by mail, a 5uic2 and ine9"ensive 6ay to fill an une9"ected o"ening3

External Sources% =rgani>ations usually go to e9ternal sources for lo6erentity level obsP for "ositions 6hose s"ecifications cannot be met by "resent "ersonnelP for diversifying into ne6 avenues and for merging 6ith another organi>ation3 1mong the e9ternal sources, follo6ing are included•

Adertising:

Today all forms of media advertising are used in recruiting em"loyees3 Most ty"ical are ne6s"a"ers, trade, and "rofessional ournals, radio and television3 This can have the advantage of reaching very large numbers of "otential candidates as 6ell as more s"eciali>ed numbers of candidatesP costs of screening may be heavy3 •

'ubli& ?m+loyment Agen&ies:

The main function of these agencies is closely tied to unem"loyment benefits3 The benefits in some states are given only to individuals 6ho are registered 6ith their state em"loyment agency3 ublic em"loyment e9changes are regarded as good source of recruitment for uns2illed, s2illed, or semis2illed obs3 The ob see2ers get their names registered 6ith em"loyment e9changes managed and o"erated by the Central and state


!overnments3 The em"loyers notify the vacancies to be filled in by them to such e9changes and the e9changes refer the names of "ros"ective candidates to them3

•

'riate ?m+loyment Agen&ies-

+n the technical and "rofessional areas "rivate agencies are "roviding great services3 They maintain files of both individuals interested in em"loyment and organi>ations see2ing ne6 "ersonnel3 They "rovide a variety of vocational interest and a"titude testing in order to better understand the candidates ability to "erform in a "articular line of em"loyment3 •

*am+us Re&ruitment:

+t is a method of recruiting by visiting and "artici"ating in university cam"uses and their "lacement centers3 Here the recruiters visit re"uted educational institutions 6ith a vie6 to "ic2 u" ob as"irants having re5uisite technical or "rofessional s2ills3 :ob see2ers are "rovided information about the obs and the recruiters, in#turnP get a sna"shot of ob see2ers through constant interchange of information 6ith res"ective institution3 1 "reliminary screening is done 6ithin the cam"us and the short listed students are then subected to the remainder of the selection "rocess3 •

>al!-ins, /rite-ins and tal!-ins:

Walk-ins are ob see2ers 6ho arrive at the H$ de"artment in search of a ob3 Write-ins are those 6ho send a 6ritten in5ui ry3 Both grou"s norma lly are as2ed to com"lete an a""lication blan2 to determine their interests and abilities3 Ksable a""lications are 2e"t in an active file until a suitable o"ening occurs or until an a""lication is too old to be considered valid, usuall y si9 months3 Talk-ins is becoming "o"ular no6#a#days3 :ob as"irants are re5uired to meet the recruiter (on an a""ro"riated date) for detailed tal2s3 Fo a""lication is re5uired to be submitted to the recruiter3 Bangladesh Institute of Management

•

+en "ouse:

1 relatively unusual techni5ue of recruiting involves holding an o"en house3 eo"le in the adacent community are invited to see the com"any facilities, have refreshments, may be vie6 a film about the com"any3 •

"ead-hunting:

The e9ecutives search agencies, 6hich are also 2no6n as head hunters3 /hen a "erson of "articular talent or rare e9"ertise is re5uired, the head hunters search out somebody already in em"loyment and induce him to change obs3 1lthough this "ractice is considered unethicalP ho6ever it is generally acce"ted that it may be the only o"tion o"en 6here a "articular ty"e of e9"ertise is re5uired3 Those 6ho em"loy head#hunters have to "ay heavy charges but these are usually ustified in the light of the result achieved3 •

Re&ruiting ia the Internet:

Fo6 a day most em"loyers are conducting em"loyment intervie6s on#line3 =ne survey found that on a ty"ical day, more than ' million "eo"le turn to the /eb loo2ing for obs3
&.E Selection: To select is to choose3 Selection is a screening "rocess3 +t is the "rocess of "ic2ing individuals 6ho have the relevant 5ualifications to fill obs in an organi>ation3 The basic "ur"ose is to choose the individuals 6ho can most successfully "erform the ob from the "ool of 5ualified candidates3 Selection starts after recruitment "rocess is over and ob a""lications have been received3 +t is the "rocess of finding out candidates for em"loyment from large "ool of candidates 6ho "osses necessary 5ualification to "erform the ob successfully3 +t is the "rocess of determining from the a""licants for em"loyment 6hich one best fit the man"o6er re5uirement and should be offered "ositions in the organi>ation3


&.1! 4he Selection #rocess: The obective of selection "rocess is to choose the individual 6ho can successfully "erform the ob from the "ool of 5ualified candidates3 :ob analysis, human resource "lanning and recruitment are necessary "rere5uisites to the selection "rocess3 1 brea2do6n in any of these "rocesses can ma2e even the best selection system ineffective3 Selection is a decision ma2ing "rocess3 The number of ste"s in the selection "rocess and their se5uence 6ill vary, not only 6ith organi>ation but also 6ith the ty"e and level to be filled3 The ste"s that are ty"ically com"rise the selection "rocess3 $ece"tion of a""lication, screening, a""lication blan2, intervie6, em"loyment test, references, "hysicalJmedical e9amination, final selection, "lacement3 Reception of Applicants:

1 com"any is 2no6n by the "eo"le it em"loys3 +n order to attract "eo"le 6ith the re5uired education, intelligence, s2ills and e9"erience a com"any has to create a favorable im"ression on the a""licants right from the stage of rece"tion3 eo"le at the rece"tion des2Jcounter should be tactful and able to e9tend hel" in a friendly and courteous manner3
#reliminary %nter)ie8:

The "reliminary intervie6 is such an intervie6 that is generally "lanned by large organi>ations for short listing the "otential candidates in order to cut the costs of selection by allo6ing only eligible candidates to go through the further sages in selection3 +t may be 6ritten or oral or both3 1 com"etent e9ecutive from the H$ de"artment may elicit res"onses from a""licants on im"ortant items determining the suitability of an a""licant for a ob such as a""earance, age, education, training, e9"erience , "ay e9"ectations, a"titude, interests, choice etc3 this Ncourtesy intervie6 as it is often called, hel"s the de"artment screen out obvious misfits3 +f the de"artment finds the candidate suitable, a "rescribed a""lication form is given to himJher to fill and submit3 Bangladesh Institute of Management

6illin$ an Application Blank:

1""lication blan2 or form is one of the most common method used to collect information on various as"ects of the a""licants "ersonal, academic, "rofessional, social, demogra"hic and 6or2 related bac2ground and references3 +t is brief history sheet of an a""licants bac2ground, usually containing the things that indicate hisJher suitability for the "osition concerned3 1""lication blan2 is considered a highly useful selection tool, in that it serves three im"ortant "ur"osesa3 +t introduces the candidate to the com"any3 b3 +t hel"s the com"any to screen and reect candidates if they fail to meet the eligibility criteria at this stage3 c3 +t can serve as a basis to initiate a dialogue in the intervie63 mployment 4ests:

=rgani>ation selects em"loyees to get certain 6or2s done by them3 So, it is necessary to test 6hether "articular candidates have the ca"abilities to "erform them3 8or this "ur"ose, em"loyers follo6 certain selection "rocedures3 Most of the com"anies use em"loyment tests in order to be sure that these tests are reliable and valid3 Theses tests are given belo6-

Aptitude tests: 1"titude tests measures a "ersons ca"acity or "otential ability to learn and "erform a ob3 Some of the more fre5uently used test measure verbal ability, numerical ability, "erce"tual s"eed, s"atial ability and reasoning ability3

Psychological tests: +t attem"ts to measure "ersonality characteristics3 ersonality tests are designed to measure such "ersonality characteristics as emotional stability, tolerance, ca"acity to get along, habits, hobbies, maturity and "sychoneurotic and "sychotic tendencies3

Psychomotor tests: sychomotor tests are used to measure a "ersons strength, de9terity and coordination3 8inger de9terity, manual de9terity, 6rist#finger s"eed and s"eed of arm movement are some of the Bangladesh Institute of Management

"sychomotor abilities that can be tested3 1bilities such as these might be tested for hiring "eo"le to fill assemble line obs3

Job knowledge and profciency tests: :ob 2no6ledge tests are used to measure the ob related 2no6ledge "ossessed by a ob a""licant3 These tests can be either 6ritten or oral3 roficiency tests measure ho6 6ell the a""licant can do a sam"le of the 6or2 that is to be "erformed3

Interest tests: +nterest tests are designed to determine ho6 a "ersons interests com"are 6ith the interests of successful "eo"le in a s"ecific ob3 +t indicates the occu"atio ns or area of 6or2 in 6hich the "erson is most interested3

Polygraph tests: The "olygra"h "o"ularly 2no6n as the lie detector is a device that records "hysical changes in the body as the test subect ans6ers a series of 5uestions3 The "olygra"h records fluctuations in blood "ressure, res"iration and "ers"iration on a moving roll of gra"h "a"er3

Graphology tests: !ra"hology tests involve using a trained evaluator to e9amine a "ersons hand6riting to assess hisJher "ersonality and emotional ma2e#u"3 The H$ manager may, for e9am"le, as2 a""licants to 6rite about 6hy they 6ant a ob3 This sam"le may be finally sent to a gra"hologist for analysis and the results may be "ut to use 6hile selecting as "erson3 The use of gra"hology, ho6ever, is de"endent on the training and e9"ertise of the "erson doing the analysis3 Reference and Back$round Analysis:

Many em"loyers re5uest names, addresses and tele"hone numbers or references for the "ur"ose of verifying information and "erha"s gaining additional bac2ground information on an a""licant3 1lthough listed on the a""lication form, references are not usually chec2ed until an a""licant has successfully reached the fifth stage of a se5uential selection "rocess3 +t may


be stated that the information gathered through references hardly influences selection decisions3 The reasons are obviousa3 The candidate a""roaches only those "ersons 6ho 6ould s"ea2 6ell about him or her3 b3 eo"le may 6rite favorably about the candidate in order to get rid of him or her3 c3 eo"le may no t li2e to divu lge the tru th about a candi date, lest in mig ht damage or ruin his or her career3

Selection Decision:

/hen a candidate has successfully com"leted his various ste"s including reference, he has been considered as having been "rovisionally selected for the "ost for 6hich the selection "rocess has been initiated3 0edicalF#hysical amination:

Some obs re5uire "hysical 5ualities li2e clear vision, "erfect hearing, unusual stamina, tolerance of hard 6or2ing conditionsP clear tone etc3 medical and "hysical e9aminations reveal 6hether or not a candidate "ossesses these 5ualities3 Such e9aminations can give the follo6ing informationa3 /hether the a""licants "hysical measurements are in accordance 6ith ob re5uirements or not3 b3 /hether the a""licant is medically fit for the s"ecific ob or not3 c3 /hether the a""licant has any "sy chological "ro blem li2ely to inte rfere 6ith 6or2 efficiency or future attendance3 d3 /hether the a""licant suffers from any "hysical disability 6hich should be corrected before he can 6or2 satisfactorily


1ll candidates having been "rovisionally selected are subect to "hysicalJmedical <9amination by 5ualified medical e9aminer3 The criteria for medical e9amination vary 6ith the nature and ty"e of the ob3 1s for e9am"le, high standard of health is s"ecified for defense service3 +ncase of Nfighter "ilots degree of "hysical and medical standards are fi9ed3 ob 'er:

:ob offer is made through a letter of a""ointme nt3 Such a letter generally cont ains a date by 6hich the a""ointee must re"ort on duty3 The a""ointee must be given reasonable time for re"orting3 This is "articularly necessary 6hen he or she is already in em"loyment, in 6hich case the a""ointee is re5uired to obtain relieving certificate from the "revious em"loyer 1gain, a ne6 ob may re5uire movements to another city 6hich means considerable "re"aration and movement of "ro"erty3 Contracts of mployment:

1fter the ob offer has been made and the candidates acce"t the offer, certain documents need to be e9ecuted by the em"loyer and the candidate3 =ne such document is the attestation form3 This form contains certain vital details about the candidate 6hich are authenticated and attested by himJher3 1ttestation form 6ill be a valid record for future reference3 There is also a need for "re"aring a contract of em"loyment3 The basic information that should be included in a 6ritten contract of em"loyment 6ill vary according to the level of the ob, but the follo6ing chec2list sets out the ty"ical headings3 3 :ob title *3 Duties, including a "hrase such as 0Th e em"loyee 6ill "erform such dut ies and 6ill be res"onsible to such a "erson, as the com"any may from time to time direct43 @3 Date 6hen continuous em"loyment starts and the basis for calculating service '3 $ate of "ay, allo6ances, overtime and shift rates, method of "ayments A3 Hours of 6or2 including lunch brea2 and overtime and shift arrangements 3 Holiday arrangements 3 Sic2ness


3 .ength of notice due to and from em"loyee E3 !rievance "rocedure 3 Disci"linary "rocedure 3 /or2 rules *3 1rrangements for terminating em"loyment @3 1rrangements for union memb ershi" '3 S"ecial terms relating to rights to "atents and designs, confidential information and retains on trade after termination of em"loyment3 A3
Contrary to "o"ular "erce"tion, the selection "rocess 6ill not end 6ith e9ecuting the em"loyee contract3 There is another ste"#a more sensitive one#reassuring those candidates 6ho have not been selected3 Such candidates must be told that they 6ere not selected, not because of any serious deficiencies in their "ersonalities, but because their "rofiles did not match the re5uirements of the organi>ation3 They must be told that those 6ho 6ere selected 6ere done "urely on relative merit3 )aluation of Selection #ro$ram:

The broad test of effectiveness of the selection "rocess is the 5uality of the "ersonnel hired3 1n organi>ation must have com"etent and committed "ersonnel3 The selection "rocess, if "ro"erly done, 6ill ensure availability of such em"loyees3 Ho6 to evaluate the effectiveness of a selection "rogramR 1 "eriodic audit is the ans6er3 1udit must be conducted by "eo"le 6ho 6or2 inde"endent of the H$ de"artment3


C#apter (% Recruitment and Selection Process o /BRAC Bank !imited0 ".1 Analysis and 6indin$s RCR>%4074

A7D

SLC4%'7:

$ecruitment and Selection is an integral "art of any organi>ation that heavily de"ends on their 6or2force to successfully "erform their mission and achieve their vision in the long run3 Thus a""ro"riate selection of candidates to oin in the 6or2force is a necessary "art of Human $esource Management, 6hich is ensured by the Human $esource De"artment in B$1C Ban2 .td3 The success of a commercial Ban2 de"ends largely on the 5uality of services rendered to the clients3 Guality de"ends on the com"etence and the 5uality of the officers and e9ecutives3 B$1C Ban2 .imited believes in "aying com"etitive salary and


emoluments (benefits) to its em"loyees and to get ma9imum services out of them3 Therefore, the authority of the Ban2 has to be careful in recruiting the right "ersons for the right obs3

?>0A7 RS'>RC #LA77%7*

'6

BRAC BA7,

L4D.:

Human resource "lanning (H$) is a "rocess and set of activities underta2en to forecasts an organi>ations human resource demand (re5uirements) and internal human resource su""ly (availabilities), to com"are these "roectio ns to determine em"loyment ga"s and to develo" action "lans for addressing these ga"s3 1 s2illed 6or2force is often the result of human resource "lanning3 /hen a human resources (H$) de"artment does not "lan for the future, it can have an e9tremely negative com"any#6ide im"act3 1n H$ de"artment is res"onsible for ensuring that have "eo"le in "ositions that cater to their strengths and abilities3 By "lacing current em"loyees in a""ro"riate "ositions and finding ne6 talent to fill ne6 or vacated "ositions, an H$ de"artment can im"rove "roduction, em"loyee satisfaction and the com"anys outloo2 for the future3

'BC4%-S

6'R

?>0A7 RS'>RCS #LA77%7*:

Human resource "lanning involves the hiring, develo"ment and retention of em"loyees in the achievement of organi>ational goals3 This includes analysis of the current 6or2force and ho6 it aligns 6ith future em"loy ment needs3 By "lanning for the future, human resources create action "lans aimed to satisfy organi>ational goals3

C'7S%DR 6>4>R ='R,6'RC: =rgani>ations use strategic "lanning to achieve goals3 This relates to the organi>ations vision, mission and strategic obectives3 1n organi>ation must analy>e its future em"loyment needs3 +f an organi>ation decides it must increase "roductivity by *A "ercent, it may need to gro6 its 6or2force by * "ercent3 +f an organi>ation 6ants to increase mar2et share by moving offices into ne6 locations, it must consider the human resource re5uirements3


A7ALGH C>RR74 ='R,6'RC: /ith future 6or2force needs considered, human resource "lanning must analy>e the com"etency of the "resent 6or2force3 Com"aring future needs 6ith current 6or2force strengths and abilities 6ill identify ga"s or sur"luses3

5@T@R? 'R?'ARATI<:

Considering 6or2force sur"luses and deficits, human resources must "re"are action "lans for the 6or2force3 This includes identifying the ty"e and number of em"loyees needed, em"loyee com"etency, budget considerations, recruiting and retaining measures, and the develo"ment and training of em"loyees3

?%A0@ATI< 'R*?SS:

".2 Steps in the ?uman Resource #lannin$ #rocess

H$ forecasting, 6hich constitutes the heart of the H$ "lanning "rocess, can be defined as 1scertaining the net re5uirements for the "ersonnel by determining the demand for and su""ly of human resources no6 and in the future3 1fter determining the demand for and su""ly of em"loyees, develo" s"ecific "rograms to reconcile the differences bet6een the re5uirement for em"loyees in various em"loyment categories and its availability, both internally and in the organi>ations environment3


The H$ "rocess involves five se5uential ste"s-

• • • • •

8orecasting Human $esource Demand (re5uirements) Determining future human resource availabilities Conducting e9ternal and internal environmental scanning $econciling re5uirements and availabilities Develo"ing action "lans to close the "roected ga"s

6orecastin$ ?uman Resource Demand: The aim of forecasting is to determine the number and ty"e of em"loyees needed in the future3 8orecasting should consider the "ast and the "resent re5uirements as 6ell as future organi>ational directions3 Bottom#u" forecasting is one of the methods used to estimate future human resource needs by gathering human resource needs of various organi>ational units3

AnalyIin$ Supply:

=rgani>ations can hire "ersonnel from internal and e9ternal sources3 The s2ill inventories method is one of the techni5ues used to 2ee" trac2 of internal su""ly3 S2ill inventories are manual or com"uteri>ed systems that 2ee" records of em"loyee e9"erience, education and s"ecial s2ills3 1 forec ast of the su""ly of em"loyees "roected to oin the organi>ation from outside sources, given current recruitment activities, is also necessary3

Reconciliation ;*aps<: 1rmed 6ith estimates of future re5uirements and availabilities# estimates tem"ered 6ith assessments based on e9ternal and internal environmental scanning# the organi>ation must reconcile all of the data it has collected in order to arrive at "redicted em"loyment ga"s3 !a"s re"resent shortages and sur"luses of em"loyees, "rimarily in terms of numbers of em"loyees3 !a"s may also be thought of in more 5ualitative terms "ertaining to shortages or sur"luses of S1=s3

Action #lans:


The final ste" in human resource "lanning is develo"ing action "lans based on the gathered data, analysis and available alternatives3 The 2ey issue is that the "lans should be acce"table to both to" management and em"loyees3 lans should be "rioriti>ed and their 2ey "layers and barriers to success identified3 Some of these "lans include em"loyee utili>ation "lan, managerial a""raisal "lan, training and management develo"ment "lan and recruitment and selection3

4rainin$ and De)elopment: roviding em"loyees 6ith training and develo"ment o""ortunities not only contributes to the 5uality and effectiveness of the organi>ation it also serves to motivate and retain em"loyees3 1ccording to B$1C ban2 training is not an e9"ense but an investment3 The ban2s "olicy is to train the human resources to enhance s2ill and 2no6ledge for better understanding of ob res"onsibilities3 +t includes on#the#ob and formal training "rograms3
".& 4? RCR>%4074 #R'CSS 9 4? 4A0 The recruitment team of H$D in BB. is very energetic, intelligent, hard 6or2ing, and res"onsible and committed to every tas2 they are assigned to3 /ithin this H$D, the 6or2 "ressure and 6or2 load of the recruitment de"artment is com"aratively high, and the 6ay the team handles them is e9cellent and a""reciable3 The 6hole recruitment team is divided t6o main segments3 They are "R *ore team and • "R Relationshi+ team. •

"." 0ode of mployment BB. has four ty"es of em"loyment to meet the highest order of the satisfaction level of its clientele3 These are-

• • •

8ull Time H$ Contractual =utsource


•

+nternshi" rograms (+)

". ob Ad)ertisement Sources of 4alents The talent sources are as follo6s-

• • • • • • • • • •

$eference from internal em"loyees Dro" Bo9 $oad Sho6 :ob 8air +nternal :ob osting Fe6s"a"er 1dvertisement :ob ortal romotion Transfer or de"utation C? Ban2

C- Screenin$F short listin$: /hen a De"artment sends a re5uisition "ro"osal 6ith the a""roval of the concerned Head of the Division to the core recruitment team of Human $esource, the ob descri"tionJ ob s"ecification for the "articular "ost is sent along 6ith the re5uisition "ro"osal3 The ob descri"tion guides the $ecruitment team to assess and determine the a""ro"riate and efficient assessment methods and tools3 Therefore attaching com"leted ob descri"tion and ob s"ecification information is "rere5uisite for $ecruitment De"artment to acce"t any man"o6er re5uisition and act on it3 •

The core recruitment uses the ob descri"tion to decide 6heth er an em"loyee is

•

actually re5uired for the concerned de"artmentJdivision3 1fter receiving the a""roved re5uisition, $ecruitment De"artment does the needful

•

for "osting an advertisement addressing "otential internalJe9ternal resources3 The core recruitment team of H$ "osts the ob circulation internally through e#mail to all the em"loyees of B$1C Ban2 .imited (BB.) and also attaches the ob descri"tion along 6ith the ob circulation3


•

+f C?s are not received 6ithin the sti"ulated time internally, the core recruitment team "osts the ob circulation in the local dailies of the country and re6rites the ob descri"tion in the form of ob res"onsibilities3 Should any recruitment re5uisition re5uires "osting ne6s"a"er advertisement that shall be re5uired to be recommended by the concerned Division head, su""orted by H=H$, u"on 6hich, Cor"orate 1ffairs De"artment design the layout "lan for a""roval of Managing Director & C<=3 1fter receiving a re5uisition and "osting of a ob advertisement, candidates are usually

•

given seven days time to a""ly, 6hich can be e9tended if it is deemed necessary +n case of internal ob circulation, C?s are received on the +8S as 6ell as hard co"y

C?s are received3 /hereas in case of e9ternal ob circulation, a"art from hardco"y C?s, C?s through e#mail are also received3 •

1fter closing of a ob advertisement (both internal and e9ternal), the concerned

1ssociate $elationshi" Manager (1$M) collects and com"iles the C?s3 •

The a""licationsJC?s are "rofiled against the given ob advertisement and sent to the concerned de"artment by the 1$M for screening and short listing3 Short listing criteria include
•

=nce the C?s are evaluated and shortlisted by the concerned De"artment, those are sent bac2 to the concerned 1$M 6ho cross#chec2s the C?s against the criteria set out

•

above3 +f it 6as an internal ob circulation, the concerned 1$M after cross#chec2ing and screening the a""lications of the short listed candidates, ma2es necessary arrangements for the intervie6 of the short listed candidates3 Moreover, to a""ly internally the candidate must serve the Ban2 for a "articular "eriod time3 1lso candidates 6ho a""ly internally, their +F numbers are used as the a""lication JC?

•

trac2 number3 8or e9ternal candidates, once the short listed C?s are cross chec2ed and screened by the concerned 1$M after the concerned De"artment, the 1$M sends those to the core recruitment team of H$3


•

The core recruitment team again cross#chec2s the C?s against the criteria set out above and "uts an a""lication trac2 number on the C? and accordingly u"dates the

•

M+S3 The shortlisted a""licationsJC?s are then sent by the core recruitment team to the concerned 1$M 6ho then ma2es the necessary arrangements for the intervie6 of the short listed candidates3

The recruitment and selection is the maor function of the human resource de"artment and recruitment "rocess is the first ste" to6ards creating the com"etitive strength and the recruitment strategic advantage for the organi>ations3 $ecruitment "rocess involves a systematic "rocedure from sourcing the candidates to arranging and conducting the intervie6s and re5uires many resources and time3 1 general recruitment "rocess is as follo6s-

 A a&a n&y arises. Sometimes this is due to the creation of a ne6 ob, on other

occasions it may be because an e9isting member of staff has been "romoted or is retiring3  $e&eiing Reuisit ions. The recruitment "rocess begins 6ith the human resource

de"artment receiving re5uisitions for recruitment from any de"artment of the com"any3 These containosts to be filled • Fumber of "ersons • Duties to be "erformed • Gualifications re5uired •  're+aring the ob des&ri+tion and +erson s+e&ifi&ation 3 The ob descri"tion is

u"dated and an em"loyee s"ecification is 6ritten3 The ob descri"tion lists the duties of the ob 6hilst the em"loyee s"ecification gives details of the e9"erience, s2ills and abilities needed to carry out the ob3  *hoose sour&es of &andidate: B$1C Ban2 "refers both internal sources and e9ternal

to find the best candidates for s"ecific obs in the "rocess of recruitment based on situation3 1 vacancy advertisement is 6ritten and is circulated via media can be used including ne6s"a"ers, internet recruitment sites, s"ecialist "ublications and sometimes for searching fresh graduates ban2 re"resentatives go to the best universities in Bangladesh and "ic2 out the most 5ualified students to offer them a chance to a""ly for the ob3 1nd internally through internal circular, C? ban2 and "ersonal references3 8or any 2ind of internal ob search it 6ill o"erate through a Bangladesh Institute of Management

circular as lotus notes or board notice3 1ny e9isting staff other than "ermanent also H$ Tem"orary (minimum one year 6ith B$1C Ban2 .imited) & outsource staff (minimum t6o years 6ith B$1C Ban2 .imited)3

"./ Recruitment #olicy:

•

1ll regular em"loyees 6ill a""ointed by the Managing Director3 1ll H$ contract and outsource contract em"loyees 6ill be a""ointed by The

•

Head of Human $esource Division3 The schedule of recruitment 6ill be created according to the Service .evel

•

1greement (S.1)3 The intervie6 board 6ill 6ith The Head of De"artment of that "ost, The

•

•

Su""orting De"artment Head and The Head of H$D3 =fficer !rade l and =fficer ll can a""oint directly after the intervie63 8rom Senior =fficer and more there 6ill be a second intervie6 6ith the

•

Managing Director of B$1C Ban2 .imited after the first intervie63 8or internal ob "osting the em"loyee can only a""ly if he has the service time

•

in B$1C Ban2 is more than t6o years and also need to recommend the •

candidates a""lication by the re"orting su"ervisor of the em"loyee3 The H$ Contract em"loyee can a""ly for the regular "ost after servicing more

•

then t6o years in the B$1C Ban23 =utsource Stuff can a""ly for the regular "ost after servicing more than three years in the B$1C Ban23

The ne6 recruited 6ill get the "robationary "eriod of one year if the em"loyee has less then three years of 6or2ing e9"erience and 6ill get the "robationary "eriod of si9 months if he has more than three years 6or2ing e9"erience3

". 0ana$ement 4rainee 'Jcer ;04'<: The Candidate must be a citi>en of Bangladesh by Birth, having no "ast ban2ing e9"erience and not over * years of age as on the date of a""lication3 $e5uired educational 5ualifications 6ould de"end on M1FC=M decision3

Reuirement for 0ana$ement 4rainee 'Jcer ;04'<: Bangladesh Institute of Management

•

The candidate must be a citi>en of Bangladesh by Birth3

•

Candidates having no "ast ban2ing e9"erience and must not be over * (T6enty Seven) years of age as on the date of a""lication3 The Management Trainee =fficers should have any of the follo6ing academic 5ualificationsP

•

MBA/MBM not less than 3.00 C!A "ith t"o #irst Di$isions shall be %i$en same "ei%ht a%e as MBA &e%ree obtaine& in Ban%la&esh. Candidates having at least t6o first classJdivisions and 6ithout any third classJdivision are eligible to a""ly3

•

8or BB1 graduates the minimum re5uirement of C!1 is not less than @33Candidates having at least t6o first classJdivisions and 6ithout any third classJdivision is eligible to a""ly3

•

Master Degree from re"uted local !overnment and "rivate Kniversities 6ith at least *

•

(T6o) 8irst Divisions and no @rd ClassJDivision3 Management Trainee after com"letion of  (one)#year "robation "eriod 6ill be absorbed as Senior =fficer3 Ho6ever u"on their "erformance and discretion from MA<*M he or she can be absorbed as 'rin&i+al ffi&er $'(3

SLC4%'7 #R'CSS: #radingMar!ing:

Mar!s

reliminary Screening



/ritten Test



1ssessmentJCase Study

*

8inal +ntervie6



Total

;; 4able52: Selection #rocess

Mode of Re&ruitment and Sele&tion of MT: •

+n the first ste" of recruitment there 6ill be an initial screening "rocess3 This "rocess 6ill be com"rised of some set 5uestion, 6hich is uniform for every a""licant3 1fter "assing through the initial screening the candidate 6ill be elevated to 6ritten test

•

level3

.imited may ta2e the hel" of outside e9"erts for setting the 5uestions, su"ervision the •

e9amination 6or2 and mar2ing the scri"ts3 1 candidate must secure minimum L mar2 in 6ritten Test to be eligible for Short# listed for assessment Centre and total scoring out of E before M1FC=Ms final

•

intervie6 must be over  as Management Trainee =fficer3 Total number of candidates to be called for ?+?1 6ill be ' times the numbers of Management Trainee to be recruited or all the candidates 6ho has "rovided they meet the minimum  scoring out of E mar2 criteria3

".3 %ntern Recruitment: B$1C Ban2 offers internshi" "rograms to individuals 6ho are about to get graduate3 They give an o""ortunity to get involved 6ith their cor"orate environment to learn and e9"erience 6or2 life3
".E RCR>%4074 4?R'>*? #R'0'4%'7: romotion can be used as an effective tool for recruitment as it can serve the internal "ur"ose for recruitment 6ithin the organi>ation3 1s of internal ob search the "rocess flo6 can be the same3 8or e9am"le C$=#+ can be lifted to C$=#++ after meeting certain "erformance criteria3 Same rule can be follo6ed for other de"artments3 romotion may also ta2e "lace if the ob si>e increased and the MDJ Management Committee decide to u"grade the ob u"on recommendation of the res"ective De"artment Head or .ine Manager3 The "rocess of u"grading a ob 6ill have to be underta2en through a "rocess of revie6ing the :ob Content, :ob $es"onsibilities, :ob Dimensions, Changes in the =rgani>ation Structure, etc3 8ull ustification of the necessity of the change must be ustified3 ro"osals for such u"grading 6ill be "rocessed by the H$D and for6arded 6ith recommendation by the Head of H$ to the Bangladesh Institute of Management

MDJM1FC=M3 1ll "romotion 6ill be recommended by the function heads and shall be a""roved by the Managing Director3

".1! S='4 Analysis:

S4R7*4?:

•

Stron$ Corporate %dentity: B$1C Ban2 is one of the leading "roviders of financial services in Bangladesh3 /ith its strong cor"orate image and identity it can better "osition in the minds of customers3 This image has hel"ed B$1C Ban2 grab the "ersonal ban2ing sector of Bangladesh very ra"idly3

•

Distinct 'peratin$ #rocedures: BRA* Ban! is 2no6n for its distinct o"erating "rocedures3 The com"anys managing

for value strategy better satisfy customers need and also 2ee"s the firm "rofitable3 •

Distinct Schedule:
•

Stron$ mployee Bondin$ and Belon$in$ness: B$1C Ban2 em"loyees are one of the maor assets of the com"any3 The em"loyees of B$1C Ban2 have a strong sense of commitment to6ards organi>ation and also feel "roud and a sense of belonging to6ards B$1C Ban23 The strong culture of B$1C Ban2 is the main reason behind the strength3


•

?ffi&ient 'erforman&e

B$1C Ban2 "rovides hassle free customer service to its client base com"aring to the other financial institutions of Bangladesh3 ersonali>ed a""roach to the needs of customers is its motto3 •

Coung ?nthusiasti& >or!for&e:

The selection & re5uirement of B$1C Ban2 em"hasi>e on having the s2illed graduates & "ostgraduates 6ho have little or no "revious 6or2 e9"erience3 The logic behind is that B$1C Ban2 6ants to avoid the "roblem of Ngarbage in & garbage out3 This ty"e of young & fresh 6or2force stimulates the 6hole 6or2ing environment of B$1C Ban23 •

?m+o/ered /or!for&e:

The human resource of B$1C Ban2 is e9tremely 6ell thought & "erfectly managed3 1s from the very first, the to" management believed in em"o6ered em"loyees, 6here they refuse to "ut their finger in very "art of the "ie3 This em"o6ered environment ma2es B$1C Ban2 a better "lace for the em"loyees3 The em"loyees are not suffocated 6ith authority but are able to gro6 as the organi>ation mature3

•

*om+anionable ?nironment:

1ll office 6alls in B$1C Ban2 are only shou lder high "artitions & there is no e9ecutive dining room3 1ny of the e9ecutives is li2ely to "lo" do6n at a table in its dining s"ace & oin in a lunch chat 6ith 6hoe ver is there3 =ne of the em"loyees has said, 0its e9citing to 2no6 you may see & tal2 to the to" management at any time3 7ou feel a "art of things43 •

B$1C Ban2 has tried hard to avoid communication barriers & structural bureaucracies3 The little e9istence of authoritative barriers among the different level


of management stimulates a feeling of im"ortance as their 6or2 get "riority over the "osition3 •

?ualization:

1t B$1C Ban2 6or2sho"s are conducted "eriodically3 =n the 6or2sho"s, all "eo"le "artici"ate as e5uals, 6ith ne6 members free to o"enly challenge to" managers3

•

5ree ?D&hange of *ommuni&ation:

1t B1$C Ban2 the main obective is to setting u" 6or2sho" are to remove authority from an artificial s"ot at the to", and "lace it 6here the most 2no6ledgeable "eo"le are, the "eo"le closest to the o"erations3 The free e9change of ideas is reinforced by a "olicy of 0constructive confrontation43
Management By be&ties $MB(:

B$1C Ban2 also has Management by =bectives (MB=) every6here3
•

Ene-to-neF Meeting:

The MB= ma2es the revie6 a communication device among various grou"s3 The 2ey to the system is a 0one#to#one4 meeting bet6een a su"ervisor & a subordinate3 +n the meeting, the "roblems in dealing 6ith customer are "ut for6ard first & every one dug it to solve them3 •

Modern ?ui+ment ) Te&hnology:

B$1C Ban2 o6ns the best ban2ing and information technology e5ui"ment in Bangladesh3 +t ultra modern ban2ing system stating from terminal Cs to Hubs are based on the international standards and are the latest3 The N1scend Ban2ing System "roduct is one of the best e9am"les in the conte9t3 Bangladesh Institute of Management

•

%isually A++ealing 5a&ilities:

B$1C Ban2 has some of the best visually a""ealing branches and office "remises in Dha2a and Chittagong that highly attract customers attention and customer also feel the flavor of an international environment, in s"ite of B$1C being a local ban2, 6hile ban2ing 6ith B$1C Ban23 >?AK

B$1C Ban2 has a very narro6 o"erating s"an in Bangladesh3 +t has only a fe6 full services in Bangladesh situated only at Dha2a, Sylhet and Chittagong3 ?arious geogra"hic segments are currently not availing the services of B$1C Ban2 due to inconvenient branch location or absence of neighborhood branches3 •

Absen&e of Strong Mar!eting A&tiities:

B$1C Ban2 currently dont have any strong mar2eting activities through mass media e3g3 Television3 T? ads "lay a vital role in a6areness building3

BRA* Ban! has no

such T? ad cam"aign3 •

Currently the "ersonal ban2ing division s of B$1C Ban2 do not have investment "roducts for its customers3 The banning of investment loan by central ban2 "osses a strong "ressure to design ne6 "roducts3 •

0a&! of *ustomer *onfiden&e:

1s B$1C Ban2 is fairly ne6 to the ban2ing industry of Bangladesh average customers lac2 of confidence in B$1C Ban2 and udge the Ban2 as an average ne6 Ban23 •

Too Many *ontra&t >or!ers:


B$1C Ban2 has contract 6or2ers 6ho lac2 the commitment 6ith su"erior 5uality service and also are "retty dissatisfied as being a contract 6or2er3 This ham"ers the ban2s service 5uality as a 6hole3 •

=iersifi&ation:

B$1C Ban2 can "eruse a diversification strategy in e9"anding its current line of business3 The management can consider o"tions of starting merchant ban2ing of diversify in to leasing and insurance3 1s B$1C Ban2 is one of the leading "roviders of all financial services in Bangladesh, it can also offer these services3 •

*redit *ards:

This is one of the most "o"ular and emerging "roduct in Bangladesh 6hich offers customers full financial mobility3 ?arious other ban2s and institutions are currently offering this "roduct3 Since B$1C Ban2 is yet to introduce such a 6orld#class "roduct, it can also ta2e advantage of this "roduct and grab the mar2et share3 •

0ong:

B$1C Ban2 has a long hierarchy in its management structure com"ared too3 •

"ierar&hy:

.ong hierarchy might ham"er instant decision ma2ing "rocedure3 +f any "roblem arises regarding customers, as 6ell as com"any or if changes are re5uired for customer service immediately, long hierarchy 6ill im"ede the ob done instantly3

'##'R4>7%4%S: •

"igh =emand of "ousing 0oans:

Since housing is one of the basic needs of "eo"le, there is a high demand of housing loans3 B$1C Ban2 "ersonal ban2ing division can focus on this category of "roducts and grab these segments of customer3 •

=istin&t +erating 'ro&edures:


B$1C Ban2 is noted for its distinct o"erating "rocedures3 $e"ayment ca"acity as assessed by B$1C Ban2 of individual client hel"s to decide ho6 much one can borro63 1s the 6hole leading "rocess is based on a clients re"ayment ca"acity, the recovery rate of B$1C Ban2 is close to L3 This "rovides B$1C Ban2 financia l stability and gears of B$1C Ban2 to be remaining in the business for the long run3 •

*ountry/ide
The ultimate goal of B$1C Ban2 is to e9"and its o"erations to 6hole Bangladesh3 Furturing this ty"e of vision & mission and to act as re5uired, 6ill not only increase B$1C Ban2s "rofitability but also 6ill secure its e9istence in the long run3 •

More ?D+erien&ed ) Managerial !no/-"o/:

The to" management team of B$1C Ban2 is e9"ert in ban2ing activities3 The o"erating "olicies established by them are uni5ue & unified3 1ll the members of the team carry out their management roles e9haustively3 They e5ually contrib uted to B$1C Ban2s su"erior leadershi", by carrying out their uni5ue roles3 They 6or2ed 6ell together, res"ec ting each others abilities, & arguing o"enly & 6ithout any rancor 6hen they disagree3 •

So+histi&ated Mar!et:

B$1C Ban2 is 2no6n to "rovide its roducts and Services in the most innovative and customi>ed fashion (to meet individual customers need), they can definitely grab the mar2et for so"histicated and im"roved service "roviders3 •

Fe6 ban2ing technologies are being very "o"ular these days, for e9am"le# SM< Ban2ing, +nternetJ=nline Ban2ing, and such3 B$1C Ban2 has already ta2en u" some of this technological advancement and should go further ahead to satisfy their customers at more convenience through such technologies and gain more customer base because of this advancement3

•

'rodu&t 0ine ?D+ansion:


B$1C Ban2 can e9"and its e9isting financial "roduct line to meet a broader range of customer needs3 These can hel" them to gain more customers, as customers 6ants more s"ecified and customi>ed service these days

4?RA4S: •

@+&oming Ban!s:

The u"coming "rivate local & multinational ban2s "oses a serious threat to the e9isting ban2ing net6or2 of B$1C Ban23 +t is e9"ected that in the ne9t fe6 years more commercial ban2s 6ill emerge3 +f that ha""ens the industry of com"etition 6ill raise further and ban2s 6ill have to develo" strategies to com"ete against and 6in the battle of ban2s

•

0ose of *ustomers:

1bsence of various "roducts such as Credit Card, Housing .oan are causing various customer detract from B$1C Ban23 This is a serious threat for B$1C Ban2 Bangladesh3 •

Moderate 0eels of *ustomer Satisfa&tion:

B$1C Ban2 should continuously im"rove its customer service strategies and the overall service 5uality needs to 6in the customer satisfaction undoubtedly3 •

Strong 'resen&e of International Ban!s:

These are a gro6ing number of international and Multinational Ban2s in Bangladesh3 Standard chartered, HSBC, City Ban2, 1merican <9"ress and such other are e9"anding their o"erations here, "oising threatening com"etition for B$1C Ban23 •

#ro/ing Bargaining 'o/er of *ustomer:


+n the ban2ing sector of Bangladesh, customers have a strong bargaining "o6er since there a large number of commercial ban2s "roviding similar services3 Customers have a 6ide range of o"tions in deciding 6here to ban23 They can either go for the Multinationals or run to ne6 local ban2s for getting 5uality service, "oising a serious threat of B$1C Ban23 •

%nno)ati)e Competitors:

Fe6 ban2s are entering into this industry 6ith ne6 facilities and better services, and consumers are becoming more fragmented3 Com"etitors becoming more innovative to attract more customers by "roviding better "roducts & services then their rivals3 B$1C Ban2 has to be a6are of this situation as they have already been facing the conse5uence of such "roblems3 •

=efault *ulture:

This is a maor "roblem in Bangladesh3 1s B$1C Ban2 is a very ne6 organi>ation the "roblem of non#"erforming loans or default loans is very minimum or insignificant3 Ho6ever, as the ban2 becomes older this "roblem 6ill arise enormously and the ban2 finds itself in a more threatening environment3 Thus B$1C Ban2 has to remain vigilant about this "roblem so that "roactive strategies are ta2en to minimi>e this "roblem3 •

0imited
The geogra"hic coverage of B$1C Ban2 is not that great3 +t is o"erating  out of 19 districts (one) of Bangladesh (Dha2a, Chittagong, Sylhet, $ashahi and hulna) and has only 2 branches3 =ther nationali>ed commercial Ban2s (e9am"le- Kttara Ban2, :a2una Ban2, etc3) have much e9"anded coverage3 So, it seems that B$1C Ban2 .imited is losing "otential sales3


C#apter 1% Conclusion

Recommendation

2

.1 Recommendations: The study "roved that BB. has an effective Human $esource De"artment 6hich meets all the man"o6er re5uirements of the com"any3 So, considering all the findings and analy>ing all the data the follo6ing recommendations are made, 6hich 6ill benefit B$1C Ban2•

BB. can reduce the number of days to recruit and select em"loyees3 BB. has an effective recruitment and selection "rocedure3 But the "rocess of recruiting and selecting an em"loyee is relatively long3

•

8ormer em"loyees may have the "erfect 2no6ledge about ob3 BB. can recruit former em"loyees those 6ho retired from the ban2 because they can be the best for organi>ation3

•

BB. can go for cam"us recruitment in order to get talented candidates to im"rove the organi>ation effectiveness3

•

BB. can recruit through 6rite#ins and tal2#ins3 This 6ill hel" BB. to get right "erson for right ob3 +t 6ill incur lo6 cost to recruit em"loyee3

•

1ny ty"e of favoritism should be abandoned in recruitment and selection "rocess 6hether the candidates references are managerial or higher level or not3


•

BB. can reduce rounds of intervie6 for MT= selection3 $ounds of intervie6 incurred huge cost3

•

BB. can select em"loyee by focusing more on ob descri"tion

1t last it can be e9"ected that these above recommendations 6ill hel" to rearranging some infrastructures, 6hich 6ill su""ort the Human $esource Division of B$1C Ban2 .imited3

3

.2 Conclusion: Human $esource De"artment is the most confidential de"artment for any organi>ation as 6ell as Human $esources Division in B$1C Ban2 .imited3 The systematic "rocedure is follo6ed in recruitment and selection "rocess3 BB. recruits many em"loyees in every year3 BB. uses both internal and e9ternal sources for recruitment3 BB. has continuous recruitment and selection "rocess3 To get right "eo"le at right time for right "osition, they have 6ell organi>ed recruitment "rocess3 1fter the recruitment "art, select candidates by follo6ing a "ro"er selection "rocess such as sort out C?s, 6ritten and +T test, call for "reliminary intervie6, final intervie6, ob offer and a""ointment3 1fter a""ointing the ne6 em"loyees, BB. "rovides brief orientation "rogram3 Fe6 em"loyees are a""ointed 6ith the "robation "eriod of si9 months3 1fter com"leting the "robation "eriod, BB. confirms the ne6 em"loyees services if their "erformance are in a satisfactory level or fulfill the re5uirements of the ban23 B$1C Ban2 is one of the most +T enabled ban2 in Bangladesh3 8rom its ince"tion the ban2 has "articularly em"hasi>ed on +T as a cutting edge advantage over com"etitors and also "lans to continue as a maor +T driven ban2 in the years to come3 B$1C Ban2 intends to set standards as the mar2et leader in Bangladesh3 +t 6ill demonstrate that a locally o6ned institution can "rovided efficient, friendly and modern full service ban2ing on a "rofitable basis3 +t 6ill "roduce earning and "ay out dividends that can su""ort the activities of B$1C, the Ban2s maor shareholder3


RE"ERE3CES Some of the references are-

•

B$1C Ban2 6ebsite#6663bbl3com, $etrieved th December, *' from

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Recruitment Process of Brac Bank Limited.doc

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