origin of the report-1

8/11/2019 Origin of the Report-1

1/66

1.1 Origin of the report:

In today's world only academic education does not make a student perfect to become

competitive with the corporate & global business world. By doing in internship program, a

student can get the opportunity to learn facing about real business world. Internship is highly

needed to gain idea knowledge and experience. I am a BBA graduate from the Bangladesh

niversity of Business & !echnology "BB!#, one of the reputed universities in Bangladesh.

It has designed its curriculum of the BBA program such a way that the standard graduates will

be produced.

After completing my BBA degree I need to go for further professional experience through

internship in a business organi$ation. Southeast Bank Limited, is a place where I have

learnt the business dealings.

As a BBA Internee I have tried to maintain the pace with the competitive business

environment on official activities culture philosophy norms & styles. It would reflect the

best at any field of my personal life. !he accounts manager is my overall guide philosophy

& superior. %eceiving his all of cordial support I have been availed the opportunity to

work with office for three months' where I acuired idea of real business and corporate

world.

1.2. Significant of the Report:

As a mandatory part of the BBA program, all the students of aculty of Business, Bangladesh

niversity Business & !echnology "BB!# have to undergo () weeks internship program

with an ob*ective to gain practical knowledge about business vorld. After this program, the

students have to submit an internship report, which reflects their activities during the

program. I *oined +outheast Bank imited "+-B# to undergo this internship program for the

period of () weeks starting from uly /), )/(0 to +eptember /), )/(0. internship report

topic is recruitment & selection. !his is also approved by my internal supervisor 1r.

Arafater %ahman Bhuiyan, Assistant 2rofessor, 3epartment of 1anagement. Bangladesh

niversity of Business !echnology.


2/66

13. Scope of the report:!he report entirely discusses the current service offered by Southeast Bank limited andhow they perform different 4% practice at +outheast Bank imited. !he reports discuss the

current recruitment policies of the Southeast Bank Limited, at its top, mid and entry

management level employees. All policies of human resource other than recruitment areexcluding in this report.

1.4.O!ecti"es of the report:

5b*ective of internship program incorporate many things. !he ob*ectives of the study aregiven below6

(. !o know the sources of recruitment followed by S#BL.). !o identify the recruitment and selection process of S#BL.0. !o find out the problems regarding recruitment and selection practices of S#BL.7. !o recommend some possible measures to overcome problems.

1.$.%ethodolog& of report:

1ethodology refers to the systematic method consisting of enunciating the problem,

formulating a hypothesis, and collection the facts or data, analy$ing the facts and reaching

certain conclusion either in the form of solution towards the concerned problem or in

certain generali$ations for some theoretical formulation. It includes the process of

gathering, recording, analy$ing critical and relevant facts about any problem in any branch

of human activity. It refers to critical searches into study and investigation of problem

8proposed course of action8hypothesis or a theory.


3/66

1.$.1 Research design:!his research is a descriptive type of research. !he report has been developed basically both onprimary and secondary data .In this report I have described the recruitment and selection

process of +outheast Bank imited.

1.$.2. '&pes of data:

In this report I have used both primary and secondary data. 2rimary data is the data whichobserved or collected directly from first hand experiences. +econdary data is the data which

have already been collected and analy$ed by some else and results are undertaken for the next

process.

1.$.3. Sources of data(!he relevant information is collected from the primary sources and also used the secondarysources of data. !hese are given below6

1.$.3.1. )rimar& data sources:>!hrough uestionnaire

> ace to face conversation

1.$.3.2. Secondar& data source(!he data I have collected from the secondary sources are follows6

> 5fficial records of +-B

> 9ebsite of +-B "www.southeastbank.com.bd#
http://www.southeastbank.com.bd/http://www.southeastbank.com.bd/


4/66

1.$.4. *ata collection procedure( $.4.1. )rimar& data collection(1. 'hrough +uestionnaire: 5ne set of uestionnaire were used in the study .both

close ended and open ended uestions were used in the uestionnaire.

2. ace-to-face con"ersation: !o collect authentic primary data I have conducted

face:to:face conversation with concerned person.

3. *irect oser"ation: I have also acuired some primary data from the direct

observation of my whole internee period.

1.$.4.2. Secondar& data collection: Official data of S#BL: +econdary data were collected from official records that

mean relevant files and documents.

/esites:;ecessary secondary data were collected from the website of +-B.


5/66

1.$.$. *ata anal&sis and reporting:After collection of entire data, different approaches are widely used to analy$e and

organi$e the data. In this process, technological assistance was more significant and

indispensable. %esults have been presented in the form of tables and graphs. I have used

several tools for processing, analy$ing and preparing the information. After collection

of raw data various types of computer software such as 1+ word, and 1+ -xcel and

1+ power point have been used for editing and processing the data. !he whole chapter

of analysis and imprecation is based on the responses of (0 respondents who wereadministered with a uestionnaire which contain the personal data their views about the

recruitment and selection process of +-B.

1.$.0 Sampling plan:

)opulation: A group of individuals or items that share one or more characteristics

from which data can be gathered and analy$ed is called population.

Sample unit: !he sample unit of the survey was Accounts 1anager, 4% 1anager,

-xport & Import in charge,


6/66

= It -was very difficult to collect information from various personal for their *obs constraint.

= +ince the 4% manager had to respond to my uestionnaire while they were busy they were

busy with their daily work.

= +ome of the officers were less interested to respond to my uestionnaire.= ack of availability of information and data, as in many cases updated data were not

available.= !o maintain company secrecy some information are not mentioned in this report.

= At present all employees of +outheast Bank Limited .are very busy and it is hard to get

appointment with them.


7/66

2.. ompan& O"er"ie(+outheast Bank imited was established in (>>? with a dream and a vision to become a pioneer

banking institution of the country and contribute significantly to the growth of the national

economy. !he Bank was established by leading business personalities and eminent

industrialists of the country with stakes in various segments of the national economy. !heincumbent


8/66

2.1. Short )rofile of Southeast Bank Limited:+outheast Bank td. is a highly promising bank. It has (/? branches in Bangladesh. Beside it+outheast Bank td. has ) financial services in @ & Australia ;amed by +outheast inancial

+ervices "@# td. & +outheast inancial +ervices "Australia# 2ty. td.

>?

Address

???7EE & >??//G( ax6 >??//GE, >??//>0 &>?E0(/)

-:mail 9eb address infoHsoutheastbank.com.bd

www.southeastbank.com.bd8owa

1anagement6 A# 1r. Alamgir @abir "


9/66

2roduct arious types of loans, savings account, etter of


10/66

2.4. )roduct *escription(on"entional Banking

6slamic Banking

Loans 7 8d"ances


11/66


12/66

ii redit *epartment: !his department works for giving loans.

?* #9port *epartment: !his department works for maintaining all works related to export.

1ainly this department works for opening etter of


13/66

2.0.rganogrma:1anaging 3irector

I3eputy 1anaging 3irector +enior -xecutive ice 2resident

-xecutive ice 2resident

I +enior ice 2resident

ice 2residentirst icJ 2resident

Assistant ice 2residentirst Assistant ice 2resident

I2rincipal 5fficer -xecutive 5fficer

+enior 5fficer 2robationary 5fficerunior officer

Assistant 5fficer "cash8


14/66

3.1 ;uman Resource %anagement:4uman %esource 1anagement is the part of the organi$ation that is concerned with the 'people'

dimension. 4uman %esource 1anagement deals with people working in the organi$ation. It is a

process of acuisition, development, motivation, and maintenance of human resource of an

organi$ation.

3.1.1 *efinition of ;uman Resource %anagement(

4uman %esource 1anagement is a management function that assists managers to recruit,select, train and develop members of an organi$ation for achieving the goal effectively.

1any authors and specialists define 4%1 in many ways6

*ale


15/66

3.1.2 haracteristics of ;uman Resource %anagement(!here are several features of 4uman %esource 1anagement. !hese characteristics pinpoint

the nature of human resource management starting from acuisition to utili$ation of human

sources which are briefly discussed below6L 3evelopment of well : conceived policy 6the first feature of 4uman %esource

1anagement is to develop a well:accepted policy for the organi$ation. !he purpose is to

practice 4uman %esource 1anagement activities in a better way.

L 3evelopment of harmonious or cordial relations6 development of harmonious relation isaimed to achieve goal, for the fulfillment of the functions. A4 barriers to cordial relations

should be removed.L -stablishing a chain of command6 4uman %esource 1anagement must establish a chain

of command without which discipline cannot be maintained. !hese unity of command,

unity of direction and scalar chain.

L Awareness of own nature of services6 this is the fourth characteristics of 4uman%esource 1anagement. By creating awareness promotion policy can be establishedK

training policy can be implement and other policy can be implemented and other policy can

be made well understood.L 1ust be good communicating and effective leader6 4uman %esource 1anagement must

communicate and give proper guidance to the employees. !hus company policies anddecisions can dMbe properly interpreted and practiced.

inally, with these features and characteristics above can pinpoint about the nature of

4uman %esource 1anagement.


16/66

3.1.3 6mportance of ;uman Resource %anagement(!here are some points of importance of 4uman %esource 1anagement in the industrialorgani$ation. Importance of 4uman %esource 1anagement can be explained with these

points. If all these things are properly managed, we can say that there is an importance of

4uman %esource 1anagement. 4owever, these points are briefly discussed below6L 2olicy formulation6 Importance of 4uman %esource 1anagement can be understood if

it can formulate human resource policies properly. It is the wisdom of 4uman %esource

1anagers.L 2olicy execution6 efficient 4uman %esource 1anagement executes all human resource

policies in accordance with goals and ob*ectives for the achievement of which these were

formulated.L %eview of employee needs6 4uman %esource 1anagement reviews employees needs

hopes and aspirations time to time an regularly.

L tili$ation of human resources6 it is a very tough function .-fficient human resource

management can successfully utili$e efforts and sincerities of employees. And thus,organi$ation ob*ectives can be achieved and all functions can be properly performed.

L +ocial welfare development6 -mployees are social beings. !here have various needs

and demands and deserve to be mitigated. +ocial welfare can enhance the involvement of

employees which had to the satisfaction of top management.L -ffective trade unionism6 trade unionism industrial disputes, conflict and all other

ha$ards can be handled appropriately and peacefully by 4uman %esource 1anagement.

L 5verall development of organi$ation6 ultimate, the overall development of an

organi$ation can be contributed by effective 4uman %esource 1anagement because

employees are properly utili$ed and managed by 4uman %esource 1anagement.


17/66

3.1.4 O!ecti"e of ;uman Resource %anagement(ollowing of ob*ectives are important which can be discussed in short. 9ith the fulfillment

of these ob*ectives 4uman %esource 1anagement can become successful6

L !o help the organi$ation reach its goalsL !o develop efficiency and skills of employees

L !o ensure effective utili$ation and maximum development of human resources

L !o achieve and maintain high moral among employees

L !o ensure respect for human beings. !o identify and satisfy the needs of individualsL !o ensure reconciliation with well:trained and well:motivated employees

L !o increase to the fullest the employees *ob satisfaction and self actuali$ationL !o attract good people

L !o enhance employees capabilities to perform the present *ob

L !o develop overall personality of each employee in its multidimensional aspect.

L


18/66

0.(.? ;ature of 4uman %esource 1anagement6

4uman %esource 1anagement is a process of bringing people and organi$ations together

so that the goals of each are met .the various features of 4%1 include6

L It is pervasive in nature as it is present in all enterprisesL Its focus is on results rather than on rules

L Its tries to help employees to give their best to the organi$ation

L It is all about people at work, both as individuals and groups

L Its tries to put people on assigned *obs in order to produce good resultsL Its helps an organi$ation meet its goals in the future by providing for competent and

well motivated employeesL Its tries to build and maintain cordial relations between people working at various levels

in die organi$ation

L It is a multidisciplinary activity, utili$ing, knowledge, and inputs drawn from

psychology. -conomies, etc.


19/66

3.1.0 )rinciples of ;uman Resource %anagement:A principle is a basic statement of truth explaining cause and effect relationship between two ormore variables every sub*ect is guided by its principles.

L


20/66

3.1.> Scope of human Resource %anagement:

!he scope of 4%1 is, indeed, very vast and wide. It includes all activities starting from

manpower planning till employee leaves the organi$ation. According, the scope of 4%1

consists of acuisition, development, maintenance, and control of human resources in theorgani$ation.

ig : Scope of ;uman Resource %anagement


21/66


22/66

)rocurement( It involves procuring the right of people in appropriate number to be placed in

the organi$ation. It consists of activities such as manpower planning, recruitment, selection,

and placement and induction orientation of new employees.

ompensation( compensation function 3evelopment6 activities meant to improve theknowledge, skills, aptitudes and values of employees so as to enable them to perform their *obs

in a better manner in future. unctions may comprise training to employees, executive trainingto develop managers, organi$ation development to strike a better fit between organi$ational

climate8culture and employee.involves determination of determination of ways and salaries matching with contribution made

by employees to organi$ational goals. It consists of activities such as *ob evaluation, wage and

salary administration bonus, incentives.

%aintenance( it is concerned with protecting and promoting employees while at work. or thispurpose, various benefits such as housing, medical, educational, transport facilities, etc to the

employees. +everal social security measures such as provided fund, pension, gratuity,insurance, etc. are also arranged.

3.3 Recruitment:+uccessful human resource planning should indentify human resource needs. 5nce these needs are

indentified, the 4% department is able to do something to need them. Acuisition function of 4%1or 4%2 helps determine the number and type of people an organi$ation needs *ob analysis and *ob

design specify the tasks and duties of *obs and the ualification expected from prospective *obholders. !he next logical step is to hire the right number of people of the right type to fill the *obs.

4uman %esource 2lanning

3etermine %ecruitment and +election ;eeds

)


23/66

%ecruitment is defined as, N a process to discover the sources of manpower to meet the

reuirements of staffing schedule and to employ effective measures for attaching that manpower in

adeuate numbers to facilitate effective selection of and efficient work forceN

+imple term recruitment is process of seeking and attracting a pool of candidates from which

ualified candidates for *ob vacancies can be chosen

A formal definition6 %ecruitment is the process of finding and attracting capable applicant foremployment. !he process begins when new recruits are sort and ends when their applications are

submitted. !he result is a pool of applicants from which new employee are selected.

3.3.1 )urposes and 6mportance of Recruitment:!he general purpose of recruitment is providing a pool of potentially ualified *ob candidates.+pecially, the purposes are to6

= 3etermine the present and future reuirement of the organi$ation in con*unction withpersonnel:planning and *ob:analysis activities

= Increase the pool of hob candidates at minimum cost.= 4elp for increasing the success rate of the selection process by reducing the number of

visibly, under ualified or overualified *ob applicants.

= 4elp for reducing the probability that *ob applicants, once recruited and selected, will leave

the organi$ation only after a short period of time.= 1eet the organi$ation legal and social obligation regarding the composition of its

workforce.= Begin identifying and preparing potential *ob applicants who will be appropriate candidates.

= Increase organi$ational and individual effectiveness in the short long team.= -valuate the effectiveness of various recruiting techniues and sources for all types of *ob

applicants.

)0


24/66

!he recruitment process should inform ualified individuals about employment opportunities create

a positive image of accompany, provide enough information about the *obs so that the *ob

applicants can make comparisons with their ualification and their interests, and generate

enthusiasm among the best candidates so they will apply for the vacant positions.

3.3.2 actors 6nfluencing Recruitment(External Factors:

+upply and demand nemployment rate abor market 2olitical:social:legal


25/66

3.3.3 #9ternal actors(!he external forces are the forces which cannot be controlled by the organi$ation. !he ma*orexternal forces are6

+upply and demand6 !he availability of manpower both within and outside the organi$ation isan

important determinant in the recruitment process. If the company has a demand for more

professionals and there is limited supply in the market for the professionals demanded by the

company, they the company will have to depend upon internal sources by providing themspecial training development programs.

abor 1arket6 -mployment conditions in the community where the organi$ation is located willinfluence the recruiting efforts of the organi$ation. If there is surplus of manpower at the time

of recruitment, even informal attempts at the time of recruiting like notice boards display of the

reuisition or announcement in the meeting etc will attract more than enough applicants.

Image8Coodwill6 Image of the employer can work as potential constraint for recruitment. Anorgani$ation with positive image and goodwill as an employer finds it easier to attract and

retainemployees than an organi$ation with negative image. Image of a company is based on what

organi$ationdoes and affected by industry.

2olitical:+ocial:legal -nvironment6 arious government regulations prohibiting discriminationin hiring and employment have direct impact on recruitment practices.

nemployment %ate6 5ne of the factors that influence the avialebity of applicants is the growthof the economy "whether economy is growing or not and its rate#. 9hen the company is not

creating new *obs, there is often oversupply of ualified labor which in turn leads tounemployment.


26/66

3.3.4 6nternal actors(!he internal factors are the factors which can be controlled by the organi$ation. !he

internal factors are6

Recruitment )olic&( !he recruitment policy of an organi$ation specifies the ob*ectives ofrecruitment and provides a framework for implementation of recruitment programs and

procedures by filling up vacancies with best ualified people.

;uman Resource planning: -ffective human resource planning helps in determining the

number of employees to be recruited and what ualification they must possess.Sie of irm: !he si$e of the firm is an important factor in recruitment process. If the

organi$ation is planning to increase its operations and expand its business, it will think ofhiring more personnel, which will handle its operations.

ost: %ecruitment incur cost to the employer, therefore, organi$ations try to employ that

source of recruitment which will bear a lower cost of recruitment to the organi$ation for

each candidate.

=roth and #9pansion( 5rgani$ation will employ of think of employing more personnel

if it is expanding its operations.

3.4. omponents of the Recruitment )olic&:!he general recruitment policies and terms of the organi$ation

L %ecruitment services of consultantsL %ecruitment of temporary employees

L niue recruitment situations

L !he selection process

L !he *ob descriptionsL !he terms and conditions of the employment

A recruitment police of an organi$ation should be such that6

)E


27/66

It should focus on recruiting the best potential people.

!o ensure that every applicant and employee is treated eually with dignity and respect.

nbiased policy.

!o aid and encourage employee is reali$ing their full potential

!ransparent, task oriented and merit based selection. 9eight age during selection given to factors

that suit organi$ation needs. 5ptimi$ation of manpower at the time of selection process. 3efiningthe computer authority to approve each selection.(Abides by relevant public policy and legislation on hiring employment relationship. Integrates

employee needs with the organi$ational needs.

3.$ actors 8ffecting Recruitment )olic&(L 5rgani$ational ob*ectives

L 2ersonnel policies of the organi$ation and its competitors

L !op management influenceL Covernment policies of the organi$ation and its competitors

L ;eed of the organi$ationL Budget

27


28/66

3.0 O!ecti"e of Recruitment )olic&:5b*ectives are targets and goals. According to oder, following are the main ob*ectives of

recruitment policy6

(. !o find and employ the best ualified person for each *ob.). !o retain the best and most promising ones.

0. !o offer promising careers and securities.

7. !o provide facilities for growth and development.

?. !o minimi$e the cost of recruitment

E. !o reduce the scope of favoritism and malpractices


29/66

3.>.1.@o 8nal&sis: ob analysis is the foundation for all assessment and selection decisions. !o

identify the best person for the *ob, it is crucial to fully understand the nature of that *ob. ob

analysis provides a way to develop this understanding by examining the tasks performed in a *ob,

the competencies reuired to perform those tasks, and the connection between the tasks and

competencies.

0.F.) .;R )lanning: Integrating human resource management strategies and systems toachieve the overall mission, strategies, and success of the firm while meeting the needs of

employees and other stakeholders.

0.F.0. 8d"ertisement: 5nce the recruitment is approved, an advertisement needs to draft based

on the skills, ualification, experience and competencies as have been identified and specifiedin the respective *ob description. A common template should be used designed by corporate 4%

3epartment. 1anager & !alent 1anagement would draft out the advertisement and arrange for

publishing the same.

0.F.7. 5 Sumission:2otential candidates interested in *oining the buying house are reuired to send their complete

curriculum vitae. An acknowledgement of receipt is sent for all submitted applications to the

candidate's e:mail.

0.F.?. 8pplication #"aluation:

2otential candidates will be invited to participated in aptitude tests i.e. numerical, verbal,-nglish and psychometric, when deemed necessary.

30


30/66

0.F.7. apailit& ased 6nter"ies:!o ensure that our recruitment process is fair and consistent, all candidates who are

successful at the exams are invited for a capability based interview. Interviews are based

against capabilities, reuired for each position for each position for which the candidate isinterviewed for a capability or competency is an ability described in terms of skills &

behaviors that are essential to effectively perform within a *ob.

3.>.0. Short Listing: +hort listing involves ob*ectively assessing each application against

the essential and desirable criteria set out in the person specification.


31/66

a. )romotions 7 'ransfer: 2romotions and transfer from among the present employees can

be a good source of recruitment which facilitate the organi$ation in different ways as building

morale, encouraging competent individuals who are ambitious, carrying comparatively lower

cost and finally promoting from within act as a training device for developing middle level andtop level managers.

. #mplo&ee Referrals: !his can be a good source of internal recruitment. -mployees candevelop good prospects for their families & friends by acuainting them with the advantages of

a *ob with the company, furnishing cards of introduction and even encouraging them to apply.

c. ormer #mplo&ees( +ome retired employees may be willing to come back to work on a

part:time basis or may recommend someone who would be interested in working for the

company.

d. )re"ious 8pplication: Although not truly an internal source, those who have previouslyapplied for *obs contacted by mail, a uick and inexpensive way to fill an unexpected opening.

2. #9ternal Sources: 5rgani$ations usually go to external sources for lower :entity level *obsKfor positions whose specifications cannot be met by present personnelK for diversifying into

new avenues in. for merging with another organi$ation. Among the external sources, following

are included6

a. 8d"ertising: !oday all forms of media advertising are used in recruiting employees. 1osttypical are newspapers, trade, and professional *ournals, radio and television. !his can have the

advantage of reaching very large numbers of potential candidates as well as more speciali$ednumbers of candidatesK costs of screening may be heavy.

32


32/66


33/66

g. Recruiting "ia the 6nternet:;ow a day most employers are conducting employment

interviews on:line. 5ne survey found that on a typical day, more than 7 million people turn to

the 9eb looking for *obs. -mployers are therefore making it easy to use their 9eb:sites to hunt

for *obs.3.Selection:

!o select is to choose. +election is a screening process. It is the process of picking individualswho have the relevant ualifications to fill *obs in an organi$ation. !he basic purpose is to

choose the individuals who can most successfully perform the *ob from the pool of ualifiedcandidates. +election starts after recruitment process is over and *ob applications have been

received.

It is the process of finding out candidates for employment from large pool of candidates who

posses process ualification to perform the *ob successfully. It is the process of determiningfrom the supplicants for employment which one best fit the manpower reuirement and should

be offered positions s the organi$ation.

3.1 #n"ironmental actors 8ffecting Selection: +election is influenced by several factors.

1ore prominent among them are supply and demand and of specific in the labor market,

unemployment rate, labor:market conditions, legal and political considerations, company's

image, company's policy, 4%2, and cost of hiring. !he last three constitute the internalenvironment and the remaining form the external environment of the selection process..

3.11. 'he Selection )rocess(!he ob*ective of selection process is to choose the individual who can successfully perform the *ob

from the fool ualified candidates. ob analysis, human resource planning and recruitment are

necessary 2rereuisites to the selection process.

34


34/66

!he steps that wetypically comprise the selection process. %eception of application, screening,

application blank, interview, emnlnvment test, references nhvsical8merlir.al examination, final selection,

placement.

2reliminary Interview6 !he preliminary interview is such an interview that is generally planned

by large organi$ations for short listing the potential candidates in order to cut the costs ofselection by allowing only eligible candidates to go through the farther sages in selection. It

may be written or oral or both. A competent executive from the 4% department may elicitresponses from applicants on important items determining the suitability of an applicant for a

*ob such as appearance, age, education, training, experience, pay expectations, aptitude,

interests, choice etc. this 'courtesy interview' as it is often called, helps the department screen

out obvious misfits. If the department finds the candidate suitable, a prescribed applicationform is given to him8her to fill and submit.

35


35/66

illing an 8pplication Blank: Application blank or form is one of the most common method

used to collect information on various aspects of the applicant's personal, academic,

professional, social, demographic and work related background and references. It is brief

history sheet of an applicant's background, usually containing the things that indicate his8hersuitability for the position concerned. Application blank is considered a highly useful selection

tool, in that it serves three important purposes6a. It introduces the candidate to the company.

b. It helps the company to screen and re*ect candidates if they fail to meet the eligibilitycriteria atthis stage.

c. It can serve as a basis to initiate a dialogue in the interview.

#mplo&ment 'ests: 5rgani$ation selects employees to get certain works done by them. +o, it

is necessary to test whether particular candidates have the capabilities to perform them. or thispurpose, employers follow certain selection procedures. 1ost of the companies use

employment tests in order to be that these tests are reliable and valid.

8ptitude tests( Aptitude tests measures a person's capacity or potential ability to learn and

perform a *ob.0.:me of the more freuently used test measure verbal ability, numerical ability,

perceptual speed, spatial ability and reasoning ability.

)s&chological tests: It attempts to measure personality characteristics. 2ersonality tests aredesigned to sure such personality characteristics as emotional stability, tolerance, capacity to

get along, habits, hobbies, maturity and psychoneurotic and psychotic tendencies.)s&chomotor tests( 2sychomotor tests are used to measure a person's strength, dexterity and

condition. inger dexterity, manual dexterity, wrist:finger speed and speed of arm movementare some of the psychomotor abilities that can be tested. Abilities such as these might be tested

for hiring people to fill assemble line *obs.

@o knoledge and proficienc& tests( ob knowledge tests are used to measure the *ob related

knowledge possessed by a *ob applicant. !hese tests can be either written or oral. 2roficiencytests measure how well the applicant can do a sample of the work that is to be performed.

36


36/66

6nterest tests: Interest tests are designed to determine how a person's interests compare with

the interests of successful people in a specific *ob. It indicates the occupations or area of work

in which the person is most interested.

)ol&graph tests: !he polygraph popularly known as the lie detector is a device that recordsphysical changes in the body as the test sub*ect answers a series of uestions. !he polygraph

records fluctuations in blood pressure, respiration and perspiration on a moving roll of graphpaper.

=rapholog& tests: Craphology tests involve using a trained evaluator to examine a person'shandwriting to assess his8her personality and emotional make:up. !he 4% manager may, for

example, ask applicants to write about why they want a *ob. !his sample may be finally sent to

a graphologist for analysis and the results may be put to use while selecting as person. !he use

of graphology, however, is dependent on the raining and expertise of the person doing theanalysis.

Reference and Background 8nal&sis: 1any employers reuest names, addresses andtelephone numbers or references for the purpose of verifying information and perhaps gaining

additional background information on an applicant. Although listed on the application form,

references are not !ally checked until an applicant has successfully reached the fifth stage of a

seuential selection process. It may be stated that the information gathered through referenceshardly influences selection incisions. !he reasons are obvious6

a. !he candidate approaches only those persons who would speak well about him or her.b. 2eople may write favorably about the candidate in order to get rid of him or her

c. 2eople may not like to divulge the truth about a candidate, lest in might damage or ruinhis or her career.

Selection *ecision: 9hen a candidate has successfully completed his various steps including

reference, has been considered as having been provisionally selected for the post for which the

selection process been initiated.

37


37/66

%edical?)h&sical #9amination( +ome *obs reuire physical ualities like clear vision, perfect

hearing, unusual stamina, tolerance of hard working conditions, clear tone etc. medical and physical

examinations gal whether or not a candidate possesses these ualities. +uch examinations can give

the following6

a. 9hether the applicant's physical measurements are in accordance with *ob reuirements or

not.b. 9hether the applicant is medically fit for the specific *ob or not.

c. 9hether the applicant has any psychological problem likely to interfere with work efficiency or

future attendance.d. 9hether the applicant suffers from any physical disability which should be corrected before hecan work satisfactorily

All candidates having been provisionally selected are sub*ect to physical8medical -xamination by

ualified medical examiner. !he criteria for medical examination vary with the nature and type of

the *ob. As for example, high standard of health is specified for defense service. In case of'fighter

pilots' degree of physical and medical standards are fixed.

@o Offer( ob offer is made through a letter of appointment. +uch a letter generally contains a date

by which the appointee must report on duty. !he appointee must be given reasonable time for

reporting. !his is particularly necessary when he or she is already in employment, in which case the

appointee is reuired to obtain relieving certificate from the previous employer Again, a new *ob

may reuire movements to another city which means considerable preparation and movement of

property.ontracts of #mplo&ment( After the *ob offer has been made and the candidates accept the offer,

certain documents need to be executed by the employer and the candidate. 5ne such document is

the attestation


38/66


39/66

4.1 Recruitment process of Southeast Bank Ltd.%ecruitment is the process of finding and attraction capable applicants for employment. Southeast

Bank Limited always wants to recruit the right people with combination of skills and resources of

skills and resources in the right place. Because Southeast Bank Ltd.believes that in order to

achieve the organi$ational goal effectively there must be a need of skilled human resources.

Southeast Bank Limited always believes in eual employment color ,region ,race age ,national,

origin or any other factor .the company always wants to recruit the best and suitable human

resources in the vacant position .the person who can face the global challenges and always

concentrate to achieve the company's vision ,mission ,and goals always gets preference.4.1.1 Recruitment polic& of Southeast Bank Ltd.!o achieve the organi$ational goal effectively Southeast Bank td.'s top management has develop

a N%ecruitment policyN. In accordance with %ecruitment policy there have some guidelines. !he

guidelines of the policy are as follows6

L -nsure the right people in the right place

L


40/66

4.1.2 Recruitment sources of Southeast Bank Ltd.Southeast Bank imited usually two type of recruitment sources. !hey are6 Internal sources and

-xternal sources.

Internal sources6

irstly employees can be recruited from the internal source. 1anagement is usually preferred to

recruit

known and experienced employees from within the organi$ation. In the following ways +outheast

Bank imited recruitment from the internal source may take place with the approval of the top level

management. !his can be happened by following ways:L 2romotion

L p Cradation

L !ransfer

L !emporary Assignment

L Addition Assignment

-xternal sourcesK!here are also some external sources of human resources recruitment uses by Southeast Bank

imited .there are as follows6

Advertisement in the daily ;ewspaper:"the newspaper that are widely circulated#

L -mployee agencies "public agencies, privet employment agencies#L 2rofessional organi$ation "account associations, labor union, 1anagement association#

-mployee %eferrals 8 %ecommendation6%ecommendation from the current employees about any person.

42


41/66

4.1.3 Steps in Recruitment at Southeast Bank Limited(

!here are various steps followed by Southeast Bank Limited to skilled and ualified

employees for the achievement of ob*ective s. the steps are as follows6

Assessment of the *ob8 ob Analysis.

%euisition of manpower.

Advertisement in ;ewspaper & 9ebsites.

%eceiving Applications & +hort listing.

43


42/66

C 8ssessment of the !o?@o 8nal&sis(

!he following things are the assessed for a *ob6

L 9hether the work is difficult or not.

L 9hether experience is reuired or not

L 9hat are the ualities needed for the work to be doneJ

L 9hen the work will be startedJ

Re+uisition of %anpoer(

!he concerned 3epartment 4ead raise the reuisition of manpower. !hrough theprescribed manpower reuisition from with reuired information and after that forward

it to the 4uman %esource 3epartment. !he 4uman %esource 3epartment than complete

its formality and return it to the concern department. ast of all the concern department

submit the manpower reuisition form to the 1anaging 3irector for approval. !he new

appoints must be according to the approved 4% budget and must be approved by the

1anaging 3irector.8d"ertisement in Despaper 7 /esite(

Southeast BankELimited always circulates the *ob vacancies by publishing advertisement in

national newspaper. !he newspapers that are widely circulated get preference for accomplishing

this task .for circulating the publishing widely and effectively Southeast Bank Limited chooses

both Bangla and -nglish dailies. !he advertisement includes name of the position, nature of work,age limits, educational ualification, ualities and experience reuired for the *ob, *ob

responsibilities and duties, expected salary, place of the *ob etc.

44


43/66

Recei"ing applications 7 Short Listing(

In the advertisement, potential and confident applicants are asked to submit their applications along

with their resume, certificates and other necessary documents within a period of time. !hen the 4%

department receives all the resumes submit by the applicants.

4.2 Selection and inter"ie process of Southeast Bank Limited(+election is the second steps of %ecruitment and +election process. +election is the process of

choosing the best one among the number of applicant's .management typically followed a standard

pattern, beginning with an initial screening, interview, presentation and concluding with the final

employment decision.

'he selection process of Southeast Bank Limited is as follos(Employment Tests

Verification of ReferenceMedical chec!p"!per#ise inter#ie$

IFinal hirin% decision

45


44/66

#mplo&ee tests:

-mployment tests are varies from *ob to *ob. +uch as: for marketing executive recruitment, the

physical appearance or smartness get preference where for 4% executive recruitment managingpower gets priority.

4.2.1 'esting tools used & Southeast Bank Limited:1any employment tests exist in Southeast Bank Limited,but each type of test has only limited

usefulness .each type of test has a different purpose.Fnoledge tests(

3etermine the information or knowledge of the applicants. Southeast Bank Limited managementis able to demonstrate that the knowledge is needed to perform the *ob.)erformance tests(

1easure the activity of applicants to do the same part of the work for which they are to be hired.

)s&chological tests(

1easure personality or temperament of the applicants' .By conducting this test Southeast Bank

Limited management wants to know about the applicant's personality.8ttitude and honest& tests(

Are being used in the same circumstances to learn about the attitudes of applicants and employees

toward a variety of *ob related sub*ects. Attitude tests are being used to assess attitudes about

honesty and presumable on the *ob behavior. or credit department this test is sometimes applied by

+outheast Bank imited.

%edical tests(3etermine the physical fitness of the applicants. It measures whether the person is fit

enough to do the *ob or not.

)oer point presentation(

1easures the applicant's communication skill and fluency in -nglish

46


45/66

4.2.2 Selection inter"ie.

Southeast Bank Limited selection interview is a formal, in :depth conversation conducted

to evaluate an applicant's acceptability. !he management of Southeast Bank Limited

seeks to answers three broad uestions6


46/66

4.2.4 5erification of reference and educational ackground:All sorts of certificates are to be checked by the 4% service manager in this stage. At least tworeferences are needed in order to verify applicants. After verification the reference and

certificates the next stage is begin.

4.2.$ %edical checkup:!he section process also includes a medical evaluation of the applicant before the hiringdecision is made. ;ormally, the evaluation consists of a health checklist that asks the applicant

to indicate health checklist that asks the applicant to indicate health and accident information.All sorts of expenses in this regard are borne by Southeast Bank Limited.

4.2.0 Super"isor& inter"ie(!he ultimate responsibility for a newly hired worker's success falls to die workers immediate

supervisor. !he supervisor is often able to evaluate the applicant's technical abilities. 9hen

supervisor make the final decision, the employment function provides a supervisor with the

best prescreened applicants available from those two or three applicants, the supervisor decideswhom to hire.

%egardless of whether the supervisor or the 4% department makes the final hiring decision,hiring makes the end of the selection process, assuming, that the candidate accepts the *ob

offer. !o maintain good public relations, Southeast Bank Limited management notifiesapplicants who are not selected.

48


47/66

uestionnaire Sur"e& 8nal&sis:

1. /hat t&pes of sources are used for recruitment in the organiationH

6nternal

-xtern*l

IBoth

L 5ther

igure: +ources are used for recruitment

6nterpretation: !he above figure shows that 0? respondents' internal sources, )? respondents'

external sources and 7/ respondents agree that both sources are used for recruitment in +-B.

omments: S#BL use both internal and external sources to recruit employees.


48/66


49/66

0. 3o &ou think is there an& inter?are in internal recruitmentH

&stron%ly a%ree&'%ree

L ;either nor disagree

L disargee

L +trongly disagree

igure6 6nterfere for internal recruitment

6nterpretation: !he above figure shows that )? respondents strongly agree and 0Frespondents agree, (0 respondents neither nor disagree and )? respondents disagree that

there occurs interfere incase of internal recruitment in S#BL.omment: As E) respondents had negative view about interfere for internal recruitment wecan say that there have interfere for internal recruitment.

?(


50/66

4. /ho interfere the internal recruitmentH0%I Board of directors i Recruitment agencies cief e!ecuti"e officers I #uman resource di"ision I oters

igure: 6nterfere for internal recruitment

6nterpretation: !he above figure shows that all respondents answered that the board of

directors in S#BL are interfering for internal recruitment F(, 4uman resource division )>.

omments: Board of directors and 4uman %esource division of S#BL interfere for internalrecruitment.

?)


51/66

$. /hich e9ternal sources are used in the organiation for recruitmentH

$d"ertisementL 4ead:4unting

ia Internet

igure: #9ternal sources used in S#BL

6nterpretation: !he above figure shows that S#BL uses external sources:advertisement )),

headhunting (7, and via internet E7for recruitment.

omments: S#BL uses advertisement, head:hunting and recruitment via internet for regular andexecutive staff.

53


52/66

0. /hat t&pes of test are used for selecting an emplo&ee in S#BLH

/ritten test

5i"a tost

6 Both

1. Oth

er

C igure( '&pes of test used to select an emplo&ee

6nterpretation: !he above figure shows that all respondents answered, S#BL uses both test of

selecting an employee. S#BL uses these tests to select employee.

omments: S#BL uses both test of selecting an employee.

?7


53/66

>. *o &our organiations ha"e an& J'alent-;untingJ programH

, +trongly Agree

L Agree

igure: ;a"ing an& 'alent - ;unting )rogram

6nterpretation: !he above figure shows that all respondents answered, E/ respondents

strongly agree and 7/ respondents agree +-B have talent:hunting program.


54/66


55/66


56/66

K igure: Recruitment and Selection procedure is fair

nterpretation: !he above figure shows that )/ respondents strongly agreed, 0? respondents

agreed, (? respondents were neutral and 0/ respondents disagreed with the statement that

ecruitment and selection procedure is fair.

omments: As ?? respondents had positive view about recruitment and selection procedure is

air so we can say that recruitment and selection procedure of S#BL is fair. !he respondents

who were disagree with the statementK they think that top level management interferes in

ecruitment & selection procedure.

?F

1. *o &ou think emplo&ees are selected according to the !o description and !o

specificationH

/

i +trongly agree

i Agree

;either agree nor

disagree

3isagree

gure( #mplo&ees are selected according to the !o description and !o specification


57/66


58/66


59/66

12. 8re &ou satisfied ith o"erall recruitment 7 selection process of S#BLH

f +trongly Agreed i

Agreed ;eutral

igure: Recruitment " Selection procedure is satisfactor&

6nterpretation: !he above figure shows that 7/ respondents strongly agree, 0? respondents

agreed and )? respondents were neutral about the statement.

omments( As F? respondents were agree about the statement, it means recruitment and

selection process of S#BL is satisfactory.


60/66

E/

indings(!he ma*or findings in the recruitment and selection process of the +outheast Bank td. are *ustified in my

view are6

D !he recruitment process of +outheast Bank imited is mostly fair and transparent.

D +outheast Bank td. uses both internal and external recruitment channels.

D ;o discrimination is found against the applicant on the basis of sex, color, region, race, age, national

origin or any other factor.

D !he


61/66

0.1 onclusion:rom the above discussed 4% policies and their recommended changes, +outheast Bank td. achieves

the dream they had been hoping for. A recruitment policy in +outheast Bank td. creates unnecessary

delay in the progress. !his reuires a sharp business focus from 4%1 and the delivery of high uality

4% systems that are integrated into the organi$ation strategy & operations. !he study N%ecruitment and

+election procedure of +outheast Bank limitedN under 4% revealed that employees are the most

valuable resources for the progress of the organi$ation. or the development of these valuable

resources there are many factors involved. In this regard N%ecruitment and +election 2rocedureN play

the most important role. !o increase the productivity of an organi$ation effective & dynamicrecruitment and selection procedure is essential. +outheast bank limited practices a progressive

recruitment and selection procedures. 4% officers of +outheast bank limited are expected to work

beyond the boundaries of contracts and policies to contribute directly to the operation and success of

the business.

62


62/66

#.2 $ecommendations:'trive to make the important things measurable, not the measurable things important. 1any 4%professional believe their function has become more involved in business decision, more strategically

oriented and more effective as a business partner. !he 4% function is adding more and more value to

modern organi$ation. !he changing role of 4% professional carries with it new responsibilities and

challenges.

3uring my internship program in 4%1 at Southeast Bank Limited, I found some deficiency "as

mentioned in findings# in the present recruitment and selection procedures. or better recruitment andselection I do humbly recommend the following points6

(. +-B should arrange behavior tests, achievement tests, aptitude test etc.

2. Southeast Bank Limited should arrange orientation program for all new employees. As a

result new employees happen to know the organi$ational cultural, values, mission, vision etc.

0. !hough Southeast Bank Limitedprovides inducting training before placing in *ob but Ithink they should provide some more training related with *ob.

7. +ome time it seems nepotism but they should follow (// fair and transparent recruitment.

?. +-B should sponsor more programs in the maga$ine and corporate fairs.E. +-B should increase other facilities for *ob satisfaction.

F. In the +outheast Bank imited *ob applicant's age is limited from )? yrs to 0) yrs who

have the tendency to change their *ob freuently. +-B should select senior employee.

E0


63/66

uestionnaire *ear Respondents,6 am %oshfaka %asrur A student of BBA 2rogram in Bangladesh Gni"ersit& of Business and

'echnolog& MBGB'N. or the 2otential fulfillment of the BBA program, I have to prepare a report on

JRecruitment " Selection process of S#BLJ. +o that, some Information would be needed from you.

It s assured that all the information will keep confidential and safely use in this report only.

lease read carefull& the +uestion and put a tick MN in the i"e &our response here

necessar&.

respecti"e numer and kindl&ffice Gse Onl&ate of 6nter"ie: ame:

Serial Do.


64/66

%uestionnaire anal&sis:

(. 9hat types of sources are used for recruitment in the organi$ationJ

a. Internal

b. -xternal

c. both

). 9hich internal sources are used in the organi$ationJa. 2romotion

b. 3emotion

c. !ransferd. others0. 3o you think is there any interfere for internal recruitmentJ

a. +trongly Agree

b. Agree

c. ;either agree nor disagree

d. 3isagree

e. +trongly disagree

7. If yes, who interfere the internal recruitmentJ

a. Board of directors

b. %ecruitment agenciesc.


65/66

c. 4ead :hunting

d. ia internet

E. 9hat types of test are used for selecting an employee in +-BJ

a. 9ritten test

b. iva test

c. Both

F. 3o your organi$ation have any N!alent:4unting NprogramJ

a. +trongly agreeb. Agreec. ;either nor disagree

d. 3isagree

e. +trongly disagreeG. 3o you think %ecruitment & +election procedure is systematic in +-BJ

a. +trongly agree

b. Agree

c. ;either agree nor disagreed. +trongly disagree

>. 3o you agree %ecruitment & +election procedure is fair in +-BJ

a. +trongly agree

b. Agreec. ;either agree nor disagree

d. 3isagree


(/. 3o you think -mployees are selected according to the *ob description &specificationJ a. +trongly

agree


66/66

b. Agreec. ;either agree nor disagree

d. 3isagree

e. +trongly disagree((. 3o you belief !ools or techniues used for selecting an employee are appropriate in +-BJ

a. +trongly agreeb. Agree

c. ;either agree nor disagree

d. 3isagree

e. +trongly disagree(). Are you satisfied with overall %ecruitment & +election procedure of +-BJ

a. +trongly agreeb. Agree

c. ;either agree nor disagreed. 3isagree


origin of the report-1

Documents