final report bba

7/21/2019 Final Report BBA

http://slidepdf.com/reader/full/final-report-bba 1/75



i

Internship Report on

“Recruitment and Selection process of PRAN-RFL Group”

Prepared For

Mohammad AhshanullahAssistant Professor

School of Business & EconomicsUnited International University

Prepared By

Mumtahena BithiBBA- 111083062

United International University

Date of submission:



ii

Letter of Transmittal

Date: th December, 2013

To

Mohammad Ahshanullah

Assistant Professor

School of Business and Economics


Subject: Submission of Internship Report “Recruitment and Selection Process at PRAN -RFL

Group

Dear Sir,

I would like to thank you for supervising and helping me throughout my internship program

in completing my BBA. This internship program has given me opportunity to experience one

of the latest and unexplored areas of business in Bangladesh and has expanded my present

knowledge manifold.

This report is a study on „Recr uitment and Selection Process of PRAN-RFL Group‟ with

special focusing on organizational as well as managerial skill with which I was assigned

during my internship. The report also contains in-depth review of the human resource

practices in the PRAN-RFL Group.

Please feel free in contacting me if you have any queries. I would be glad to provide any

clarification regarding the project.

Thank you.

Sincerely,

--------------------------

Mumtahena Bithi



iii

CERTIFICATE

This is to certify that the internship report on “Recruitment and Selection Process of

PRAN-RFL GROUP” is a unique attempt to identify the real process of the recruitment &

selection. The report is submitted for the award of the degree BBA form United International

University. It is a record of research credit out by Mumtahena Bithi under my supervision.

No part of internship report has been submitted for any degree, diploma, and title of

recognition before.

He is permitted to submit the internship report.

………………………………….

Mohammad Ahshanullah

Assistant Professor

School of Business and Economics




iv

DECLARATION

I am Mumtahena Bithi, student of School of Business & Economics (BBA Program) of

United International University do hereby declare that the internship report “Recruitment

and Selection Process of PRAN-RFL GROUP” has not been submitted by me before, for

any degree, diploma, title or recognition.

……………………………………

Mumtahena Bithi

Id - 111083062

BBA



v

Acknowledgement

The successful completion of this report might never been possible in time without the help

some person whose inspiration and suggestion made it happen. First of all I want to thank my

supervisor Israt Jabeen for guiding me in PRAN-RFL Group during my Internship. Without

his help this report would not have been accomplished.

Then I would like to thank my advisor, Mohammad Ahshanullah, Assistant Professor of

United International University for helping me completing my internship report on

“Recruitment and Selection Process at PRAN-RFL Group”. I would like to express my

gratitude to all the faculty and staff members of United International University and

specifically, School of Business. This report is a culmination of the four years I have spent

here and all that I have learnt.

I am grateful to all the staffs and all the officers of the PRAN-RFL GROUP, HR Department.

They gave me long patient hearing and sitting, practical orientation and answering my

numerous Queries nicely. This supplied the most valuable working experience and

information for which the deserved appreciation. I was closely attached with them during my

internship tenure. Without them this project would have been very difficult.

I also thank my parents, and some friends who kept on this long process with me, always

offering support.And finally I also express my sincere gratitude to all those who participated

to prepare the report.



vi

Executive Summary

This report has been prepared with a vision to exploring, analyzing, and understanding the

recruitment and selection practices of PRAN-RFL Group and concomitantly finding out the

loopholes and recommending with an eye to minimizing the shortcomings of the organization

in this field.

It is well admitted that people form an integral part of the organization. The efficiency and

quality of its people determines the fate of the organization. Hence choosing the right people,

placing them at right place and selecting those at the right time have been essentially

essential. Hiring comes at this point of time in the picture. Hiring is a strategic function for

HR department. Recruitment and selection form the process of hiring the employees.

Recruitment is the systematic process of generating a pool of qualified applicant for

organization job. The process includes the step like HR planning attracting applicant and

screening them. This step is affected by various factors, which can be internal as well as

external. The organization makes use of various methods and sources for this purpose.

Selection is carried from the screening of the applicant during the recruitment process. Some

specific processes are also involved in this case. During the process there are certain

difficulties and barriers that are to be overcome. Different organizations adopt different

approaches and techniques for their employees. To know the practical application of the

employees‟ hiring process, the analysis of PRAN-RFL Group has been undertaken. In

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



Table of Content

Table of Contents

Serial No. CHAPTERS AND CONTENTS Page No.

Chapter 1Introduction

1.1 Introduction 2

1.2 Objectives of the Study 2

1.3 Methodology of the Study 2

1.4 Importance & Scope 3

1.5 Limitations of the Study 3

Chapter 2

Literature Review

2.1 Introduction to Recruitment & Selection 5

Recruitment

2.2 Definitions of Recruitment 5

2.3 Purpose and Importance 6

2.4 Factors affecting Recruitment 7

2.4.1 Internal Factors 7

2.4.2 External Factors 8

2.4.3 Internal Sources 9

2.4.3.1 Evaluation of internal sources 10

2.4.4 External Sources 11

2.4.4.1 Evaluation of external sources 152.5 Philosophies of Recruitment 16

2.6 Recruitment Process 17

2.7 Methods of Recruitment 19

2.8 Effectiveness of Recruitment Program 21

Selection

2.9 Definitions of selection 21

2.10 Role of selection 22

2.11 Steps of Selection Process 22

2.12 Organizations for Selection 22

2.13 New Methods of Selection 23

Chapter 3

Organizational Profile

3.1 Background of PRAN-RFL Group 25

3.2 Objectives of the PRAN-RFL Group 25

3.3 Corporate Mission & Aim of the Group 25

3.4 Vision 26

3.5 The Corporate Values of PRAN-RFL Group 26

3.6 Theme 28

3.7 Quality Policy 283.8 History of the Group Name 29



Table of Content

3.9 QMS Achievement 31

Chapter 4

Human Resource Division

4.1 Human Resource Division 34

4.2 Objectives of the Human Resource Department 35

4.3 Basic Functions of Different Wings 35

4.4 Employee Performance Appraisal Criteria 39

4.5 Leave Management 39

4.6 Human Resources Management Information System (HR-MIS) 39

4.7 Human Resource Planning 40

4.8 Nature of My Job 41

Chapter 5

The Recruitment & Selection Practices of PRAN-RFL Group

5.1 PRAN-RFL Group recruitment and selection policy 43

5.2 Recruitment & Selection Process, in Brief 43

5.3 Recruitment Sources 45

5.4 Recruitment Cycle 47

5.5 The Selection Activities 48

5.6 Screening of Candidates 49

5.7 Selection Criteria 49

5.8 Written Test 50

5.9 Oral Interview 50

5.10 Final Selection 51

5.11 Re-employment 515.12 Recruitment of Contractual & Others 51

5.13 Recruitment scenario of PRAN-RFL Group 51

Chapter 6

Analysis & Findings

6.1 SWOT Analysis of Recruitment and Selection Practices in PRAN-

RFL Group

54

6.2 Findings of the Study 57

Chapter 7

Recommendations & Conclusion

7.1 Recommendations 60

7.2 Conclusion 62

References

Annex



Chapter 1: Introduction

2

1.1 I ntroduction

PRAN-RFL Group inaugurated its operation in 1980. Keeping its corporate mission in view,

the group has over the years diversified its activities. Today this group is the largest

processors of fruits, milk, crops, vegetables, in Bangladesh. This organization encourages

contract farmers and helps them grow quality crops with increased yields and to obtain fair

prices.

The group comprises of 35 companies. Its head quarter is located in Dhaka with production

facilities around the country. The group provides quality products abroad and grabs more

foreign currency than its competitors. PRAN-RFL Group has been continuously being the

champion in exports and optimizing its profitability for more than 6 years.

The management system and practices in this group are top to bottom modern.

Concomitantly, the practices are well adapted to its environment and culture. The largest

asset of this organization is the competent team of hands-on-managers and dedicatedemployees. For the growth of the company, there are 42,000 thousand employees employed

in this organization.

1.2 Objectives of the Study

In basic idea behind selecting the topic of “Employee Hiring” is to study how employees are

hired. Today organizations are coming up with the new techniques of hiring people. Hence to

study how the actual process is carried in the organization.

This study is undertaken with the following objectives:

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

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

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

To find out the problems of recruitment and selection practices of the PRAN-RFL

Group;

To comment on the existing recruitment and selection practices of the PRAN-RFL

Group and

To recommend some measures to overcome the problems

1.3 Methodology of the Study

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

In the organization part, much of the information has been collected from different published

articles, journals, brochures, web-sites and so on.

Data Sources: All of the information incorporated in this report have been collected both

from the primary sources and as well as from the secondary sources.

Data Collection Methods:

Primary source of information:

Discussion with officials of the company



Chapter 1: Introduction

3

Desk work

Observation

Secondary source of data:

Annual report of the companyRelevant papers and published documents of PRAN-RFL Group

Published books, articles, journals, magazines and so on

Data Analysis:

For the analysis of data, I have used the followings:-

Tables

Figures

Charts/ Graphical representations;

Microsoft word

Microsoft excel

Micro soft Visio

1.4 Importance and Scope

1.

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

2.

This project will help to get the practical knowledge in employee hiring in the

organization.3.

The project will equip me for my future in H. R. M.

1.5 L imi tations of the Study

Everything has its limitations. In a study, facing the limitations is a must. My study is not an

exception. So, in the report, there are certain limitations. As a result, this report suffers from

the following shortcomings.

The report had to be prepared within the daily routine of office work.

Sometimes the data were really confidential. For this reason, the company officials didn‟ttend to expose the confidential information.

The information aligned here is achieved through working with them physically and so

maximum of the information are received from the mouths of the officials and very often it

lacks documentary support.

Thus, the report has been prepared in accordance with the daily work activities.



Chapter 2: Literature Review

5

2.1 An I ntroduction to Recruitment and Selection

The human resources are the most important assets of an organization. The success or failure

of an organization is largely dependent on the caliber of the people working therein. Without

positive and creative contributions from people, organizations cannot progress and prosper.In order to achieve the goals or the activities of an organization, therefore, they need to

recruit people with requisite skills, qualifications and experience. While doing so, they have

to keep the present as well as the future requirements of the organization in mind.

Recruitment is distinct from Employment and Selection. Once the required number and kind

of human resources are determined, the management has to find the places where the required

human resources are/will be available and also find the means of attracting them towards theorganization before selecting suitable candidates for jobs. All this process is generally known

as recruitment. Some people use the term “Recruitment” for employment. These two are not

one and the same. Recruitment is only one of the steps in the entire employment process.

Some others use the term recruitment for selection. These are not the same either. Technically

speaking, the function of recruitment precedes the selection function and it includes only

finding, developing the sources of prospective employees and attracting them to apply for

jobs in an organization, whereas the selection is the process of finding out the most suitable

candidate to the job out of the candidates attracted (i.e., recruited).Formal definition of

recruitment would give clear cut idea about the function of recruitment.

Recruitment

2.2 Definition of Recrui tment

Recruitment is defined as, “a process to discover the sources of manpower to meet the

requirements of the staffing schedule and to employ effective measures for attracting

that manpower in adequate numbers to facilitate effective selection of an efficient

workforce.” Edwin B. Flippo defined recruitment as “the process of searching for

prospective employees and stimulating them to apply for jobs in the organization.”

Recruitment is a „linking function‟-joining together those with jobs to fill and those seeking

jobs. It is a „joining process‟ in that it tries to bring together job seekers and employer with a

view to encourage the former to apply for a job with the latter.

In order to attract people for the jobs, the organization must communicate the position in such




6

a way that job seekers respond. To be cost effective, the recruitment process should attract

qualified applicants and provide enough information for unqualified persons to self-select

themselves out.

Thus, the recruitment process begins when new recruits are sought and ends when their

applications are submitted. The result is a pool of applicants from which new employees are

selected.

All recruitment and selection programs of PRAN-RFL Group base on the organization‟s

approved human resource plan. HRM Department assists line General Managers to develop

their human resource plans effectively. Based on the recruitment and selection information

from all units, HRM Department analyzes human resource plans of different units and

develops a master plan for the organization. HRM department processes the recruitment and

selection after checking with budget provision and final approval from the director of finance

and top management.

2.3 Purpose and Importance

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

candidates.

Specifically, the purposes are to:

Determine the present and future requirement of the organization in conjunction with

its personnel planning and job analysis activities;

Increase the job pool of job candidates at minimum cost;

Help increase the success rate of the selection process by reducing the number visibly

under qualified or job application;

Help reduce the probability that job applicants, once recruited selected, will leave the

organization only after a short period of time;

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

workforce;

Being identifying and preparing potential job applicants who will be appropriate

candidates;

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




7

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

job applicants

2.4 Factors Af fecting Recruitment

There are a number of factors that affect recruitment. These are broadly classified into

Two categories:

1. Internal factors

2. External factors

2.4.1 I nternal Factors

The internal factors also called as “endogenous factors” are the factors within the

organization that affect recruiting personnel in the organization.

Some of these are:-

Size of the organization

The size of the organization affects the recruitment process. Larger organization finds

recruitment less problematic than organization with smaller in size.

Recruiting policy

The recruitment policy of the organization i.e. recruiting from internal sources and

external sources also affect the recruitment process. Generally, recruitment through

internal sources is preferred, because own employees know the organization and they

can well fit in to the organization culture.

Image of the organization

Image of the organization is another factor having its influence on the recruitment

process of the organization. Good image of the organization earned by the number of

overt and covert action by management helps attract potential and complete candidates.

Managerial actions like good public relations, rendering public service like building

roads, public parks, hospitals and schools help earn image or goodwill for

organization. That is why chip companies attract the larger numbers of application.

Image of the job




8

Better remuneration and working conditions are considered the characteristics of good

image of a job. Besides, promotion and carrier development policies of organization

also attract potential candidates.

2.4.2 External F actors

Like internal factors, there are some factors external to organization, which have their

influence on recruitment process. Some of these are given below:-

Demographic factors

As demographics factors are intimately related to human beings, i.e. employees,

these have profound influence on recruitment process. Demographic factors

include age, sex, Literacy, economics status etc.

Labor market

Labor market condition I.e. supply and demand of labor is of particular

importance in affecting recruitment process. E.g. if the demand for specific skill

is high relative to its supply is more than for particular skill, recruitment will be

relatively easier.

Unemployment situation

The rate of unemployment is yet another external factor its influence on the

recruitment process. When the employment rate in an area is high, the

recruitment process tends to simpler. The reason is not difficult to seek. The

number of application is expectedly very high which makes easier to attract the

best-qualified applications. The reserve is also true. With low rate of

unemployment, recruiting process tend to become difficult

Labor laws

There are several labor laws and regulations passed by the central and state

governments that govern different type of employment. These cover working

condition, compensation, retirement benefits, safety and health of employee in

industrial undertakings. The child Labour Act, 1986; for example prohibits

employment of children in certain employments. Similarly several other acts

such as the Employment Exchange Act,1958; The Apprentice Act, 1961; the

Factory Act,1948; and The Mines Act, 1952 deal with recruitment.




9

Legal consideration

Another external factor is legal consideration with regard to employment

reservation of jobs for schedule tribes, and other backward class (OBC) is the

popular examples of such legal consideration. The supreme court of India has

given its verdict in favor of 50 per cent of jobs and seats. This is so in case

admission in the educational institutions also.

2.4.3 I nternal Sources

Present employees:

Promotions and transfer from among the present employees can be good sources

of recruitment. Promotion implies upgrading of an employee to a higher position

carrying higher status, pay and responsibilities. Promotion from among the

present employees is advantageous because the employees promoted are well

acquainted with the organization culture, they get motivated and it is cheaper

also. Promotion from among the person employees also reduces the requirement

of job training. However, the disadvantage lies in limiting the choice of the few

people and denying hiring of outsiders who may be better qualified and skilled.

Furthermore, promotion from among present employees also results in

inbreeding, which creates frustration among those not promoted. Transfer refers

to shifting an employee from one job to another without any change in the

position/post, status and responsibilities. The need for transfer is felt to provide

employees a broader and carried base, which is considered necessary for

promotion. Job rotation involves transfer of employees from one job to another

job on the lateral basis.

Former employees:

Former employees are another source of applicant for vacancies to be filled up in

the organization. Retired or retrenched employees may be interested to e come

back the company to work on the part time basis. Similarly, some former

employees who had left the organization for any reason, any come back to work.

This source has the advantages of hiring people whose performance is already

known to the organization.

Employee referrals:




10

This is yet another internal source of recruitment. The existing employees refer to

the family members, friends and relatives to the company potential candidates for

the vacancies to be filled up in the organization. This source serves as the most

effective methods of recruiting people in the organizations because refer to those

potential candidates who meet the company requirement known to them from

their own experience. The referred individuals are expected to be similar in type

in the of race and sex, for example, to those who are already working in the

organization

Previous applicant:

This is considered as internal source in the sense that applications from the

potential candidates are already lying with organization. Sometimes the

organization contacts though mail or messengers these applicants to fill up the

vacancies particularly for unskilled or semiskilled jobs.

2.4.3.1 Evaluation of I nternal Sources

Let us, evaluate the internal source of recruitment. Obviously, it can be done in terms of

its advantage and disadvantage the same are spelled out as follows:

Advantages:

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

Familiarity with own employees:

The organization has more knowledge and familiarity with the strengths and

weaknesses of its own employees than of strange on unknown outsiders.

Better use of the talent:

The policy of internal recruitment also provides an opportunity to the organization

to make a better use of talents internally available and to develop them further and

further.

Economical recruitment:

In case of internal recruitment, the organization does not need to spend much

money, time and effort to locate and attract the potential candidates. Thus, internal

recruitment proves to be economical, or say, inexpensive.

Improves morale:




11

This method makes employees sure that they would be preferred over the outsiders as

and when they filled up in the organization vacancies.

A motivator:

The promotion through internal recruitment serves as a source of motivation for the

employees to improve their carrier and income. The employees feel that organization

feel that organization is a place where they can build up their life-long career.

Besides, internal recruitment also serves as a means of attracting and retaining

employees in the organization.

Disadvantages:

The main drawback associated with the internal recruitment is as follows:

Limited choice:

Internal recruitment limits its choice to the talents available within the organization.

Thus, it denies the tapping of talents available in the vast labor market outside the

organization. Moreover, internal recruitment serves as a means for “inbreeding”,

which is never healthy for the future organizations.

Discourage competition:

In this system, the internal candidates are protected from competition by not giving

opportunity to otherwise competent candidates from outside the organization. This in

turn, develops a tendency among the employees to take the promotion without

showing extra performance.

Stagnation of skills:

With the feeling that internal candidates will surely get promoted, their skill in the

long run may become stagnant or obsolete. If so, productivity and sufficiency of the

organization, in turn, decreases.

Creates conflicts:

Conflicts and controversies surface among the internal candidates, whether or not

they deserve promotion.

2.4.4 External Sources

External sources of recruitment lie outside the organization. These outnumber internal sources.

The main ones are listed as follows:




12

Employment exchanges:

The national commission labor (1969) observed in its report that in the pre-

independence era, the main source of labor war rural areas surrounding the

industries. Immediately after independence, national employment services wereestablished to bring employer and job seeker together. In response to it, the

compulsory notification of vacancies act of 1959 (Commonly called employment

exchange act) was instituted which become operative in 1960.the main functions of

these employment exchanges with the branches in most cities are registration of job

seeker and tier placement in the notified vacancies. It is obligatory for employer to

inform about the outcome of selection within 15 days to the employment exchange.

Employment exchange is particularly useful in recruiting blue-collar, white- collar

and technical workers.

Employment agencies:

In addition to the government agencies, there are number of private agencies that

register candidates for employment and furnish a list of suitable candidates from the

data bank as and when sought by the prospective employer. Generally, these

agencies select personnel for supervisory and the higher levels. The main function of

these agencies is to invite application and short-list the suitable candidates for the

organization. Of course, the representative of the organization takes the final

decision on selection. The employer organizations derive several advantages through

this source. The time saved in this method can be better utilized elsewhere by the

organization. As the organizational identity remains unknown to the job speakers, it,

thus, avoid receiving letters and attempts to influence.

Advertisement:

This method of recruitment can be used for jobs like clerical, technical, and

managerial. The higher the position in the organization, the more specialized the

skills or the shorter the supply of that resources in the labour market, the more

widely dispersed the advertisement are likely to be. For instance, the search for a top

executive might include advertisements in a national daily like the Hindu. Some

employers/companies advertise their post by giving them post box number of the

name of some recruiting agency. This is done to particular keep own identity

secret to avoid unnecessary correspondence with the applicants. However the

disadvantage of these blind advertisement, i.e., post box number is that the




13

potential job seekers are the hesitant without unknowing the image of the

organization, on the one hand, and the bad image/ reputation that the blind

advertisement have received because of the organizations that placed such

advertisements without position lying vacant just to know supply of labor/

workers in the labor market, on the other. While preparing advertisement, a lot of

care has to be taken to make it clear and to the point. It must ensure that some

self-selection among applicant take place and only qualified applicant responds

the advertisement copy should be prepared by using a four-point guide called

AIDA . The letters in the acronym denote that advertisement should attract

Attention, gain Interest, arouse a Desire and result in action. However, not many

organizations mention complete detail about job positions in there

advertisement. What happened is that ambiguously worded and broad-based

advertisements may generate a lot irrelevant application, which would, by

necessity, increasing the cost of processing them.

Professional Associations:

Very often, recruitment for certain professional and technical positions is

made through professionals association also called „Headhunters‟. Institute

of Engineers, All India Management Association, etc., provide placementservice to the members. The professional associations prepare either list of

jobseekers or publish or sponsor journal or magazines containing

advertisements for their member. It is particularly useful for attracting

highly skilled and professional personnel. However, in India, this is not

a very common practice and those few provide such kind service have

not been able to generating a large number of application.

Campus Recruitment:

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

common phenomenon particularly in the American organizations, it has

made rather recently. Of late, some organizations such as HLL, HCL,

L&T, Citibank, Cadbury ANZ Grind lays, etc., in India have started

visiting educational and training institute/ campuses for recruitment

purposes. Many Institutes have regular placement cells / offices to serve liaison

between the employer and the students. Tezpur Central University has one




14

Deputy Director (Training and Placement) for purpose of campus

recruitment and placement. The method of campus recruitment offers certain

advantages to the employer organizations. First, the most of the candidates

are available at one place; second, the interviews are arranged at short

notice; third, the teaching is also met; fourth, it gives them opportunity

to sell the organization to a large students body who would be graduating

subsequently. The disadvantages of this of recruitment are that

organizations have to limit their selection to only “entry‟‟ positions and

they interview the candidates who have similar education and experience,

if at all.

Deputation:

Another source of recruitment is deputation I.e., sending an employees to

another organization for the short duration of two to three years. This

method of recruitment is practice in a pretty manner, in the Government

department and public sector organization does not have to incurred the

initial cast of induction and training. However, the disadvantages of this of

deputation is that deputation period of two/three year is not enough for the

deputed employee to provide employee to prove his/her mettle, on the onehand, and develop commitment with organization to become part of it, on

the other.

Word-of-mouth:

Some organizations in India also practice the “word-of-mouth‟‟ method of

recruitment. In this method , the word is passed around the vacancies or

opening in the organization. Another form of word-of-mouth method of

“employee-pinching‟‟ i.e., the employee working in another organization is

offered by the rival organization. This method is economic, in terms of both

time and money. Some of the organization maintain a file applications and

sent a bio-data by a job seeker. These serve as a very handy as when there is

vacancy in the organization. The advantage of this method is no cost involved in

recruitment. However, the disadvantages of this method of recruitment are

non- availability of the candidates when needed choice of candidates is

restricted to a too small number.




15

Raiding or Poaching:

This is another sources of recruitment whereby the rival firm by offering

terms and conditions, try to attract qualified employees to join the company.

This raiding is a common feature in the Indian organizations. For instance,

service executive of HMT left to join Titan Watch Company, so also exodus of

pilot from Indian Airlines to join the private air taxi operator. In fact, raiding has

become challenge for the human resource manager. Besides these, walk - ins,

contractors, radio and television, acquisitions and merger, etc., art some other

sources of recruitment used by organization

2.4.4.1 Evaluation of External Sources:

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

disadvantages

Advantages:

Open process:

Being a more open process, it is likely to attract a large number of

applicants/application. Then, in turn, widens it option of selection.

Availability of Talented Candidates:

With the large pool of applicants, it becomes possible for organization to have

talented candidates from the outside. Thus, it introduces new blood in the

organization.

Opportunity to Select the Best Candidate:

With the large pool of applicants, selection process becomes competitive. This

increases prospects for selection the best candidates.

Provides healthy competition:

As the external members are supposed to be more trained and efficient, they tend

to pose a great competition. With such a background, they work with the positive

attitude and greater vigor. This helps create healthy competition and conductive

work environment in the organization.

Disadvantages:




16

However, the external sources of recruitment suffer from certain disadvantages too, these are:

Expensive and time consuming:

This method of recruitment is both expensive and time consuming. There is no

guarantee that organization will get good and suitable candidates.

Unfamiliarity with the Organization:

As candidates some outside the organization, they are not familiar with tasks,

job nature and the international scenario of the organization.

Discourage the Existing Employee:

Existing employees are not sure to get promotion. This discourages them to do

the hard work. This, in turn, boils down to decreasing productivity of the

organization.

2.5 Philosophies of Recrui tment

The traditional philosophy of recruiting has been to get as many people to apply for

a job as possible. A large number of jobseekers waiting in queues would make the

final selection difficult, often resulting in wrong selection. Job dissatisfaction and

employee turnover are the consequence of this. A persuasive agreement can be made that

matching the needs of the organization to the needs of the applicants will enhance the

effectiveness of the recruitment process. The result will be a workforce which is likely to stay

with the organization longer and performs at a higher level of effectiveness. Two approaches

are available to bring about match. They are:

Realistic Job Previews:

Realistic job preview provides complete job related information , both

positive and negative, to the applicants. The information provided will help

job seekers to evaluate the compatibility among the jobs and their personal

ends before hiring decisions are made. RJPs can result in self selection

process- job applicant can decide where to attend the interviews and tests

for final selection or withdraw them the initial stage. Research on realistic

recruiting shows a lower rate of employee turnover in case of employee

recruited through RJPs, particularly for more complex jobs and higher level

of job satisfaction and performance, at the initial stage of employment.RJPs are more beneficial for organization hiring at entry level, when there




17

are unemployment. Otherwise the approach may increase the cost of

recruiting by increase the average time it takes to fill each job.

Job Compatibility Questionnaire:

The job compatibility questionnaire was developed to determine whether

applicant preferences for work match the characteristics of the job. The

JCQ is designed to collect the information on aspect of a job, which has

bearing on employee performance, absenteeism, and turnover and job

satisfaction. The underlying assumption of the JQC is that greater the

compatibility between an the jobseeker, the greater the profitability of

employee effectiveness and longer the tenure. The JCQ is a 400- item

instrument that measure job factors, which are related to performance,

satisfaction, turnover and absenteeism. Items cover the following job factors:

task requirement, physical environment, customer characteristics, peer

characteristics, leader characteristics, compensation preference, task variety,

job autonomy, physical demands, and work schedule.

2.6 RECRUIMENT PROCESS

As stated earlier, recruitment is the process of location, identifying, and attracting

capable applications for jobs available in an organization. Accordingly, the

recruitment process comprises the following five steps:

Recruitment Planning:

The first involved in the recruitment process is planning. Hire, planning involves

to draft a comprehensive job specification for the vacant position, outline its major

and minor responsibilities; the skills, experience and qualifications needed;

grade and level of pay; starting date; whether temporary or permanent; andmention of special condition, if any, attached to the job to be filled.

Strategy Development:

Once it is known how many with what qualification of candidates are

required, the next step involved in this regard is to device a suitable

strategy for recruitment the candidates in the organization. The strategic

considerations to be considered may include issues like whether to prepare

the required candidates themselves or hire it from outside, what type of




18

recruitment method to be used, what geographical area be considered, for

searching the candidates, which source of recruitment to be practiced, and

what sequence of activities to be followed in recruiting candidates in the

organization.

Searching:-

This step involves attracting job seeders to the organization. There are broadly two

sources used to attract candidates. These are

Internal Sources

External Sources.

Screening:

Through some view screening as the starting point of selection, we have

considered it as an integral part of recruitment. The reason being the

selection process starts only after the application have been screened and

short listed. Let it be exemplified with an example. In the Universities,

application is invited for filling the post of Professors. Application received in

respond to invitation, i.e. advertisement are screened and short listed on the

basis of eligibility and suitability. Then, only the screened applicant are

invited for seminar presentation and personal interview. The selection process

starts from here, i.e., seminar presentation or interview. Job specification is

invaluable n screening. Applications are screened against the qualification,

knowledge, skills, abilities, interest and experience mentioned in the job

specification. Those who do not qualify are straightway eliminated from the

selection process. The techniques used for screening candidates are vary

depending on the source of supply and method used for recruiting. Preliminaryapplications, de-selections tests and screening interviews are common techniques

used for screening the candidates.

Evaluation and control:

Given the considerable involved in the recruitment process, its evaluation and

control is, therefore, imperative. The costs generally incurred in a recruitment

process include:

Salary of recruiters;




19

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

Administrative expenses;

Cost of outsourcing or overtime while vacancies remain unfilled;

Cost incurred in recruiting unsuitable candidates.

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

questions like:

Whether the recruitment methods are appropriate and valid?

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

or not?

2.7 METHODS OF RECRUITMENT

Recruitment methods refer to the means by which an organization reaches to the

potential job seeker. It is important to mention that the recruitment methods are

different from the resources of recruitment. The major line of distinction between

the two is that while the former is the means of establishing links with the

prospective candidates, the latter is location where the prospective employees

are available. Dunn and Stephen have broadly classified methods of recruitment

into three categories. These are;

Direct Method:

In this method, the representatives of the organizations are sent to the

potential candidates in the educational and training institutes. They establish

contacts with the candidates seeking jobs. Person pursuing management,

engineering, medical, etc. programmers are mostly picked up the manner.

Sometimes, some employer firm establishes with professors and solicits

information about student with excellent academic records. Sending the

recruiter to the conventions, seminars, setting up exhibits at fairs and using

mobile office to go to the desired centers are some other methods used

establish direct contact with the job seekers.

Indirect Method:




20

Indirect methods include advertisements in the newspaper, on the radio

and television, in professional journals, technical magazines, etc. this

method is useful

When the organization does not find suitable candidates to be promoted

to fill up the higher posts,

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

When organization wants to fill up scientific, professional and technical

posts.

The experience suggests that the higher the position to be filled up in the

organization, or the skill sought by the sophisticated one, the more widely

dispersed advertisement is likely to be used to reach too many suitable

candidates. Sometimes, many organizations go for what referred to as blind

advertisement in which only Box No. is given and the identity of the

organization is not disclosed. However, organizations with regional or national

repute do not usually use blind advertisements for obvious reasons.

While placing an advertisement to reach to the potential candidates, the

following three points need to borne in mind:

To visualize the type of the applicant one is trying recruit;

To write out a list of the advantages the job will offer;

To decide where to run the advertisement , i.e., newspaper with local, state,

nation-wide and international reach or circulation.

Third Party Method:

These include the use of private employment agencies, management

consultants, professional bodies pr associations, employee referral or

recommendation, voluntary organization, trade banks, labor contractors, etc.,

to establish contact with the job seekers.

Now, a question arises; which particular method is to be used to recruit

employee in the organization? The answer to it is that it will depend on the policy of

the particular firm, the position of the labor supply, the government regulations in

this regard and agreements with labor organizations. Notwithstanding, the bestrecruitment method is to look first within the organization.




21

2.8 Effectiveness of Recruitment Program

Though there has so far not been evolved any formula such that makes recruitment

program necessitates having certain attributes such as:

A well – defined recruitment policy

A proper organizational structure.

A well - laid down procedure for locating potential jobseekers

A suitable method and technique for tapping and utilizing these candidate

A continuous assessment of effectiveness of recruitment program and incorporation

of suitable modifications from time to improve the effectiveness of the program

An ethically sound fool-proof telling an applicant all about the job and its

position, the firm to enable the candidate to judiciously decide whether or not

to apply and join the firm, if selected.

SELE TION

2.9 Definition of Selection:

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

definition of Selection is:

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

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

Recruitment and selection are the two crucial in the HR process and are often used

interchangeably. There I, however, a fine distinction between the two steps. While

recruitment refers to the process of identifying and encouraging prospective

employees to apply for jobs, selection is concerned with picking the right candidates

from the pool of applicants. Recruitment is said to be positive in its approach as it seeks

to attract as many candidates as possible. Selection, on the other hand, is negative in

its application in as it seeks to eliminate as many unqualified applicants as possible in

order to identify the right candidates.




22

2.10 Role of Selection:

The role of selection in an organization‟s effectiveness is crucial for at least, two reasons;

first, work performance depends on individuals. The best way to improve performance is

to hire people who have the competence and the willingness to work. Arguing from the

employee‟s viewpoint, poor or inappropriate choice can be demoralizing to the individual

concerned (who finds himself or herself in the wrong job) and de-motivating to the rest of

the workforce. Effective selection, therefore, assumes greater relevance.

Second, cost incurred in recruiting and hiring personnel speaks about volumes of the

selection. Costs of wrong selection are greater.

2.11 Steps of the Selection Process

2.12 Organization for Selection:

Until recently, the basic hiring process was performed in a rather unplanned

manner in many organizations. In some companies, each department screened and hired

its own employees. Many managers insisted upon selecting their own people because they

were sure no one else could choose employee for them as efficiently as they themselves

Step 8:Hiring Decision

Step 7:Reference Checks

Step 6:Medical Test

Step 5:Selection Interview

Step 4:Selection Test

Step 3:Application Blank

Step 2:Screening Interview

Step 1: Reception




23

could. Not anymore. Selection is now centralized and is handled by the human resources

department.

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

decides whether or not to make a job offer and how attractive the offer should be. Thecandidate decides whether or not organization and the fob offer fit his or her needs and

goal. In reality, the selection process is highly one-side. When the job market is

extremely right, several candidates will be applying for a position, and the

organization will use a series of screening devices to hire the candidates it feels is

most suitable. When there is a shortage of qualified workers, or when the candidate

is a highly qualified executive or professional who is being sought after by several

organizations, the organizations will have to sweeten its offer and come to a quicker

decision.

2.13 New Methods of Selection

In recent years, HR specialists have found out new methods of selection. These approaches are

deemed to the alternatives to the traditional methods of selection.

Two intersecting alternatives are participative selection and employee leasing. Participative

selection that subordinates participates in the selection of their co-workers and supervisors. The

idea is that such participation will improve quality, increase support for the selected supervisors

and co-workers, and improve employee morale. In employee leasing, the client company leases

employees from a third part, not on a temporary basis, but rather ate leased as full-time, long-term

help. An interesting feature of this method is that the client company need not perform such

personnel activities as hiring, compensation or record keeping. The advantages of employee

leasing are significant. The client is relived from many administrative burdens, as well as the

need to employ specialized personnel employees. Further, employees not recruited by one

client are sent to another client company for employment.



Chapter 3: Organizational Prof il e

25

3.1 Background of PRAN RFL Group:„PRAN‟ started its operation in 1981 as a processors fruit and vegetable in Bangladesh. Over

the years, the company has not only grown in stature but also contributed significantly to the

overall socio-economic development of the country.

“PRAN” is currently one of the most admired food & beverages brand among the millions of

people of Bangladesh and other 77 countries of the world where PRAN Products are

regularly being exported.

All the PRAN products are produced as per international standards maintaining highest level

of quality at every stages of its production process.

PRAN is currently producing more than 200 food products under 10 different categories i.e.

Juices, Drinks, Mineral Water, Bakery, Carbonated beverages, Snacks, Culinary,

Confectionery, Biscuits & Dairy. The company has adopted ISO 9001 as a guiding principle

of its management system. The company is complaint to HACCP & certified with HALAL

which ensures only the best quality products are reaches to the consumers table across the

Globe.

3.2 Objectives of the PRAN-RFL Group:

Every organization has its go together with a set of objectives. Accordingly, PRAN-RFL grouphas the following objectives. In fact, PRAN-RFL group is an exception in the sense that they not

only possess the objectives but also they do follow it to utmost.

Total commitment of the needs of the customers

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

customers.

Objective of PRAN-RFL Group is offering the state of the art and modern technology and

quality products to the people of Bangladesh.

Continuous improvement of all work process

Continuous update training of all the employees

Continuous improvement of all the employees

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

customers, employees.

3.3 Corporate M ission and Aim of the Group:




26

Our Corporate Mission: “POVERTY AND HUNGER ARE CURSES”

Our Aim: “TO GENERATE EMPLOYMENT & EARN DIGNITY AND SELF-

RESPECT FOR OUR COMPATRIOTS THROUGH PROFITABLE ENTERPRISES”

3.4 VisionPRAN-RFL Group‟s vision is to be a leader as a consumer product provider in Bangladesh

and abroad.

3.5 The Corporate Values of PRAN-RFL Group

Consumer Care:

We view our consumers‟ as our king and us as their laypeople. Our consumers have

given us such success for so long years. So, we care about our consumers.

Consumers‟ care is the process by which we endorse consumers‟ satisfaction and

moreover, loyalty. Primarily, it grips managing communication with consumer

particularly consumers‟ questions and complaints and resolving disputes amicably.

The eventual goal of our consumers‟ care program is to build long-term relationships

with our consumers. To meet this goal, we will go to great lengths to build a strong

reputation for lavishing our consumers with special services, discounts, gifts, or other

benefits.

It‟s our great honor to communicate with our consumers. So, we humbly request ourconsumers to feel free to communicate with us regarding following issues:

Complaint for our products

Price information

Benefits of products

Comments for products

And any other issues

Objectives that we seek through our consumers‟ care are:

To create a culture of customer focus

To receive complaints from our consumers on product related matters

To achieve customer satisfaction

To create rapport and loyalty




27

We provide the easiest way of communication as we care valuable time of our consumers.

Consumers can communicate with us through:

Cell Phone: 01912-XXXXXX (During 8 A.M. to 8 P.M.) Through our web mail

Supplier Care

Our native farmer is our supplier. We collect major portions of our raw materials from

them. We give values to their activities. Most of our farmers were deprived of getting

proper price for their produces. We help them to overcome this situation by practicing

contract farming. We are the pioneer and largest contract manufacturer in Bangladesh.

We care our suppliers in the following ways:

By providing them good seeds, fertilizers, insecticides, etc

By providing financial supports,

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

produce less,

By collection their produces in right time and storing them,

By collecting raw materials from them directly and saving them from

middle men,

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

globally,

By ensuring proper price for their produces

Employee Care

Our employees are our best resources. We give values to our employees‟ creativity

and innovation. Our culture begins with our four values that drive everything we do:

Integrity, Continuous Innovation, Involvement and self-respect. We help our

employee grow. We give them proper training and development. We encourage

employees to ask questions and make suggestions that they think better.

We are the one amongst fewest in Bangladesh who has a culture of profit sharing

management. Our employees are dedicated to the success of our business. We treat

our employee as a core resources and family member

Trade Care

Our trade partners are our great support. Through them, we reach to our ultimate

consumers. They provide support to all our promotional activities and merchandising program. We care for our trade partner.




28

Now, we have a customer care wing to listen to them. We aim to build a strong long

term business relationship by taking them through the journey of relationship

disposition funnel and expect them to become our Advocates in our Business.

We care about their needs in the following ways:

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

By giving them special service like upcoming demand trends,

By giving the sample products,

By giving them promotional sales competition,

By giving product replacement opportunity for any damaged or expired

product

Moreover, at distributors business area, we arrange TRADE MEET where we give them

proper training about how to handle their demand and supply management in their area.

We recently have started PCC (PRAN Customer Care) where our trade partners can talk

directly by making phone call to a unique number: 0191X-XXXXXX. We will support

them in the following ways:

By listening to product complaints,

By providing information about price of product,

By giving information about address of dealer point,

By giving proper solution for any unwanted situation associated to our

business

3.6 Theme

Always provides quality products to the customer.

3.7 Quality Policy

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

improving its process, products and services to ensure they consistently exceed customers‟

requirements. PRAN-RFL Group will develop and implement technology and provide quality

consumer product in Bangladesh and abroad. Above 72 countries they export consumer product

and earn more foreign currency per month, which is equal of sale in the country per year.




29

AGRICULTURAL MARKETING CO LTD

QUALITY POLICY

IT IS THE POLICY OF AGRICULTURAL MARKETING COMPANY LIMITED TO MARKET

PRODUCTS OF CONSISTENT QUALITY AT HOME & ABROAD AS PER WORLDSTANDARDS PRODUCED HYGIENICALLY IN ACCORDANCE WITH GOOD

MANUFACTURING PRACTICES IN STATE-OF-THE-ART PLANTS & PROCESSES, PACKEDIN APPROPRIATE PACKAGING AND REMAIN COMMITTED TO THESE OBJECTIVES ATALL TIMES.

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

SYSTEM. ACCORDINGLY A DOCUMENTED SYSTEM OF PROCEDURES ANDINSTRUCTIONS HAS BEEN ESTABLISHED THROUGHOUT THE ORGANISATION

DEFINING BUSINESS PROCESSES, RESPONSIBILITIES AND AUTHORITIES.

MANAGEMENT IS COMMITTED TO PROVIDING THE RESOURCES AND CREATING AN

ENVIRONMENT IN WHICH EACH EMPLOYEE CAN CONTRIBUTE HIS/HER SKILLS,

TALENTS AND IDEAS IN A NEVER-ENDING PROCESS OF IMPROVEMENT AND

INNOVATION IN ALL ASPECTS OF BUSINESS.

QUALITY POLICY

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

by continuous improvement of human resources in production and marketing of plastic products,

especially garments accessories like HANGERS, etc. through compliance of international

standards of quality management system.

3.8 H istory of the Group Name

PRAN-RFL Group in Bangladesh is blessed with a climate ideally suited to agriculture, speciallyfruits and vegetables-rich in taste and flavor: sweet, mellow and juicy.

Their deltaic plains are among the most fertile in the world created and drained by the mighty rivers-the Padma, Jamuna & Meghna. There is plenty of water.

And farming is a way of life to their people.

Their comparative advantage as an economy lies in agriculture. They believe the way to economic prosperity is through agro-business.

PRAN is in testimony to Groups convictions.

P PROGRAMME for

R RURAL

A ADVANCEMENT

N NATIONALLY

PROGRAMME FOR R URAL ADVANCEMENT NATIONALLY




30

Organogram:

PRAN-RFL GROUP

At a Glance

SALES & DISTRIBUTION

01. PRAN Sales+ Institutional Sales02. Market Sales + Institutional Sales03. Distribution (PRAN)

04. Distribution (RFL)

SUBCONTRACTING

01. PRAN Subcontracting - Under PRAN02. RFL Subcontracting - Under RFL

PRAN Group (Head Office)

01. Accounts02. Sales+ Institutional Sales03. Sub-contracting04. Product Development

BUSINESS UNITS

01. Agricultural Marketing Co. Ltd (AMCL)02. PRAN Foods Ltd (PFL)03. PRAN Agro Ltd (PAL)04. PRAN Agro Business Ltd (PABL)

05. Bango Agro Processing Ltd (BAPL) 06. PRAN Dairy Ltd (PDyL)07. PRAN Beverage Ltd (PBL)

08. PRAN Confectionery Ltd (PCL)09. PRAN Exports Ltd (PEL)

10. Mymensingh Agro Ltd (MAL)11. Natore Dairy Ltd (NDL)

12. Packmat Industries Ltd (PIL)13. Sun Basic Chemicals Ltd (SBCL)

14. Bango Millers Ltd (BML)15. Bango Bakers Ltd (BBL)16. Habigonj Agro Ltd (HAL)

17. Natore Dairy Ltd (NDL)

COMMON SERVICES(Head Office)

01. CEO’s Secretariat (Including DMD’s Sectt) 02. Company Secretarial Section03. HRM Department04. Group Accounts Department05. Corporate Finance Department

06. Supply Chain Management Dept.07. Import Department 08. Marketing Division09. Export Department10. MIS Department

11. HO Admin & Personnel Department12. Industrial Sales Department13. Product Development Section14. Development Engineering Section15. Group Audit Section RFL Group (Head Office)

01. Accounts02. Sales03. Sub-contracting04. Product Development

BUSINESS UNITS

01. Rangpur Foundry Ltd (RFL) 02. RFL Plastics Ltd (RPL) 03. Banga Building Materials Ltd (BBML) 04. Banga Plastic Internnational Ltd (BPIL) 05. Accessories World Ltd (AWL) 06. Chorka Textile Ltd (CTL) 07. Durable Plastics Ltd (DPL) 08. Allplast Bangladesh Ltd (APBL) 09. Rangpur Metal Industries Ltd (RMIL) 10. Ghorashal Filling Station Ltd (GFSL) 11. RFL Export Ltd (REL)12. RFL Construction Ltd (RCL)

13. Habigonj Plastics Ltd (HPL)

BUSINESS UNITS 01. Agricultural Marketing Co. Ltd (AMCL)

02. PRAN Foods Ltd (PFL)03. PRAN Agro Ltd (PAL)04. PRAN Agro Business Ltd (PABL)

05. Bango Agro Processing Ltd (BAPL) 06. PRAN Dairy Ltd (PDyL)07. PRAN Beverage Ltd (PBL)

08. PRAN Confectionery Ltd (PCL) 09. PRAN Exports Ltd (PEL)10. Mymensingh Agro Ltd (MAL)

11. Natore Dairy Ltd (NDL) 12. Packmat Industries Ltd (PIL)13. Sun Basic Chemicals Ltd (SBCL)14. Bango Millers Ltd (BML)15. Bango Bakers Ltd (BBL)16. Habigonj Agro Ltd (HAL)17. Natore Dairy Ltd (NDL)18. Rangpur Foundry Ltd (RFL)

19. RFL Plastics Ltd (RPL)20. Banga Building Materials Ltd (BBML)

21. Banga Plastic Internnational Ltd (BPIL) 22. Accessories World Ltd (AWL) 23. Chorka Textile Ltd (CTL) 24. Durable Plastics Ltd (DPL) 25. Allplast Bangladesh Ltd (APBL) 26. Rangpur Metal Industries Ltd (RMIL)27. Ghorashal Filling Station Ltd (GFSL)28. RFL Export Ltd (REL)29. RFL Construction Ltd (RCL)30. Habigonj Plastic Ltd (HPL)

31. Property Development Ltd (PDL)32. Bangladesh Lift Industries Ltd (BLIL)

33. Carrier Builders Ltd (CBL) 34. Bango Trading House Ltd (BTHL)

35. Desh Logistics Ltd (DLL)

Revision No.: 01 Revision Date:15/04/2010

* Rangpur Foundry Ltd (RFL)* Bango Agro Processing Ltd (BAPL)- Rice

* PRAN Agro Ltd (PAL)* PRAN Agro Business Ltd (PABL)

* PRAN Dairy Ltd (PDyL)* AMCL (Part)* PRAN Beverage Ltd (PBL)* Bango Bakers Ltd (BBL)* PRAN Confectionary Ltd (PCL)* PRAN Export Ltd (PEL) * RFL Plastics Ltd (RPL)* Banga Plastic International Limited (BPIL)* Durable Plastics Ltd (DPL)

* Agricultural Marketing Co Ltd (AMCL)* PRAN Foods Ltd (PFL)* PRAN Confectionary Ltd (PCL)

* Allplast Bangladesh Ltd (APBL)* Bango Building Materials Ltd (BBML) * Mymensingh Agro Ltd (MAL) * Packmat Industries Ltd (PIL)* Durable Plastics Ltd (DPL) * Career Builders Ltd (CBL)

PIP, NARSINGDI RIP, KALIGONJGHORASHAL

RANGPURNATORE

** PRODUCTION (FACTORIES) **

RUPGONJ

* Rangpur Metal Industries Ltd (RMIL) * Bango Building Materials Ltd (BBML)

AEPZ

* AccessoriesWorld Ltd (AWL)

FENI

BBL(Biscuit)

SYLHET

BBL(Biscuit)

HABIGONJ

BML(Chira, Muri)

Under Construction

ISHWARDI

GAZIPUR

BHOYRAB PFL(Snacks)

BBL (Cake)

DANGA PROJECT, NARSINGDI

Under Construction




31

3.9 QMS Achievements: Here there are some of the achievements




32



Chapter 4: H uman Resource Di vision

34

4.1 Human Resource Division The Human Resource division is an important division of the PRAN-RFL Group. This

division plays a vital role in the total functioning of the group. In the group, this department

has a separate building and it functions very smoothly. In the department, the wings are

recruitment and selection, training and development, personnel (compensation), organization

development (HR Planning), and quality management system (QMS)

Let us have a look at the graph;

CS: HR Department

Chief HRM

Chief RecruitmentOfficer CRO

Personal Wing Training Wing

Sales training, Management Training

Recruitment Wing

SLM G-Mgt Tech Low skilled Sales & Mgt

OD-M QMS-M




35

4.2 Objectives of the Human Resour ce DepartmentPRAN-RFL group is proud that each of its units is endowed with its objectives and every

department is well reviewed and previewed whether the set of objectives is well achieved and

facilitated. Accordingly, the HRM department has got some objectives. This department has the

following objectives:-

To ensure the optimum use of human resources

To provide future human resources needs of the enterprise

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

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

contributes to the best of their abilities

To develop of mutual respect & trust between management & employees

To enhance staff morale

To contribute to achieve organizational effectiveness & productivity

To perform in line with organizational needs and goals

To assist in achieving staff‟s personal and professional objective

4.3 Basic Functions of Di fferent WingsIt has already been mentioned that the human resource department is consisted of the following

functions

Recruitment and Selection Wing

The Basic functions of this wing are:

Develop method & Strategy for recruitment process

Develop method & Strategy for selection process

Conduct the recruitment & selection process

Making employment offer

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

In broader aspect, this wing does the followings

Give advertisements in the daily newspaper and job sites.

Receive applications and file them

Shortlist the candidates




36

Fix the date and time of a preliminary interview

Contact with the applicants and inform them about the interview and written

test over telephone

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

interview accordingly

Prepare an appointment letter for the finally selected interview.

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

specification.

Personnel Wing

Make Appointment & confirmation

Posting, Transfer, Promotion, Termination, Resignation & Separation

Taking Disciplinary action as per instruction

Compensation and benefits

Payroll preparation

Calculation of Bonus, deduction & incentives & leave encashment

Attendance and leave record

Make Annual appraisal

Training and Development Wing

Assess Training need of the Group and develop training strategy

Prepare lesson plan and training module

Arrange training in all areas including General Management, Sales, Factory

staff etc.

Conduct training classes

Obtain Training feedback, and analyze result

In more specific sense, it has the following functions:

Assess training need of the group

Prepare training calendar

Preparation of training schedule

Develop lesson plan or lesson note




37

Arrange Sales and Management (General) Training

Arrange Factory based training

Also arrange need based training

Conduct training classes

Prepare training budget

Provide distributors certificates

Quality Management System (QMS) Wing

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

direction of management

Follow-up-works of ISO/HACCP/HALAL

Maintain ISO/ HACCP/ HALAL related documents

Conduct ISO internal audit & review process

Internship management

Organization Development (HR Planning)

Improve the performance of individuals, teams &total organization.

Furnish & Preserve Organizational/departmental diagram, functional

flowchart & Job Description.

Formulate innovative organizational development strategy.

Review company policy if required




38

Recruitment Section

Develop method and strategy for recruitment process

Develop method and strategy for selection process

Conduct the recruitment & selection process

Making employment offer

Ensure the robable best fit for erson ob & erson or anization

Personal Selection

Make appointment & confirmationPosting, transfer, promotion, termination, resignation& separation

Taking disciplinary action as per instruction

Compensation & benefits

Calculation of bonus, deduction & incentives & leave encashment

Attendance & leave record

Make annual appraisal

Training Section

Assess training need of the group & develop training strategy

Prepare lesson & training module

Arrange training in all areas including general management, sales, factory etc

Conduct training class

Obtain training feedback & analyze result

QMS Section

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

management

Follow-up-works of ISO/HACCP/HALAL

Maintain ISO/HACCP/HALAL related documents

Conduct ISO internal audit & review process

Internship management

Organization Development

Improve the performance of individuals , teams & total organization

Furnish preserve organizational/departmental diagram, functional flowchart & job

description

Formulate innovation organizational development strategy

Review company policy if required

Act GM-HRM

HRM Department in PRAN-RFL Group




39

4.4 Employee Per formance Appraisal Cr iteria

Performance appraisal is any personal decision that influences the status of the employee

regarding his confirmation, increment, promotion and transfer.

PRAN-RFL Group‟s employee performance appraisal criteria-

Professional knowledge, commitment to work

Quantity of work

Skill

Dependability

Attitude

loyalty

Creativity

Initiative

Emotional maturity

Commitment towards service rules

Discipline

4.5 Leave Management

This is an important function. HR has opened a leave management database to obtain current

leave status for all the employees of PRAN-RFL Group. It provides employees information

of their status when it is necessary. HR management also deals with some personal functions

like show cause, termination, dismissal, discharge and resignation. It also issues circular as

and when required. This department also conducts department inquiry and all other functions

related to HR.

4.6 Human Resources Management I nformation System (HR-M IS)

This plays a very crucial role in the functioning of PRAN-RFL Group. This is a very flexible

and open department, as it always has to gather and store current and exact data and

information regarding employee and the organization.

The functions include:




40

Maintaining and updating of employee database

Maintain employee related different statistics

Any other work which requires updating employee data

4.7 Human Resource Planning

HRP that is; Human Resource Planning is one of the most important elements in a successful

human resource management program. In fact, it is a process by which an organization

ensures that it has the right number and kinds of people, at the right place, at the right time,

capable of effectively and efficiently completing those tasks that will help the organization

achieve its competitive advantage.

PRAN-RFL Group wants to grow day-by-day for best employment. For this reason, PRAN-

RFL Group has a very strong human resource planning

PRAN-RFL Group‟s performance depends on the quality and commitment of its people.

Accordingly, the company‟s stated strategy is to attract, retain and motivate the very best

people and therefore PRAN-RFL Group is always conscious about human resource planning.

In a word, PRAN-RFL Group‟s focal view is to place the right person into the right position.

The great thing here is that Human Resource Planning starts from the beginning of each year

according to other organizational plan and budget. Each department is required to submit

their month wise recruitment and selection plan to the Human Resource. According to that

strategy, HR will plan upcoming recruitment and selection plan.

Concomitantly, the department stays on its tiptoe to serve any emergency consideration. On

the one side, the department makes plans on the basis of the plans and needs of the other

departments and on the another side, the department is alert and active enough to support any

vacancy raised due to urgent reason.

The following factors are included in the overall plan:

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

department head and the head then transfers it to the recruitment and selection wing.

The HoDs are to do it basing on the HR planning of the organization and

simultaneously; after obtaining necessary approvals from the CEO or Deputy

Managing Director.




41

Job Analysis: PRAN-RFL Group plans an effective job analysis so that the applicant

or employee can easily understand the job criteria, responsibilities and employee

incentives benefits and other facilities. Applicant can also easily understand the job

specification. A sound job analysis gives good support to the HRD.

Recruitment and placement process: The HR planning includes the most possible

ways the right person can be recruited in the right position.

Training and development process: Training and development process involves

training module design, training center or location set up, employee development

formulation.

Performance appraisal process: Development of employee performance evaluation,

standards and assessing the employee‟s actual performance and relative to their

standards.

Compensation and pay plan: To the entry level or fresh candidates, to pay seven or

eight thousand. To retain the best and talent employees the better compensation and

handsome salary are planned in a well manner. The competitive advantage and pay

package are designed for the employees with this pay package the benefits are also

included.

Employee relation and team building: The Human Resource Department always

tries to build a better employee relation as well as effective team building. This helps

to achieve the overall goal of the organization.

4.8 Nature of My Job:

After I had gone to PRAN-RFL group, I was placed in the recruitment wing of human

resources department. In this wing, I had to do a lot of tasks every day.

My work included

To contact the candidates for fixing the interview schedules

To check the scripts of the written exam tests

To make evaluation report



Chapter 5: The Recruitment & Selection Practices of PRAN -RFL Group

43

5.1 PRAN-RFL Group r ecruitment and selection policyAn effective recruitment and selection process requires a well set of recruitment and selection

policies. As a big organization, PRAN-RFL Group also has a distinctive set of policies.

Recruitment and selection policies are simple. But the implication of these policies can be far

reaching and far-sighted

PRAN-RFL Group recruitment and selection policies are given below:

PRAN-RFL Group recruitment policy is to hire the right kind of people at the right

place, selecting them through an effective process from a pool of candidates in the job

market.

PRAN-RFL Group recruitment and selection policy does not allow any favor or

preferential treatment to anyone.

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

of contract.

The recruitment and selection department of PRAN-RFL Group has the freedom from

all political and other pressures.

Anyone who is under 18 years of age cannot be hired as an employee under regular,

temporary and part-time contract.

The status of employment can be changed from contract to regular and regular to

contract depending on the situations arising from performance or need.

The competency and high quality performance of the whole organization shall be

ensured by the effective recruitment and selection.

PRAN-RFL Group follows the above policies in the time of human resource planning

and recruiting new employees.

5.2 Recruitment and Selection Process, in BriefRecruitment and selection process undergoes the policies that are already mentioned.

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

Find out the Vacancy/ Create Vacancy: When vacancy is created or found out from

a particular department, the respective departments send a requisition to the HR

department for the procedural advancement.




44

Give advertisements in the daily newspaper and popular job sites: The job

openings shall be circulated in the national daily newspapers or popular sites like

www.bdjobs.com. Candidates can also apply through the official website of PRAN-

RFL Group by registering.

Receive applications and file them: Applications are submitted to the Manager of

HR. Applications are collected and filed by the recruitment wing of HR.

Short list of the candidates: The concerned division/department and HR department

will short list the candidates according to the policies.

Fix the date and time of a preliminary interview: After short listing, the time of a

preliminary interview is to be set.

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

or SMS: After setting the preliminary interview time, applicants are informed by

telephone or Short Message Service (SMS) of mobile phones

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

interviewee accordingly: In the process of selection, more than one interview;

usually two are held. Candidates who pass the screening interview are called for the

written test. After crossing this hurdle, the candidate is invited for the second or finalinterview. In this interview, the candidate is asked questions not only from the

bookish gatherings but also from his or her personal creativity and knowledge. Even,

in this viva-voce, the candidate is asked about the expectation of salary. That is to say;

a negotiation process takes place here. But it is to be remembered that the negotiation

process starts only when the candidate can satisfy the interviewer well with his or her

performance.

Prepare and give appointment to the finally selected interviewee with a detailed job description: Candidate who fulfills all the criteria for the job is offered an

appointment letter with detailed job description. At the same time, he is advised to

contact the personnel department to undergo the joining activities. There he or she is

given a joining letter to be signed and given some instructions on how to open a bank

account to collect the salary. Then immediately after the recruitment and selection, a

separate employee file is opened comprising of all the relevant information of the

particular employee. This personal file is prepared, maintained and updated by the




45

HRD. In fact, one of the main responsibilities of HRD is the updating of all the files

of the employees.

5.3 Recrui tment sources

There are two sources from which recruitment is facilitated. Recruitment may be eitherfrom the internal source that is within the organization or from the external job market.

Internal source:

Internal source is a very important source. For encouraging the internal

candidates, job vacancies in the PRAN-RFL Group are advertised through internal

notices to all company employees. Recruitment from the internal source is done

through promotion or delegating individuals with new assignments.

In the case of internal sourcing, HR along with concerned Division or Department

will identify prospective candidates on the basis of individual capability matching

with Competency/Role profile and will conduct appropriate tests to select the

most suited person.

The process of internal sourcing

Vacancy Found: When a vacancy is found in a particular position, the

first thing that the HR does is that they look for an appropriate person to

fill in the vacancy.

Matching Capabilities: Later, the HR department seeks for matching the

capabilities the targeted person has and the post requires.

Offering the Person: Next, the targeted parson is called at a meeting to

discuss comprehensively whether he is ready or not. If he is found

enthusiastic, he is offered the post in form of promotion.

Placing: In this stage, the person is placed with the appropriate job

description of the post he is going to hold.

External sources:

In addition to looking internally for candidates, organizations mostly open up

recruiting efforts to the external community. In PRAN-RFL Group recruitment

from external sources undergoes the following process-

Executive search: Executive search firms are used for searching senior

managers and higher positions.




46

Web sites: The Company tends to use its web site as an external source

of recruitment. In this site, an application form is provided for the

interested candidates to fill in. When the organization needs to fill in

some vacancies, the HR officers log on to here and sort some CVs and

contact the qualified the people.

Advertisements: Advertisements in the national daily and jobsites for

managers and lower level position are published. In some cases, the job

sites on internet are used only. It is done because the organization needs

the people who are well aware of internet and outsides.

Words of Mouth: Sometimes, it is seen that the HR officers are sending

the mails to their familiar people within and outside the organization.

They do it when they need a bunch of people within a short time. When

they send the mails, they mention there that the candidates are going to be

recruited on an emergency basis. So, if someone has anyone interested to

do the proposed job, he or she can let the candidates contact the HR.

Job Fair: PRAN-RFL group also recruits people sometimes from job

fairs held in different universities or places. It is well recognized that this

group is the biggest recruiter in the job fair.

In the case of external sourcing following sources are used:

When an organization wishes to tell the people it has a vacancy,

advertisement is one of the most popular methods used. Advertisement

in the Newspaper will be posted on the national dailies. Advertisement

texts must be in the prescribed and approved format of the company.

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

Employee referrals: Employee referrals may be collected through

circulation of advertisement to all employees. The advantage of

employee referrals includes access to individual who possesses specific

skills and knowledge. It has also a disadvantage. It can lead to

preferential treatment to a wrong candidate.

Other sources:




47

There are also other sources depending on the circumstances professional

employment agencies, notice boards of technical universities like

BUET/KUET/CUET/RUET, other universities like DU/IBA/NSU etc and journals

may be chosen for attracting applicants against job openings. This source is very

effective in selecting qualified candidates.

** In some special cases, the CEO and DMD recruit some people to whom they

come in close contact personally. It follows necessarily that they tend to recruit

the foreign candidates in this way.

5.4 Recruitment cycle:

Requisition

7 days

Advertisement

10 days

Short listingscreening

2 days

Interview written

test

4 days

Compilation and

Approval 1 day

Reference check1 day

Medical check

1 day

Appointment letter

1 day




48

5.5 The Selection Activities:

The selection activities begin after the requisition is given by the heads of different division

and advertisements are published announcing a vacancy in the organization. In therecruitment Cycle, the rest of the 27 days go in selection activities. That means after

deducting 7 days for requisition and 10 days for advertisement from 10 days. Selection

activities follow a standard pattern.

Initial Screening

Employment test/

PreliminaryInterview

Comprehensive

Interview

Reference Check

Medical

Examination

Final job offer

Reject Applicant

Passed

Passed

Passed

Passed

Passed

Unable to do essential elements of ob

Problem encountered

Failed to impress intervieweror meet ob ex ectation

Failed Test

Failed to meet minimum re uirement




49

5.6 Screening of Candidates:Following the circulation of job vacancy, concerned Divisional/Department head and HR

division will scrutinize the applications and arrange written tests where applicable:

At the time of screening, the following criteria are followed:

Executive position: For the executive position, the candidate must have a master

degree. In some cases, the candidates having masters‟ degree only in the business

field are considered. Even, the candidates who have completed masters‟ from general

side and later completed MBA are not offered some posts. In this case, the candidates

who have graduation and post graduation in business are offered the posts.

Executive and above: For executive and above, the experience plays the most vital

role. At the same time, the academic background is also taken into consideration. In

this case, the candidates must have at least 2nd class in all academic levels. However,

in case of competent candidates with strong experience in the relevant fields, such

educational qualifications may be relaxed.

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

minimum educational recruitment is HSC. At the same time, the personal traits arealso examined in the screening test. Here, the candidates; seeming to be self

motivated, physically strong and with good eye sight are eligible.

For Non Executive Contractual Employment: For Non-Executive contractual

employees, minimum educational requirement is class eight pass. And they get daily

basis salary. Here, they are called wage worker.

5.7 Selection cr iter ia:

HR will decide the selection criteria in accordance with the concerned

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

good system.

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

Screening test

Interview

Paper checking




50

Testing outlook

Writing ability/aptitude test

Oral interview-structured competency based

Psychometric test for general managers, managers and above

5.8 Writ ten test:The most common and important method to assess applicants capability is through written

tests. HRM department encodes the papers of written tests scripts to prevent subjectivity

during examining the papers. This is more important when internal and external candidates sit

for the same test.

HRM department must set questions by taking inputs from interviews panel. Questionsshould set relevant to the positions along with general questions. Like junior executive level,

set the question here including general knowledge, intelligence question, specialized

question, which is needed in the department based.

On the other side, management trainee level then set the question where including general

knowledge question, intelligence question; it is also needed in the department based.

But the senior level, the question, is very much different. Here no other test only

psychometric test is given.

Final questions should be prepared by Assistant Manager, Sub Assistant Manager and make

copy just before test.

Minimum two persons from different units including the line manager to ensure fitness

should examine the answer scripts. Generally, questions should be on core business, on

management related issues and job specifics.

5.9 Oral interview:For the oral interview, competency based structured interview will be conducted. The

standard interview Assessment form along with probing questions will be supplied by HR

division.

Position specific structured interview with necessary proving question and assessment form

can also be developed / used.

The oral interview may take place in different phases according to the decision of HR

division and concerned division / department and on the basis of position.




51

Preliminary interview conducted by the respective immediate manager,

assistant manager also sub-assistant manager.

Second interview – conducted by director along with the respective

divisional / departmental heads

If the recruitment is for any key position / GM, AGM, Manager above level a final

interview must be conducted with the director, CEO.

5.10 Final SelectionOnce the final incumbent is selected, HR Division (Compensation & benefit) will initiate the

compensation plan and will make offer / process the appointment formalities.

Reference check may be conducted by HR division upon acceptance of offer. Subject to

satisfactory response joining will be accepted.

The selected candidate must undergo a medical checkup and subject to satisfactory medical

report formal appointment letter will be issued.

5.11 Re-employment

Re-employment is not encouraged by PRAN- RFL Group. However for highly competent

candidates exceptions can be made subject to the approval of the Director and the CEO.

5.12 Recruitment of contractual and othersThis policy governs the appointment of individuals on contract / caused basis and through

third party service providers. Prior to process the employment on the above category, the

division / department concerned must obtain requisition must contain the job specification

with justification of the need along with the period.

5.13 Recrui tment scenari o of PRAN-RFL GroupBased on the HR planning, the Divisional Head of Management trainee informs HR on

personnel requirement for the month of January which is approval from the director and

department head. These requisitions are given with the job description and job requirement.

Table: 1 Recruitment Requisition.




52

Division MonthNo. of

PositionName of Position

Management Trainee

(General)

January 10 MT-Chemical

MT-Civil

MT-DairyMT-QC

MT-Management

MT-Finance

MT-MarketingMT-Accounts (Internal

Auditor).

Veterinary officer.

Public Relation officer.

For these requisitions advertisement are given in the daily newspaper and bdjobs, which is a

popular jobsite. Applications are submitted in the HR Department are collected and

scrutinized. The applications then short listed.

Requisition by the divisional heads must contain job description and requirement. According

to these description and requirement HR prepared advertisement. As discussed curlier for

executive position candidate must be at least masters degree, for executive and above level,

candidate must have at least 2nd class in all academic level etc.



Chapter 6: Analysis & F indings

54

6.1 SWOT Analysis of Recruitment and Selection Practices in PRAN-

RFL GroupIt is well known that SWOT analysis is the comparative study among the strength, weakness,

opportunity and threats of a particular organization. The strength and the weakness refer to

the internal factors of the organization and the opportunity and threats refer to the external

factors of the organization. If an organization can do its SWOT analysis well, the

organization doesn‟t tend to fall short anywhere.

Basing on the study of PRAN-RFL Group, I have tried to have a SWOT analysis on the basis

of recruitment and selection practices of the group.

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

Strengths:

Good reputation: During the study, I have found that a rush of CV is coming against

a particular post. In some cases, it is found that I have received I have 100 CVs for a

single post. From this perspective, it can be said that the organization has a good

reputation in the job market. For this reason, the organization gets an opportunity to

choose from the lots of alternatives. This is certainly strength of the organization.

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

maintain the recruitment and selection practices. All the procedures of the

organization are well maintained by technological support. This is termed as a great

strength.

Effective Human Resource Plan: The human resource plan is very effective and

insightful. The plans are well executed and reviewed comprehensively.

Quality Top Management: The top management of the organization tends to be built

on quality. The top priority of the top management is one and that is quality. Even, the

top management of the organization well qualified. This is very great strength of the

organization.

Qualified Employee: The qualified employees are a great strength of the

organization. Here, at any level of administrative posts, the minimum qualification is

Masters. For this reason, all the employees in the head office are university graduates.

Expertise and Experience of Parent Company: The parent company was

established in 1981; meaning it has been about 30 years since it started its operation.




55

In this long journey, the company has bagged a massive experience into its store. So,

the company can use the experience and expertise gained from this long experience in

its recruitment and selection procedures.

Great Number of Sister Concern: The company has the strength that it is consisted

of so many sister companies. As it has so many options, it can recruit so many people

at a time. It gives the organization a greater strength.

Strong Team Work : The greatest strength of the organization is that the recruitment

and selection team here work in a synchronized way and in team. Their team activities

are very strong.

Weakness:

Poor Looking HR Building: The HRM building is supposed to look fantastic and

colorful. But in the PRAN-RFL Group, the HRM building is not that much

fashionable. For this reason, the highly ambitious candidates come to sit for the tests

but after the seeing the environment, they do not want to join here. The candidates

from the foreign universities and top class public and private universities tend to do

this. This is termed as a weakness.

Shortage of Exam Halls: The focal weakness of this organization is that the building

doesn‟t have good support of exam halls. When the recruitment team plans to recruit

the sales representatives in larger number, they can‟t do it. This doesn‟t ha ppen

because they don‟t have good support of exam halls.

Website Is Not Updated: The last but not the least weakness of the organization is

that though the technology team is very strong here, their website is well updated as

much as it should be. For this reason, the interested candidates fall short of

information prior to coming here in the organization.

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

interview board that is supposed to have the interview and select a candidate for a

particular post. Very often it is seen that a candidate is to undergo several interviews

owing to the absence of a central committee for interviewing. When a candidate

passes the primary stages of screening and written tests, he or she is called for the

final interview with the director of the particular department. But when the particular

wing of that department is informed of the recruitment, the chief of the wing




56

procrastinates showing the reason that he wants to see the candidate again. In this

way, the total process takes a long time and the candidate has to come and go several

times.

Lack of Waiting Room: The most embarrassing weakness of the recruitment and

selection department is that it has no waiting room of its own. For this reason, when

the candidates come to sit for an exam, they are to keep standing very often outside

the office. It creates a very bad impression of the organization.

Opportunities:

Want of Jobs in the Public Sector: A greater demand of jobs found due to the gaps

in the public sector creates an opportunity for this company. As the population grows,

the demand for jobs grows. To meet up this demand, the public sector is really unable.

For the reason, PRAN-RFL group is getting the opportunity to fill in the vacant posts

with more qualified candidates.

Changing Mentality of the New Entrants: The new entrants into the job market are

a bit changed now. They have a tendency that the public jobs are not smart,

fashionable and lucrative. To them, the public jobs are a bit like the classical old

schools with little amenity of modern life. So, they move to getting the private jobs

like in the PRAN-RFL Group.

Absence of the Same Level Company: PRAN-RFL group enjoys an opportunity that

there is no same level company in the country right now. Even, the company with the

same business is not as big as it is now. This factor is helping the organization a lot.

Another thing is that the main competitors have congested the product line these days.

For this reason, the company sees the better days.

Threats:

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

country poses a greater threat to the PRAN-RFL group. As the number of companies

is growing, the job market is becoming more and more open and competitive. In this

backdrop, the candidates are getting a lot of options to find the jobs. So, whenever

they want, they are getting the scope to switch over another job. Hence, with so many

alternatives present in the job market, the company finds it really threatening to retain

the best employees it has and to recruit the best candidates it can have.




57

Misconception of Candidates: During the study, I found that many of the candidates

of the candidates have a misconception about the PRAN-RFL group. Even, this

misconception is accelerated by its envious competitors. Though the group doesn‟t

many things to do about the misconception among the candidates, it is posing a

greater threat to the good will of the company.

Lucrative Offers of the MNCs: The MNCs existing in the country are offering a

handsome salary at the very outset. Say for example; if a well qualified joins

NESTLE or GRAMEEN PHNOE, he or she is offered minimum 25000- 30000 BDT,

but in this organization, the new entrant is offered 8000- 12000 BDT. The amount it

offers may not be a question but when the candidates get better offers, they never tend

to join here. This is supposed to create a talent gap in the organization.

Recession in the Economy: The silent economic recession is also threatening the

smooth functioning of the recruitment and selection policies of the organization.

When the organization cannot provide the increment to the existing employees; how

can it offer a handsome salary package to the new entrants? Thus the economic

recession poses a greater threat to the recruitment and selection practices of this

group.

Better Working Environment in Other Companies: The better working

environment in other companies of the country poses a serious threat the organization.

As the days go by, the companies are trying to be converted into MNC. With this

vision in the back of mind, the companies are very enthusiastic to modernize their

environment every day. In this process, the companies are trying to be more furnished

with newer technologies and IT facilities. This type of situations creates a

comprehensive external threat to the company.

6.2 F indings of the StudyThe findings of the study are as follows:

The recruitment and selection practices of the PRAN-RFL Group are suffering from

internal and external pressures. As a result, the HRD of the PRAN-RFL Group cannot

recruit and select the best candidates to fill-up the vacant position of the organization.

The manager of the PRAN-RFL Group cannot conduct an ideal recruitment and

selection program due to the existence of old and classical styles. That is why,




58

disqualified candidates can get the chance to submit their CVs in the organization and

it creates problems on the activities of HR Department.

The HR Department of the PRAN-RFL Group always takes employee referrals for

recruiting and selecting the right candidates to fill-up the vacant position of the

organization. As they put a lot of importance on the referrals, they most often fail to

locate the right candidates for the right job.

The recruitment and selection policies of this organization are not well organized in

some cases. For this reason, some problems always take place in the course of

recruitment and selection.

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

There is no central interview board in the organization.

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

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

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



Chapter 7: Recommendations & Conclusion

60

7.1 Recommendations

The following recommendations will help the HR manager of PRAN-RFL Group to

overcome the problems involved with existing recruitment and selection practices of this

company:

The HR manager of the PRAN-RFL Group should have the ability to take the right

decision under the internal and external pressures and must be very cautious to select

the most qualified candidates for the betterment of the company.

The HR manager of this company should try to conduct an ideal recruitment and

selection program. Because it encourages the qualified candidates to submit their CVsin the organization and discourages the disqualified candidates to submit their CVs in

the organization. As a result, on the one hand, the manager may fill-up the vacant

positions with the most qualified candidates and on the other hand, the manager may

reduce the hassles of the HR Department.

The HR Manager should take a comprehensive initiative to make all the recruitment

and selection policies well organized and clearly defined. He should also take some

steps to have a survey over the competitive companies to understand the gap between

what PRAN-RFL is and what the other companies are.

The HR Department of the company should form some committees assigned with

respective duties. Say for example; one committee will be responsible for planning;

one for advertising; one for interviewing; and the other for this kind of jobs. If this

can be done, the recruitment and selection wing is very likely to conduct a standard

recruitment and selection program. This committee should be capable of selecting the

most qualified candidates for filling the vacant positions of the organization.

The HR manager of this company should be very active and alert to make all the

policies up-to-date so that the manager can smoothly overcome the problems relating

to recruitment and selection practices.

The HR manager should also have a comprehensive follow up of the policies and

practices to ensure that all the things are going alright.

The HR manager should arrange weekly meetings participated by all the officials ofthe recruitment wing. In the meeting, all the officials should be made to talk over the




61

issues they face frequently. If some problems are found, a prompt action should be

taken in line with policy of the total management. Even if there is no problem, the HR

manager should motivate the employees regarding how to better the total system.

The recruitment wing should set a complain box at the entrance; by doing this, the

wing can listen to the expectation of candidates. In line with this, if they can act, the

total scenario is sure to change.

The HR manager should take immediate and comprehensive step to form a central

interview board so that the hazards in the course of recruitment and selection can be

minimized. He should do it to optimize the organizational prestige among the new

entrants.

The recruitment and selection wing should arrange a special waiting room furnished

with sitting furniture and other living facilities. In the room, they can set some posters

to enhance the beauty of the rooms and to create an aesthetic sense among the waiters.

The HR manager should be very alert to keep the policies up to date in line with the

changes in the modern world of business. In fact, the business world is changing fast;

even faster than we can imagine. So, the manager should stay connected with the

outside world to make it sure that all the policies followed in the organization are

based on what are the newest




62

7.2 Conclusion

The project called “HRM PRACTICES OF PRAN-RFL GROUP WITH A SPECIAL

REFRENCE TO RECRUITMENT AND SELECTION” is assigned by the organization.

During developing this project, I have gathered a cargo of experiences which, I believe

strongly, will be a very valuable resource in my practical life in future.

Recruiting and Selecting are a unique process of discovering potential candidates for actual

and anticipated organizational vacancies. From another perspective, it is a linking activity

that brings those with jobs to fill and those seeking jobs together. The success of recruiting

and selecting also needs cooperation of the department in which a position is vacant. They

must give the description and specification of the job for which a person will be hired. At the

same time, HR also needs to analyze the nature of that job. The effective analysis will lead to

an effective advertisement that will attract the qualified and discourage the disqualified.

Timely requisition is also very important; simultaneously the HR needs continuous

monitoring for the upcoming vacant positions in every department. As retention of employees

has become the greatest challenge of an organization, the recruiters have to be careful enough

and visionary to select people so that the new entrant can be retained for a long time; fitting

in the best position he or she deserves. It is a common scenario that every, large or small,

multinational company controls its huge number of employees through HRD. In line with

that, organizations throughout the world are quickly changing and improving the quality.

In this backdrop now-a-days, the role of HRD has become very important and to say frankly

the most integral part of an organization.

The Human Resource Department of PRAN-RFL Group is strong, supportive to its

employees. Concomitantly, the HRD coordinate the other department in an effective way so

that the organization goals can be achieved optimally.

In fine, PRAN-RFL Group recruitment and selection effort by HRD is really ideal. This ideal

recruitment and selection effort brings in a satisfactory number of qualified applicants by dint

of its effectiveness and efficiency for the optimal growth of the organization. That‟s why;

PRAN-RFL Group is enjoying and experiencing a continuous development in their pursuit of

excellence.



63

References

www.pranfoods.net

www.pranrflgroup.com

www.rflbd.com

Kenneth J. Mcbey, Monica Belcourt, Strategic Human Resource Planning, 2nd edition,

Thomson, (2011-2012).

George T Milkovich, Personnel/human resource Management, 5th edition, Business

Publications (1988).

Gary Dessler, Human Resource Management, 13th edition, Pearson,(2012).

David A. DeCenzo and Stephen P. Robins, Fundamentals of Human Resource

Management, 4th edition, Prentice Hall, (2004).

Different Websites

http://www.pranfoods.net/

http://www.rflbd.com/

http://www.rflbd.com/

http://www.pranfoods.net/



Annex

64

Annex

Interview Schedule:

SL. Date Time Applicant Name Contact No. Job title

1

2

3

4

5

Interview for the post of ………………………………………

Candidate Facts Sheet:

SL Name Academic

Particulars

Experience Mobile No.

1

2

3

4

5



Annex

65

Attendance Sheet

Position:

Date:

SL. Name of the Candidates Cell No. Signature

1

2

3

Candidate Evaluation Sheet:

Name of the Post:

SL Name of the

Candidate

PersonalitySubject

knowledge/

Communicationskill

InitiativeSupervisorycapability

Wor

kingexpe

rienc

e

Sense ofresponsibili

ties

Total marks

(i) (ii) (iii) (iv) (v) (vi) (i-vi)

1

23

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

(Signature)



Annex

PRAN-RFL GROUP-EVALUATI ON REPORT

Position Applied for: Type of Test Marks(Obtained)

Designation: Written Test-100

Name: Academic

Performance(Marks-24)

S/O:

Address: Vill.:

PS:

PO:

Dist.:

Related jobExperience (Marks-16

Age: Years MaritalStatus:

Department(s): Job Aptitude(Marks-10)

Education

Name of ExamInstitute/Board/University Year

Division/

Class/CGPA

Leadership (Marks-10)

Health(Mark-10)

Communication

Skill (Oral)(Marks-30)

Total obtained fromabove GeneralInterview (Marks-

100)

Position Hold Experiences(s) (Employer) Duration/Year

Group Discussion

(Marks-100)

Computer Skills(Marks-100)

Selected for Department:

Selected for Division/Company; Grand Total

(Marks-400)Place of Joining:

Salary (PM) on probation:

Salary (PM) on Confirmation: Interviewed by

Report to:

Date of Joining: on or before.

Type(s) of test taken:

final report bba

Documents