RECRUITMENT AND SELECTION PROCESS IN UNILEVER BANGLADESH LIMITED

A Report On
RECRUITMENT AND SELECTION PROCESS IN UNILEVER BANGLADESH LIMITED

Course Name: Human Resource Management Course code no. BA-309

Submitted To:
Tania Afroze Lecturer Business Administration Discipline K ulna !ni"ersit#

Submitted By:
$an%ida K ando&er MD) Atoa Ra,,i MD) Az arul 'slam $a,uz $a a Ron# MD) (oor Hossain 'D (o) 0*030+ 'D (o) 0*0309 'D (o) 0*03-. 'D (o) 0*03// 'D (o) 0*03/0 'D (o) 0*03*0

MD) Kamrul Hasan (oor 3rd #ear -st term Business Administration Discipline K ulna !ni"ersit#

1anuar# -/2 3000

1anuar# -/2 3000 Tania Afroze Lecturer Business Administration Discipline K ulna !ni"ersit# Dear $ir4 $u,%ect4 $u,mission of a report) 5it due regards and respect 6e state t at 6e are "er# t an&ful to #ou as #ou assigned us t is report on 77Recruitment and $election process in !nile"er Banglades Limited8) 't is a great opportunit# for us to ac9uire t eoretical and practical &no6ledge a,out recruitment and selection process of a reputed multinational organization) 5e a"e tried out ,est to gat er 6 at 6e ,elie"e to ,e t e most complete information a"aila,le) :our &ind acceptance and an# t#pe of appreciation 6ould surel# inspire us) 5e 6ould al6a#s ,e a"aila,le and read# to e;plain furt er an# of t e conte;t of t e 6 ene"er as&ed)

$incerel# #ours2 <<<<<<<<<) $an%ida K ando&er )))))))))))))))))))))))))))))))))))))))))) MD) Atoa Ra,,i )))))))))))))))))))))))))))))))))))))))))) MD) Az arul 'slam <<<<<<<<<<)) $a,uz $a a Ron# )))))))))))))))))))))))))))))))))))))))))) MD) (oor Hossain ))))))))))))))))))))))))))))))))))))))))) 'D4 0*03/0 'D4 0*03// 'D4 0*03-. 'D4 0*0309 'D4 0*030+

MD) Kamrul Hasan (oor

'D4 0*03*0 I I

=reface
'n an# compre ensi"e 6or&2 li&e t is2 credit must go to t e multitude of people) 5e are still students and %ust no"ice) Hence2 6e a"e ta&en elp from different people for preparing our report) (o6 ere is a petite effort to s o6 our deep graduate to t ose elpful people) >irst2 6e commit oursel"es grateful to Alla for is unlimited &indness and ma;imum elpful and in continuing our report preparation) 5e e;press our sincere gratitude to our onora,le course teac er2 Tania Afroze2 Lecturer2 Business Administration Discipline2 K ulna !ni"ersit#2 K ulna2 for t eir guidance and "alua,le remar& a,out t e con"ention of t e report) Moreo"er2 6e are also "er# muc o,liged to >erdaus :ousuf2 H)R) ma,nager2 D a&a? Mr) $ oai, A med2 Recruitmetn officer2 Head-oofice2 D a&a? Md) Masudur Ra man2 territor# manager2 !nile"er Banglades 2 K ulna? =)@) A med2 Media A Bontract? Ra#sal A medC Territor# Manager2 Baris al? for t eir open earted closeness and elpful co-operation for collecting our necessar# information to prepare our re9uired report)

III

Table of contents
= ag e

>ore6ord =reface D;ecuti"e $ummar#

'' ''' E'

Chapte !" Int o#$ct%on

-)-4 Bac&ground of t e $tud# -)34 Rational of t e $tud# -)34 F,%ecti"e of t e $tud# -)/4 $cope of t e $tud# -)*4 Limitations of t e $tud# -).4 Met ods -)+4 Report =re"ie6 9 9 9 -0 ---3

Chapte &" O 'an%(at%onal Pa t

3)-4 T e corporate o,%ecti"es of !nile"er Limited 3)34 Borporate o,%ecti"es of !nile"er Banglades Limited 3)34 Beliefs and "alues of !nile"er Banglades Limited 3)/4 Ma%or operational Department of !nile"er Banglades Limited 3)*4 !nile"er Banglades Limited at a glance -/ -0 -0 30 3+

Chapte )" L%te at$ e Re*%e+

)!

Pa t B
Chapte ," Rec $%t-ent %n Un%le*e Ban'la#esh L%-%te#
/)-4 Recruiters 9ualification /)34 Met ods of recruitment /)34 (ature of Application form /)/4 Recruitment- Bonstrains and c allenges 39 /0 /3 /3

Chapte ." Select%on p ocess %n Un%le*e Ban'la#esh L%-%te#

* ) 4 * ) 3 4

Reception of application

/*

D"aluating reference and ,iograp ical data

/*

*)34 Dmplo#ment test *)/4 Assessing candidate t roug inter"ie6 *)*4 Bogniti"e a,ilit# test *).4 = #sical a,ilit# test *)+4 5or& samples *)04 Hiring decision

/* /* /. /. /.
/.

Chapte /" Anal0s%s an# 1%n#%n's

.)-4 T e t#pes of recruitment in !nile"er Banglades Limited .)34 T e t#pes of selection in !nile"er Banglades Limited .)34 T e fre9uenc# of recruitment ,# !nile"er Banglades Limited .)/4 Responses from t e students G'nstitutionH regarding M(B /0 /0 /0 /0

Chapte 2" Reco--en#at%on an# Concl$s%on

+)-4 Recommendation +)34 Bonclusion *0 *0 .! .&

BIBLIOGRAPH3

Appen#%4
Appendi;-A4 Ta,les Appendi;-B4 Application >orm

E4ec$t%*e S$--a 0
!nile"er Limited is one of largest multinational ,usiness firm in t e 6orld) F"er t e last four decades2 !nile"er Banglades as ,een constantl# ,ringing ne6 and 6orld-class products for t e Banglades i people to remo"e t e dail# drudger# of life) F"er 90I of t e countr#Cs ouse olds use one or more of our products) 't pro"ides si;teen "erities ,rands and tr# to mitigate all t#pes of uman demand ,# introducing 6it ne6 inno"ati"e products) !nile"er Fperations in Banglades pro"ide emplo#ment to o"er -02000 people directl# and t roug its dedicated suppliers2 distri,utors and ser"ice pro"iders) 99)*I of !BL emplo#ees are locals and t e# a"e e9ual num,er of Banglades is 6or&ing a,road in ot er !nile"er companies as e;patriates) !nile"er 6ants to attract t e ,est graduates to %oin in t eir leaders ip actions) T is report enlig tens 6 at t#pe of recruitment opportunities offered ,# !nile"er Banglades Limited for uni"ersit# students and o6 t e students can access t at opportunit#) !nile"er loo& for passionate people 6 o 6ant to do real ,usiness and a"e t e potential to ,e ig l# moti"ated ,# ,rands2 and are ent usiastic2 creati"e and rigorous) T e# 6ant people 6 o are ungr# for success and can 6or& confidentl# in teams) !nile"er create an en"ironment 6 ere people 6it energ#2 creati"it# and commitment 6or& toget er to fulfill am,itious goals) 'n addition2 t e# all 6or& to t e ig est standards of professional e;cellence and integrit# Most career areas are open to graduates of an# discipline2 alt oug mind and find out a,out all t e opportunities t e# offer)
!nile"er accomplis t eir recruitment and selection process ,asicall# into t ree criteria) Fne is committed in distri,ution department 6 ere emplo#s is selected on t eir p #sical s&illed and recruitment and selection process is committed ,# competenc# ,ased inter"ie62 case

t ere are some

e;ceptions) 'f #ou &no6 6 ic area interests #ou2 great J ,ut itCs good to &eep an open

VI

stud# inter"ie62 ,ased on case stud# materials2 group discussion2 again ,ased on case stud#materials) 't is arranged for entr#-le"el applicants) And in ig er le"el %o, performer is ired in Kspecial people8 %o, recruitment process) $pecial people 6 o are alread# perform 6it in t e organization or ot er relati"e organization and promoted as a compan#Cs core decision ma&er) !nile"er Banglades a"e a certain connection 6it t e consumers) Among ot ers2 Bloseup

inspires confidence2 Lu; ,elie"es in star po6er and $urf D;cel encourages all to learn t roug ne6 disco"er# and e;ploration) !nile"er ,elie"e in all t ese insig ts as 6ell) T e# ,elie"e t e people 6 o 6or& 6it us are confident of t eir capa,ilities2 ,elie"e in not ing less t an star performances and of course are not afraid to 6or& ard at ac ie"ing goals)

VII

CHAPTER ! '(TRFD!BT'F(

!5!" Bac6' o$n# of the St$#0

$uccessful uman resource department ma&es it possi,le for t e organization to ac9uire t e num,er and t#pes of people necessar# to ensure t e continued operation of t e organization ,# t e recruitment and selection process) $o it acts an important role in HR department) As a part of BBA program2 our Human Resource Management course teac er Tania Afroz assigned us to prepare a report on recruitment and selection process in a multinational organization as related topic on Human Resource Management course) 5e a"e selected our report topic asKRecruitment and $election process in !nile"er Banglades Ltd)8) 5e a"e made a sur"e# for re9uired information in !nile"er Banglades K ulna regional office and contact 6it !nile"er Banglades Ltd) ead office) 5e a"e prepared our report on 1anuar# -32 3000 6 ic 6ill ,e su,mitted ,# 1anuar# -/2 3000)

!5& Rat%onal of the st$#0

5e are 3rd #ear -st semester students) After one and alf #ear2 6e 6ill ,e going to %o, mar&et and competing 6it ot er uni"ersitiesC graduates for getting a suita,le %o,) >or getting an e;pected %o,2 6e need to concern a,out %o, mar&et condition from toda#) Loing to prepare recruitment and selection process in !nile"er Banglades as a Human Resource Management course2 6e ac9uire re9uired &no6ledge a,out !nile"er Banglades Cs recruiting and selection process t at elp us to percei"e a common picture a,out recruiting and selection process in all multination compan# in Banglades ) 5e can identif# our lac&s? prepare oursel"es for future %o, mar&et) $o2 6e a"e t e same opinion t at t is fruitful report not onl# assure reasona,le grade mar& in our curriculum result ,ut also assure 6elldone feed,ac& for near future %o, mar&et)

!5)" Ob7ect%*e of the St$#0

5e a"e prepared t is report ,ased on t6o purposes) T ose are!5)5! P %-a 0 Ob7ect%*e" T e report aims to pro"ide information on t e procedures of Recruitment and selection tec ni9ues follo6ed ,# t e !BL t roug HR department)
9

!5)5& Secon#a 0 Ob7ect%*e"

-H !nile"er is one of t e 6orld greatest consumer goods companies) T e report is

strongl# informed 6it o6 t is multi-local multi-national compan# conducts t e aptitude ands ps#c ometric for a candidate and o6 it elps t em to get o,%ecti"e2 relia,le and rele"ant information on candidates)

3H !nile"er al6a#s tr# to add "ariet# in life) At !nile"er t e#

a"e created an

en"ironment 6 ere people 6it energ#2 creati"it# and commitment 6or& toget er to fulfill am,itious goals) T is report elps us to &no6 o6 t e selection process of a candidate leads im to ,ecome leader)

3H $election is t e last step for iring a rig t emplo#ee) 'n !nile"er Banglades
Limited2 t e selection ,oard lasts for an entire da# and co"ers a 6ide range of acti"ities for fulfilling t is post) B# stud#ing t e report2 6e 6ill &no6 6 at t#pe of acti"ities t e# arrange for t e entire da# to get t e final candidate)

/H !nile"er 6ants to attract t e ,est graduates to %oin in t eir leaders ip actions) T is

report enlig tens 6 at t#pe of recruitment opportunities offered ,# !nile"er Banglades Limited for uni"ersit# students and o6 t e students can access t at opportunit#)

!5," Scope of the St$#0

T ere is a certain ,oundar# to co"er t is report) Fur particular report onl# co"ers recruitment and selection process in !nile"er Banglades Ltd) 5e mainl# focus on entr#le"el recruitment and selection process in !nile"er Banglades ) And 6e also co"er e;ecuti"e and ig er-le"el emplo#sC recruitment and selection process) 5e sur"e#ed onl# K ulna regional office of !nile"er Banglades Ltd) T oug t ere is no HR department in K ulna regional office2 ere 6e tal&ed 6it some of e;pert and e;perienced officials and collect information a,out recruitment and selection process in !nile"er Banglades t roug s aring t eir e;perience) 5e communicate 6it !nile"er Banglades Ltd) HR department in D a&a and a,le to collect some "alua,le information as 6ell as 6e gat ered information t roug internet !nile"er Banglades Ltd) official 6e,-site) Moreo"er 6e got some confidential information 6 ic is not possi,le to disclose pu,licl#2 so t ose data and

information ad to ,e ignored for t is report)

10

!5." L%-%tat%ons of the St$#0

5e are luc&# enoug to get a c ance to prepare a report on KRecruitment and $election process in !nile"er Banglades Ltd)8 5e tried eart A soul to prepare a 6ell-informed report) But unfortunatel# 6e faced some difficulties 6 en preparing t is report) 5e tried to o"ercome t e difficulties) 'n spite of tr#ing our le"el ,est2 some difficulties t at amper our sc edule report 6or&4 !5,5! Sho ta'e of t%-e" 5it in a s ort time2 6e need to prepare some ot er coursesC reports for in t is session) >or t is reason2 6e could not get a fluent time sc edule for t e report) !5,5& L%-%tat%on of elate# +%th the o 'an%(at%on" T e emplo#ees of !nile"er Banglades Limited 6ere too ,us# of t ere 6or&) >or t is2 t e# did not sufficient time to fulfill our 9ueries and some of t em neglected us to support) !5,5) D%ff%c$lt0 %n collect%n' #ata" Man# emplo#ers of t e organization 6ere not 6ell &no6n a,out all information t at 6e as&ed t em) Man# of t em also ampered t e information collection) !5,5, Conf%#ent%al #ata" 5e got some confidential data 6 ic is not possi,le to disclose pu,licl#2 so t ose data and information ad to ,e ignored for t is report) esitated to ans6er t e 9uestions) T ese t ings

!5/" Metho#s
>or ma&ing an# report most of t e data s ould ,e ta&en t at reflect actual situation) >or our report 6e a"e collected "arious t#pes of primar# and secondar# data) 'n a disciplined 6a# 6e can sa# t at t e report input 6ere collected from t6o sources-

11

!5/5! P %-a 0 so$ ces" >ace to face con"ersation 6it t e emplo#ees in K ulna regional office and s are t eir o6n e;perience in getting %o,) !5/5& Secon#a 0 so$ ces"

-) 3) 3) /)

!nile"er Banglades Ltd) official 6e,-site Annual Reports =rospectus Broc ures

!52" Repo t P e*%e+

'n t e follo6ing pages2 t e report is prepared for t e practical &no6ledge a,out recruitment and selection process) >irst 6e dra6 an o"erall picture of !nile"er Banglades Limited) T en2 6e tr# to point out recruitersC 9ualification2 recruitment met od and recruitment constrains and c allenges of !nile"er Banglades Ltd) After t at 6e descri,e selection process in !nile"er Banglades Ltd) >inall#2 6e accumulate t e findings2 anal#sis t em and dra6 a conclusion and gi"e some recommendations for future steps)

12

CHAPTER & FRLA('MAT'F(AL =ART

&5! The co po ate ob7ect%*es of Un%le*e L%-%te#

!nile"erNs mission is to add "italit# to life) T e# meet e"er#da# needs for nutrition2 #giene2 and personal care 6it ,rands t at elp people feel good2 loo& good2 and get more out of life) &5!5! Top ten facts

-O T eir 6orld6ide turno"er in 3003 6as P/329/3 million) 3O !nile"er emplo# 33/2000 people in around -00 countries 6orld6ide) 3O D"er# da#2 -*0 million people c oose t eir ,rands to feed t eir families and to
clean t emsel"es and t eir omes)

/O F"er alf of t eir sales are generated ,# t eir >oods ,rands2 6 ic include Knorr2
>loraQBecel2 HellmannNs2 Lipton2 'glo Q BirdsD#e Q >indus2 Rama Q BlueBand2 $limR>ast2 Bertolli and t e ice cream N eartN ,rand)

*O 'n man# parts of t e 6orld t e# lead t e ome care mar&et 6it ,rands suc as
Fmo2 $urf2 $&ip2 Bif and Bomfort)

.O T eir leading personal care ,rands include Do"e2 Lu;2 $unsil&2 =ondNs2 A;eQL#n;
and Re;ona)

+O 'n 3003 t e# spent P-20.* million on researc and de"elopment - 3)*I of t eir
turno"er)

0O T e# spent o"er P.. million on a 6ide range of communit# pro%ects in 30032

e9ui"alent to -)*I of pre-ta; profits)

9O At t e end of 30032 t e# 6ere ,u#ing more t an alf t eir fis from sustaina,le
sources)

-0O T e# a"e --/ manufacturing sites certified to t e international en"ironmental

management standard2 '$F -/00-) &5!5& Co#e of b$s%ness p %nc%ples Stan#a # of con#$ct !nile"er conduct its operations 6it onest#2 integrit# and openness2 and 6it respect

for t e uman rig ts and interests of t eir emplo#ees) T e# s all similarl# respect t e legitimate interests of t ose 6it 6 om t e# a"e relations ips)
14

Obe0%n' the la+ !nile"er companies and t eir emplo#ees are re9uired to compl# 6it t e la6s and regulations of t e countries in 6 ic t e# operate) E-plo0ees
!nile"er is committed to di"ersit# in a 6or&ing en"ironment 6 ere t ere is mutual trust and respect and 6 ere e"er#one feels responsi,le for t e performance and reputation of t eir compan#) !nile"er 6ill recruit2 emplo# and promote emplo#ees on t e sole ,asis

of t e 9ualifications committed 6or&ing 6it not use an# form of

and a,ilities needed for t e 6or& to ,e performed) T e# are to safe and ealt # 6or&ing conditions for all emplo#ees) T e# 6ill forced2 compulsor# or c ild la,our) T e# are committed to indi"idualCs s&ills and emplo#ees to de"elop and en ance eac

capa,ilities) T e# respect t e dignit# of t e indi"idual and t e rig t of emplo#ees to freedom of association) T e# 6ill maintain good communications 6it emplo#ees t roug compan# ,ased information and consultation procedures) Cons$-e s !nile"er is committed to pro"iding ,randed products and ser"ices 6 ic consistentl# offer "alue in terms of price and 9ualit#2 and 6 ic are safe for t eir intended use) =roducts and ser"ices 6ill ,e accuratel# and properl# la,eled2 ad"ertised and communicated) Sha ehol#e s !nile"er 6ill conduct its operations in accordance 6it internationall# accepted

principles of good corporate go"ernance) T e# 6ill pro"ide timel#2 regular and relia,le information on t eir acti"ities2 structure2 financial situation and performance to all s are olders)

15

B$s%ness pa tne s !nile"er is committed to esta,lis ing mutuall# ,eneficial relations 6it partners to ad ere to ,usiness principles consistent 6it t eir o6n) Co--$n%t0 %n*ol*e-ent !nile"er stri"es to ,e a trusted corporate citizen and2 as an integral part of societ#2 to fulfill t eir responsi,ilities to t e societies and communities in 6 ic t e# operate) P$bl%c act%*%t%es !nile"er companies are encouraged to promote and defend t eir legitimate ,usiness interests) !nile"er 6ill co-operate 6it go"ernments and ot er organisations2 ,ot directl# and t roug ,odies suc as trade associations2 in t e de"elopment of proposed legislation and ot er regulations 6 ic ma# affect legitimate ,usiness interests) !nile"er neit er supports political parties nor contri,utes to t e funds of groups 6 ose acti"ities are calculated to promote part# interests) The en*% on-ent !nile"er is committed to ma&ing continuous impro"ements in t e management of t eir en"ironmental impact and to t e longer-term goal of de"eloping a sustaina,le ,usiness) !nile"er 6ill 6or& in partners ip 6it ot ers to promote en"ironmental care2 increase understanding of en"ironmental issues and disseminate good practice) Inno*at%on 'n its scientific inno"ation to meet consumer needs t e# 6ill respect t e concerns of t eir consumers and of societ#) T e# 6ill 6or& on t e ,asis of sound science2 appl#ing rigorous standards of product safet#) t eir

suppliers2 customers and ,usiness partners) 'n t eir ,usiness dealings T e# e;pect t eir

16

Co-pet%t%on !nile"er ,elie"es in "igorous #et fair competition and supports t e de"elopment of appropriate competition la6s) !nile"er companies and emplo#ees 6ill conduct t eir operations in accordance 6it t e principles of fair competition and all applica,le regulations) B$s%ness %nte' %t0 !nile"er does not gi"e or recei"e2 6 et er directl# or indirectl#2 ,ri,es or ot er improper ad"antages for ,usiness or financial gain) (o emplo#ee ma# offer2 gi"e or recei"e an# gift or pa#ment 6 ic is2 or ma# ,e construed as ,eing2 a ,ri,e) An# demand for2 or offer management) !nile"er descri,e and reflect t e of2 a ,ri,e must ,e re%ected immediatel# and reported to accounting records and supporting documents must accuratel# nature of t e underl#ing transactions) (o undisclosed or

unrecorded account2 fund or asset 6ill ,e esta,lis ed or maintained) Confl%cts of %nte ests All !nile"er emplo#ees are e;pected to a"oid personal acti"ities and financial interests 6 ic could conflict 6it t eir responsi,ilities to t e compan#) !nile"er emplo#ees must not see& gain for t emsel"es or ot ers t roug misuse of t eir positions) Co-pl%ance 8 -on%to %n' 8 epo t%n'
Bompliance 6it t ese principles is an essential element in t eir ,usiness success) T e !nile"er Board is responsi,le for ensuring t ese principles are communicated to2 and understood and o,ser"ed ,#2 all emplo#ees) Da#-to-da# responsi,ilit# is delegated to all senior management of t e categories2 regions2 functions and operating companies) T e# are responsi,le for implementing t ese principles2 if necessar# t roug more detailed guidance tailored to local needs) Assurance of compliance is gi"en and monitored eac #ear) Bompliance 6it t e Bode is su,%ect to re"ie6 ,# t e Board supported ,# t e Audit Bommittee of t e Board and t e !nile"er D;ecuti"e Bommittee)

17

&5& The co po ate ob7ect%*es of Un%le*e Ban'la#esh L%-%te#

At t e eart of t e corporate purpose2 6 ic guides !nile"er Banglades in its approac to doing ,usiness2 is t e dri"e to ser"e consumers in a uni9ue and effecti"e 6a#) T is purpose as ,een communicated to all emplo#ees 6orld6ide) !nile"er Banglades deep roots in local cultures and mar&ets around t e 6orld gi"e t em its strong relations ip 6it consumers and are t e foundation for t eir future gro6t ) 't 6ill ,ring its 6ealt of &no6ledge and international e;pertise to t e ser"ice of local consumers J a trul# multi-local multinational) !nile"er Banglades long-term success re9uires a total commitment to e;ceptional

standards of performance and producti"it#2 to 6or&ing toget er effecti"el#2 and to a 6illingness to em,race ne6 ideas and learn continuousl#) To succeed also re9uires2 t e# ,elie"e2 t e ig est standards of corporate ,e a"ior to6ards e"er#one t e# 6or& 6it 2 t e communities t e# touc 2 and t e en"ironment on 6 ic t e# a"e an impact) T is is t eir road to sustaina,le2 profita,le gro6t 2 creating long-term "alue for t eir s are olders2 t eir people2 and t eir ,usiness partners)

&5)" Bel%efs an# *al$es of Un%le*e Ban'la#esh L%-%te#

&5)5! Un%le*e 9s bel%efs" !nile"er ,elie"e SDirt is Lood)S (ot surprisingl# t e# are loo&ing for people 6 o arenNt afraid to get t eir ands dirt#) All t eir ,rands at !nile"er Banglades a"e a certain connection 6it t e consumers)

Among ot ers2 Bloseup inspires confidence2 Lu; ,elie"es in star po6er and $urf D;cel encourages all to learn t roug ne6 disco"er# and e;ploration) T e# ,elie"e in all t ese insig ts as 6ell) T e# ,elie"e t e people 6 o 6or& 6it us are confident of t eir capa,ilities2 ,elie"e in not ing less t an star performances and of course are not afraid to 6or& ard at ac ie"ing goals)

18

&5)5& Un%le*e 9s *al$es" T eir di"ersit# as a ,usiness elps t em understand t eir ric l# di"erse consumers) But as a team2 t e# a"e common "alues and a s ared set of management capa,ilities) HereCs 6 at t e# are4 Pass%on to +%n Because #ou a"e t e energ# and dri"e to impro"e ,usiness results2 #ou o"ercome o,stacles and are prepared to ta&e ris&s) :ou loo& for ne6 opportunities and are ne"er satisfied 6it t e status 9uo) B$s%ness foc$s :ou ne"er lose sig t of t e needs of consumers and customers) :ou understand o6 t e# are affected ,# trends and use t is &no6ledge to create "alue) Intellect$al s6%lls :ou see t e N,ig pictureN and can ma&e an o,%ecti"e anal#sis of 6 at needs to ,e done ,efore ta&ing action to get t ere) :ouNre creati"e? #ou e;plore ne6 approac es and are alert to ne6 trends and patterns) People s6%lls :our leaders ip st#le inspires ot ers to raise t eir standards and ac ie"e am,itious goals) :ouNre adept at influencing and gaining support from colleagues) :ouNre &een to understand ot ers and are an effecti"e team pla#er2 6it o,%ecti"es rat er t an #our o6n interests) Inte' %t0 :ou a"e integrit#) :ouNre prepared to stand up for #our o6n con"ictions and "alues2 and ta&e difficult decisions t at c allenge t e norm) :ouNre a,le to learn from #our mista&es and successes) a commitment to team

19

:o 6%n' +%th Un%le*e At !nile"er people 6it energ#2 creati"it# and commitment 6or& toget er to fulfill am,itious goals) T e passion of t eir people is t eir greatest strengt ) At !nile"er2 t e# 6or& toget er to t e ig est standards of professional e;cellence and integrit# to ma&e a difference to peopleNs e"er#da# li"es) People f% st As a ,usiness2 t e# consistentl# ran& among t e 6orldNs most admired emplo#ers and a"e a reputation for putting people first) T atCs ,ecause t e# pro"ide opportunities for all t eir people to pursue t eir careers goals2 de"elop professionall# and maintain a ealt # ,alance ,et6een t eir professional and personal li"es) T e#Cre committed to t eir people ,ecause t e# recognize t at t eir strengt comes from t eir energ# and passion) And t e# ,elie"e t at di"ersit# ma&es us stronger2 t roug 6or&ing toget er to deli"er outstanding results) M$lt%8local -$lt%nat%onal T eir ,usiness acti"ities reac rig t around t e 6orld2 6it t eir local companies focusing on t eir local mar&ets and communities) T eir commitment to de"eloping strong local ,usinesses ma&es !nile"er uni9ue J and itCs 6 # t e# call t emsel"es t e 7multi-local multinationalC) indi"iduals

&5, Ma7o ope at%onal Depa t-ent of Un%le*e Ban'la#esh L%-%te#

T ere are man# operational departments 6 ere man# people can ma&e t eir careers 6it in and in t is section #ou can find out more a,out t em)

-) Bareer in Brands A De"elopment 3) Bareers in $uppl# B ain management 3) Bareer in Human Resources /) Bareer in >inance *) Bareer in 'nformation Tec nolog# .) Bareers in Bustomer Management
20

&5,5! Ca ee %n B an#s ; De*elop-ent Breate2 de"elop and present t e ,rand so memora,l# t at it stands out against fierce competition in t e mar&etplace) Ca ee %n B an#s Brand Building careers are for mar&eting professionals 6 o 6ould li&e to ta&e inno"ati"e leads and gain t eir s are of t e consumersC 6allet in t e local mar&etplace) B$%l#%n' the b an# Brand Management is an e;citing profession 6 ere one is responsi,le for t e gro6t and profita,ilit# of t e ,rand) T e %o, lies in ,uilding and presenting a ,rand so memora,l# t at it stands out against fierce competition in t e mar&etplace) Lat ering deep consumer insig t2 Brand Managers identif# and define ,rand personalit#) Fn t e one and t e# loo& after t e ,rands on a dail# ,asis4 planning and organising acti"ities t at ,oost t eir image and increase t eir e;posure) T e %o, ,ecomes all t e more c allenging in maintaining leaders ip positions in a competiti"e mar&et2 as at !nile"er Banglades most of t eir ,rands are mar&et leaders) Un#e stan# cons$-e t en#s !nile"er identifies consumer trends regionall# and Brand Managers a"e to 6or& 6it t ose insig ts and ,uild t e ,rand for t e local mar&ets An e4c%t%n' %nte act%on +%th cons$-e s =resenting t e e;citing !nile"er Brands to t e local mar&et2 t e Brand managers 6or& 6it regional de"elopment teams to ,ring more e;citing ,rands to t e mar&et2 co"ering a range of inno"ation acti"ities across t e entire portfolio) !nile"er De"elopment team e;plores ne6 ideas ,# gaining consumer insig t2 leading researc and idea generation and 6or&ing on product design Gprocessing and pac&agingH) T e# are responsi,le for de"eloping cost effecti"e formulations and pac&aging for t e products and de"eloping and impro"ing t e processes in"ol"ed in
21

t eir manufacture) Brand Managers t roug acti"ation2 communication and promotional acti"ities elp to fulfill consumer needs t roug t e ,rands) >or Brands and De"elopment functions2 one needs to a"e4

-O A real interest in consumers as 6ell as intuiti"e understanding of t eir ,e a"iour2

and 6 at 6or&s Gand doesnNtTH in specific mar&ets)

3O Eer# strong interpersonal s&ills and t e a,ilit# to lead cross functional team) 3O $trong anal#tical a,ilit#) /O >or t ose interested in De"elopment2 tec nical s&ills in areas of 6or& Gpac&aging
de"elopment and process de"elopmentH)

*O Breati"it# inspired ,# a passion for gro6t )

&5,5& Ca ee s %n S$ppl0 Cha%n -ana'e-ent As one of t e 6orldCs largest consumer goods companies2 t eir suppl# c ain management is one of t e most ad"anced2 efficient and c allenging s#stems? from finding t e ra6 materials to deli"ering t eir end product) The 6e0 st ate'%c # %*e $uppl# c ain is a &e# strategic dri"er in a compan# li&e t eirs 6 ic produces o"er one undred $toc& Keeping !nits G$K!sH to meet t e e"er#da# needs of people e"er#6 ere) =roper planning2 impro"ising =rocurement =rocesses2 >irst Time Rig t Manufacturing and timel# Distri,ution are crucial strategies t at significantl# affect t e profita,ilit# of t e compan# $uppl# B ain is responsi,le for all t e stages from sourcing ra6 materials to deli"ering t e end product to t e end consumer - a process often referred to as =lanning2 =rocurement2 Manufacturing and Distri,ution) Eff%c%enc0 an# o$tstan#%n' se *%ce 'n suppl# c ain2 using ad"anced tec nolog# and s#stems2 #ouNll ,e responsi,le for ensuring t at factories run efficientl# and customers recei"e outstanding ser"ice) 'n ot er 6ords2 #ou 6ould contri,ute significantl# in optimizing t e suppl# c ain2
22

e;pediting inno"ation and meeting efficientl# customer needs) :ou 6ill ,e at t e eart of t e process of ,ringing ne6 products to t e mar&et2 dealing 6it ,u#ing2 manufacturing2 de"elopment and mar&etingQcustomer management organizations) Ne+ technolo'%es Astute sourcing of ra6 materials2 pac&aging and non-production items greatl# reduces t eir ,usiness costs) 'n t is "ital and c allenging role #ou 6ill ,e responsi,le for e"er# interface ,et6een suppliers and t e ,usiness) 5it #our colleagues in suppl# c ain and de"elopment2 #ou 6ill pla# a ma%or role in t e inno"ation of ne6 tec nologies2 often in partners ip 6it a supplier) :ou 6ill also need to focus energ# to de"elop intimate &no6ledge of suppl# mar&ets on a glo,al scale and dri"e t roug 6or&ing ,et6een suppliers and t e ,usiness) Cost effect%*e <$al%t0 p o#$cts T eir factor# is considered to ,e t e ,est in t e countr#2 earning us t e recognition of producing international 9ualit# ,rands at afforda,le prices) :our c allenge is t6ofold? ma&ing 9ualit# products from ra6 materials and pac&aging materials efficientl# and cost-effecti"el#2 and elping in increasing t e factor#Ns fle;i,ilit# so t at t e# ,ecome more responsi"e to t e e"er-c anging mar&et scenario) Fn a da#-to-da# le"el #ou 6ill ,e responsi,le for teams of people running production lines2 and for 9ualit#2 output and costs) 'n engineering functions #ou 6ill ,e responsi,le for maintaining t eir production facilities in t e ,est possi,le condition) Constantl0 challen'%n' ; e4c%t%n'
Distri,ution pla#s an essential role in deli"ering sales and promotions acti"ities planned for t eir customers) 'n an effort to outpace t e competitors at t e mar&et place2 e"ol"ing relations ips 6it retailers ma&e Distri,ution constantl# c allenging and e;citing)

ne6 6a#s of

>or $uppl# B ain #ou need t e follo6ing s&ills4

-O A ig le"el of numeric proficienc# and strong anal#tical a,ilit# 3O $trong (egotiation s&ills
23

-O Relations ip and alliance management s&ills 3O An entrepreneurial approac to t e inno"ation and cost sa"ing opportunities in
suppl# mar&ets

3O T e a,ilit# to 6or& 6it ot er ,usiness cultures2 and to organize effecti"e

lin&s ,et6een t em and t eir ,usiness &5,5) Ca ee %n H$-an Reso$ ces !nile"erCs people are t eir most important asset) 'n Human Resources GHRH2 #ouCll support and de"elop t ose people2 ena,ling t em to deli"er outstanding ,usiness performance) St ate'%c b$s%ness pa tne s =eople in"ol"ed in uman resources are strategic ,usiness partners to all functions facilitating2 guiding2 and elping in implementing t e peopleNs process for gro6t ) T e# pla# ,ot a tactical and a strategic role 6it in e"er# aspect of ,usiness partners2 talent management2 recruiting2 management de"elopment2 training2 remuneration2 communications2 emplo#ee relations2 and 6elfare) T e# also act as arc itects2 of t e organisations and facilitate and e;pedite t e de"elopment of indi"idual potential) 1oste %n' lea#e sh%p ; ' o+th 'n Human Resources2 one is t e anc or for ,uilding organizational capa,ilit#2 "alues and ,eliefs) :ou 6ill ,e responsi,le for fostering leaders ip and gro6t organization) To do t is #ou need4 in t e

-O A real interest in o6 people dri"e t e ,usiness) 3O $trong interpersonal and leaders ip s&ills) 3O T e strengt and integrit# to ta&e toug decisions 6 en necessar# /O $trong understanding of t e o"erall ,usiness) *O An interest in coac ing and de"eloping people)

24

&5,5, Ca ee %n 1%nance >inance in !nile"er Banglades Ltd) is a,out ,eing S=artners in Ealue BreationS4 itNs a,out seizing opportunities to create "alue and 6or&ing 6it t eir ,usiness teams to set and deli"er aggressi"e targets) I-p o*%n' o*e all co-pan0 pe fo -ance F"er time #ou 6ill ac9uire tremendous ,readt familiar 6it and dept in finance s&ills and

,usiness e;perience) :ouNll gain a t oroug grounding in t eir compan#2 ,ecoming its processes2 operations and ris&s and elping impro"e o"erall performance) >rom t ere t e opportunities are di"erse2 ranging from positions in Bontrolling and 'nternal Audit to Treasur# and Management or >inancial Accounting) O*e *%e+ of b$s%ness p ocesses A finance manager in !nile"er Banglades is uni9uel# positioned to ta&e a ,road o"er"ie6 of ,usiness processes2 &nitting toget er acti"ities across ,rands and professions) 5it a deep understanding of all t e strategic dri"ers of gro6t and profita,ilit#2 #ouNll 6or& on o6 t e# can c ange and de"elop t eir ,usiness to ,ecome 6orld class in all t at t e# do) >or >inancial management #ou need4

-O $ound ,usiness a6areness? t e dri"e to ensure t e# get "alue for mone#2 it t eir
financial targets and increase t eir profita,ilit#? a talent for seeing ,ot detail and t e ,igger picture)

3O A pro-acti"e approac to impro"ing t e ,usiness and t e communication s&ills to

6in support for #our ideas)

3O T e personal commitment to o,tain a professional accounting 9ualification2 if

re9uired2 alongside #our initial de"elopment programme) &5,5. Ca ee %n Info -at%on Technolo'0 A career in 'T gi"es at !BL #ou t e opportunit# to impro"e t e 6a# t e# do ,usiness)

25

Inno*at%*e technolo'0 As 6ell as loo&ing at inno"ati"e 6a#s of using and managing information2 #ouNll e;plore ne6 6a#s of ta&ing us to mar&et2 impro"e ,usiness processes and use tec nolog# to find ne6 6a#s of 6or&ing) 'f #ouNre interested in 6or&ing on a uge range of pro%ects2 a career in 'T at !BL could ,e for #ou) :ou could ,e part of a team de"eloping ne6 6a#s for us to 6or& 6it ot er organisations2 e;ploring ne6 mar&etplaces2 en ancing t eir connecti"it# 6it t eir distri,utors across t e countr# and creating electronic e;c anges) :ou could ,e on a pro%ect team in partners ip 6it a ma%or retailer2 de"eloping a 6e,-ena,led tool for promotions planning) :ou could e"en ,e part of t e teams managing t eir o6n tec nolog# infrastructure) 5 ate"er #our role is2 t e# 6ill as& more from #ou t an %ust tec nical &no6- o6) :ouNll need t e communication s&ills to elp #our colleagues ma&e t e most of #our teamNs inno"ations) And2 of course2 t e#Nll continue to train and de"elop #our tec nical and ,usiness2 and competenc# s&ill sets) 1o %nfo -at%on technolo'0 0o$ nee#

-O T e tenacit# to use tec nolog# to create ,usiness c ange) 3O D;cellent communication2 interpersonal and influencing s&ills) 3O A ig l# logical approac to pro,lem sol"ing) /O T e a,ilit# to understand tec nolog# and discuss 'T 6it non-tec nical colleagues)
&5,5/ Ca ee %n C$sto-e Mana'e-ent T e Bustomer Management team is responsi,le for t e o"erall sales and distri,ution of t eir ,rands across t e countr#) T e# are t e ,ridge ,et6een t e Brand Management team and t e Bonsumers) B an#s that -eet people=s nee#s T e Bustomer Management team ma&es sure t at t e#2 as a compan#2 meet t e e"er#da# needs of people e"er#6 ere t roug ensuring t at t eir ,rands are al6a#s
26

6it in t e reac of t eir customers and consumers) To do so2 pioneering ne6 c annels of distri,ution2 ensuring "isi,ilit# of t eir ,rands t roug attracti"e merc andising2 and de"eloping t eir distri,utors to en ance t eir penetration and co"erage are crucial responsi,ilities entrusted upon t eir Bustomer Management team) Relat%onsh%p -a 6et%n' 'ncreasing competition and t e ad"ent of modern trade as compelled customer

management to s ift from STraditional $alesS to STrade Mar&etingS) 5it more trade sop istication2 t e role of Bustomer Management is e"ol"ing into Relations ip Mar&eting 6 ere B annel De"elopment2 Merc andising2 and Distri,utor De"elopment pla# a crucial part in &eeping t e compan# a ead of competition and in outpacing mar&et c ange) >or customer management one needs4

-O Lreat passion to ac ie"e targets) 3O Eer# strong people management s&ills2 good anal#tical a,ilit#) 3O $trong customer orientation and t e a,ilit# to de"elop action plans t at can meet
,ot t e needs of t eir customers and t e ,usiness)

/O Real ent usiasm and t e pace for competiti"eness at retail) *O =ractical creati"it# t at focuses on results) .O Real dri"e to lead a team) +O 5illingness to 6or& an#6 ere in Banglades ) &5." Un%le*e Ban'la#esh L%-%te# at a 'lance
F"er t e last four decades2 !nile"er Banglades as ,een constantl# ,ringing ne6 and

6orld-class products for t e Banglades i people to remo"e t e dail# drudger# of life) F"er 90I of t e countr#Cs ouse olds use one or more of our products) &5.5! T0pe of b$s%ness >ast Mo"ing Bonsumer Loods Bompan# 6it local manufacturing facilities2 reporting to regional ,usiness groups for inno"ation and ,usiness results)
27

&5.5& Ope at%ons Home and =ersonal Bare2 >oods &5.5) Const%t$t%on

&5.5, P o#$ct cate'o %es House old Bare >a,ric Bleaning $&in Bleansing $&in Bare &5.5. Un%le*e b an#s Fral Bare Hair Bare =ersonal Lrooming Tea ,ased Be"erages

5 eel

Eim

Lu;

$urf D;cel

Life,uo#

Re;ona

>air A Lo"el#
=ondNs

Do"e
Easeline

Blose !p $unsil& Lipton Taaza =epsodent Blear

La&me

28

&5.5/ Man$fact$ %n' fac%l%t%es T e compan# as a $oap Manufacturing factor# and a =ersonal =roducts >actor#

located in B ittagong) Besides t ese2 t ere is a tea pac&aging operation in B ittagong and t ree manufacturing units in D a&a2 6 ic are o6ned and run ,# t ird parties e;clusi"el# dedicated to !nile"er Banglades ) &5.5/ E-plo0ees !nile"er Fperations in Banglades pro"ide emplo#ment to o"er -02000 people directl# and t roug its dedicated suppliers2 distri,utors and ser"ice pro"iders) 99)*I of !BL emplo#ees are locals and 6e a"e e9ual num,er of Banglades is 6or&ing a,road in ot er !nile"er companies as e;patriates) !nile"er 6ants to attract t e ,est graduates to %oin in t eir leaders ip actions) T is report enlig tens 6 at t#pe of recruitment opportunities offered ,# !nile"er Banglades Limited for uni"ersit# students and o6 t e students can access t at opportunit#)

29

CHAPTER ) L'TDRAT!RD RDE'D5

)5! Def%n%t%on of ec $%t-ent Recruiting is t e process of finding A attracting capa,le applicants for emplo#ment) T e process ,egins 6 en ne6 recruits are soug t A ends 6 en t eir applications are su,mitted) T e result is a pool of applicants from 6 ic ne6 emplo#ees are selected) According to Ro,ins2 KT e ideal recruitment effort 6ill attract a large no of 9ualified applicants 6 o 6ill ta&e t e %o, if it is offered) A good recruiting program s ould attract t e 9ualified A not attract t e un9ualified) T is dual o,%ecti"e 6ill minimize t e cost of processing un9ualified candidates8) $o recruiting is a process of disco"ering potential candidates for t e actual or anticipated organizational "acancies) Fr from anot er perspecti"e2 it is a lin&ing acti"it#-,ringing toget er t ose 6it %o,s to fill and t ose see&ing %o,s) )5& 1acto s Infl$enc%n' Rec $%t%n' Effo t Alt oug e"er# organization engages in recruiting acti"it# some do so to a muc larger e;tent t an ot ers) a5 S%(e" Large organization 6it organization) b5 E-plo0-ent con#%t%on" 'n t e communit# 6 ere t e organization is located 6ill influence o6 muc recruiting ta&es place) c5 The effect%*eness of past ec $%t%n' effo t" 't s o6s itself in t e organizationCs istorical a,ilit# to locate and &eep people 6 o perform 6ell) 'f it is effecti"e num,er of recruitment process 6ill ,e fe6) #5 :o 6%n' con#%t%on> sala 0 ; benef%t pac6a'e" T ese influence need for turno"er2 t erefore t e future recruiting of t e organizations) uge manpo6er 6ill recruit muc more t an smaller

31

e) G o+th of the o 'an%(at%on" Frganizations t at are not gro6ing2 or t ose t at are actuall# decline2 ma# find little need to recruit) Fn t e ot er and2 organizations t at are gro6ing rapidl# 6ill a"e more need of recruiting) )5& Poss%ble Const a%nts on Rec $%t%n' P ocess T e pool of 9ualified applicants ma# not a"e included t e 7,estC candidate or t e 7,estC candidate ma# not 6ant to ,e emplo#ed ,# t e organization) T ere are fi"e possi,le constraints 6 ic limit t e managerCs freedom to recruit) a5 The %-a'e of the o 'an%(at%on" 'f t e image percei"ed to ,e lo62 t en t e li&eli ood of attracting a large num,er of applicants is reduced) T en t e image of t e organization2 t ere for2 s ould ,e considered a potential constraint) b5 Att act%*eness of 7ob" 'f t e %o, is unattracti"e2 recruiting a large A 9ualified pool of applicants 6ill ,e difficult for e)g) position for p)s) since t ese %o,s traditionall# appealed to females A 6oman a"e a 6ider selection of %o, opportunities) 't as resulted in a se"ere s ortage of secretarial %o,s) c5 Inte nal o 'an%(at%onal pol%c%es" 'nternal organizational policies2 suc as K=romote from 6it in 6 ere"er possi,le8 6ill gi"e priorit# to indi"iduals inside t e organization) $uc a polic# 6ill ensure t at all positions e;cept entr# le"el positions 6ill ,e filled from 6it in t e ran&s) Alt oug t is is promising once one is ired2 it ma# reduce t e num,er of applicants) #5 Un%on e<$% e-ents" !nion re9uirements also restrict recruiting sources) !nion determines 6 o can appl# A 6 o as t e priorit# in selection) 't restricts managementCs freedom to select t e ,est emplo#ees) e5 Go*e n-ent9s Infl$ence" T e Lo"ernments influence in t e recruiting process s ould not ,e o"erloo&ed) An emplo#er can no longer see& out preferred indi"iduals ,ased on non-%o,-related factors
32

suc as p #sical appearance2 se; or religion ,ac&ground) Lo"ernment ma# impose restrictions on t ese matters) f5 Rec $%t%n' Cost" Recruiting ,# an organization is e;pensi"e sometimes containing a searc for long period of time is not possi,le ,ecause of ,udget restrictions) $o recruiting cost can ,e one of t e important constrain of recruiting efforts) )5) Rec $%t%n' So$ ces Recruiting is more li&el# to ac ie"e its o,%ecti"es if recruiting sources reflect t e t#pe of t e position to ,e filled) Bertain recruiting sources are more effecti"e t an ot ers for filling certain t#pes of %o,s) Mainl# t e sources can ,e di"ided into t6o 6a#s) T e# are discussed ,elo64 )5)5! Inte nal so$ ces Man# large organizations 6ill attempt to de"elop t eir o6n emplo#ees for positions ,e#ond t e lo6est le"el) (o6 some internal sources are discussed ,elo64 a5 ?ob post%n'" =osting notice of %o, openings on compan# ,ulletins ,oards is an effecti"e internal recruiting met od) 't informs emplo#ees a,out openings A re9uired 9ualifications A in"ites 9ualified emplo#ees to appl#) T e notices usuall# posted on compan# ,ulletin ,oards or electronics ,ulletin ,oards or are placed in t e compan# ne6spaper) @ualifications A ot er facts are dra6n from t e %o, anal#sis information) T e t#pes of candidates ma# appl# ere in eit er of t6o 6a#s-t roug G'H $elf nomination and G''H Recommendation of a super"isor2 emplo#ees 6 o are interested in t e posted opening report to t e HR Department A appl#) b5 Depa t%n' e-plo0ees" Departing emplo#ees are t ose 6 o lea"e t e organization ,ecause t e# can no longer 6or& t e traditional fort#- our 6or&6ee&2 c ild care needs2 education or ot ers are t e common reasons) 'f t is situation is occur t en t e emplo#er use Bu#,ac&) Bu#,ac&

33

means 6 en an emplo#ee resigns to ta&e anot er %o,s A t e original emplo#er out,ids t e ne6 %o, offer) )5)5& E4te nal so$ ces 'n addition to loo&ing internall# for candidates2 it is customar# for organizations to open up recruiting efforts to t e e;ternal communit#) T ese efforts are discussed ,elo64 a. A#*e t%se-ent" 5 en an organization 6is es to communicate to t e pu,lic t at it as a "acanc# ad"ertisement in one of t e popular met od used) 5ant ad descri,es t e %o,2 t e ,enefits and tells t ose 6 o are interested o6 to appl#) 't is t e most popular met od) 't can ,e placed in t e factor# gate or 6idel# dispersed) (ormall# ,lue color %o,s are ad) outside t e plant gate) T e ig er t e position2 t e more specified t e s&ills2 or t e s orter suppl# of resources in t e la,or force2 t e more 6idel# dispersed t e ad"ertisement is li&el# to ,e) T e %o, anal#sis information is a ma%or source of information to place in t e ad"ertisement) b. E-plo0ee efe als@ eco--en#at%ons" Recommendation from a current emplo#ee) An emplo#ee 6ill recommended if ,elie"e t e indi"idual can perform ade9uatel#) Dmplo#ee referrals also ma# e a"e

ac9uired more accurate information a,out t eir potential %o,s) T e recommender often gi"es t e applicant more realistic information a,out t e %o, t an could ,e con"e#ed t roug emplo#ment agencies or ne6spaper ad"ertisement) c. E-plo0-ent a'enc%es" 5e 6ill descri,e t ree forms of emplo#ment agencies4 =u,lic or state agencies2 =ri"ate emplo#ment agencies2 A managements consulting firm) T e ma%or difference ,et6een t ese sources is t e t#pe of clientele ser"ed) GiH Public agencies: 't is designed ,ot emplo#ment and to to elp %o, see&ers to find suita,le

elp emplo#ers to find suita,le 6or&er 6it out an# fee) T e

indi"iduals 6 o are registered 6it t e pu,lic agencies 6ill get t e unemplo#ment ,enefits) $o it tends to attract A list indi"iduals 6 o are uns&illed or a"e ad minimum training)
34

G3H Private agencies: =ri"ate agencies are ,elie"ed to offer position A applications
of a ig er cali,er) T e ma%or difference ,et6een t ese t6o is t ere image . =ri"ate agencies ma# also pro"ide a more complete line of ser"ices) T e# ma# ad"ertise t e position2 initial screening2 pro"ide a guarantee) T e pri"ate emplo#ment agenc#Cs fee can ,e totall# a,sor,ed ,# eit er t e emplo#er or t e emplo#ee2 or it can ,e split) 't depends on t e demand-suppl# situation in t e communit# in"ol"ed)

G3H Head hunters/Management consultant: 't is special t#pes of pri"ate emplo#ment

agencies) T e# specialize in mid-le"el2 rare A important top le"el e;ecuti"e placement of t e reputed organizations) >ees are paid ,# t e emplo#er) 't is considered as unet ical ,ecause t e# engage 7stealingC) $o it is called ead unters) d. Te-po a 0 helps Se *%ce" T ese t#pes of different organization can ,e a source of emplo#ees 6 en indi"iduals are needed on a temporar# ,asis) Temporar# emplo#ees are particularl# "alua,le in meeting s ort-term fluctuations in HRM needs) 't does not pro"ide recruits) T e# are a source of supplemental 6or&ers) T e temporar# 6or&ers actuall# 6or& for t e agenc#) During "acation and pea& season-t ese agencies can ,e a ,etter alternati"e)

*) Schools colle'es ; $n%*e s%t%es"

5 ate"er t e educational le"el re9uired for t e %o, in"ol"es a ig -sc ool diploma2 specific "ocational training2 or a collage ,ac&ground 6it a ,ac elorCs2 masterCs2 or doctoral degree2 educational institutions are an e;cellent source of potential emplo#ees 5 f. P ofess%onal o 'an%(at%ons"

't includes la,or unions? operate placement ser"ices for t e ,enefit of t eir mem,ers) T e =rofessional organizations include suc "aried occupations as industrial engineering2 ps#c olog#2 accounting2 legal2 A academics) T ese organizations pu,lis rosters of %o, "acancies A distri,ute t ese lists to mem,ers 5

35

g. E-plo0ee leas%n'" 5 ereas temporar# come into an organization for a s ort-term pro%ect2 leased emplo#ees t#picall# remain 6it an organization for long periods of time) !nder a leasing agreement2 indi"iduals 6or& for t e leasing firm) 5 en an organization as a need for specific emplo#ee s&ills2 it contracts 6it t e leasing firm to pro"ide a certain num,er of trained emplo#ees)

)5, Select%on
$election is t e process of select t e ,est candidates for t e %o, ,# using "arious tools and tec ni9ues) According to R)M) Hodgetts2 K$election is t e process in 6 ic an enterprise c ooses t e applicants 6 o ,est meet t e criteria for t e a"aila,le position)8 $o 6e can conclude t at2 it is t e process in 6 ic candidates for emplo#ment are di"ided into t6o classes? t ose 6 o are to ,e offered emplo#ment and t ose 6 o are not)

)5. Test%n' '$%#el%ne

$ome ,asic testing guidelines are follo6ed in selection process 6 ic are4

-H !se tests as supplements 3H Ealidate t e tests for appropriate %o,s 3H Anal#ze all current iring and promotion standards /H Be6are of certain tests *H !se a certified ps#c ologist .H Maintain good test conditions )5/ Def%n%t%on of %nte *%e+
'nter"ie6ing candidate is a potential screening tool t at gi"es an opportunit# to ma&e %udgment on t e candidatesC ent usiasm A intelligence A to access su,%ecti"e aspects of t e candidatesC facial e;pression2 appearance2 ner"ousness A so fort A to predict future %o,
36

performance on t e ,asis of t e o,tained information) 'nter"ie6 gi"es #ou a c ance to size up t e candidate personall# and to pursue 9uestioning in a 6a# t at test cannot)

)5A T0pes of Inte *%e+

'nter"ie6s can ,e classified according to structured inter"ie6 and unstructured inter"ie6) aB St $ct$ e# %nte *%e+" 't is &no6n as directi"e inter"ie6) 't is an inter"ie6 follo6ing a set of 9uestion A response are specified in ad"ance) bB Unst $ct$ e# %nte *%e+" 't is &no6n as non-directi"e inter"ie6) 't is an unstructured con"ersational- st#le inter"ie6) @uestion is as&ed as t e# come to mind) 't allo6s t e inter"ie6er to as& follo6-up 9uestions2 ,ased on t e candidateCs last statement)

37

CHAPTER ,

RDBR!'TMD(T '( !('LDEDR BA(LLADD$H L'M'TDD

,5!" Rec $%te s <$al%f%cat%on

Recruiting is t e process of finding A attracting capa,le applicants for emplo#ment) T e process ,egins 6 en ne6 recruits are re9uired A ends 6 en t eir applications are su,mitted) T e result is a pool of applicants from 6 ic ne6 emplo#ees are selected) Manager ,ecomes in"ol"es in t is process) Ho6e"er in large organization2 li&e t e !nile"ers Banglades specialists are often used to find A attract capa,le anal#st t e# are called recruiters) >irst2 !nile"er is suc a ,ig organization t at re9uires uge man po6er e"er# #ear for its al6a#s ,oosting operations in "arious le"el and arena) Ho6e"er for common ,usiness operations t e# need T ree t#pe of manpo6er

-) 1 esh ' a#$ates as 6no+le#'e +o 6e > 3) Spec%al%st e4pe %ence# people fo spec%al p$ pose 3) People fo S6%lle# an# labo base# e*ents

$o in our discussion 6e 6ill focus on all t e t ree t#pes) 1 esh ' a#$ates as 6no+le#'e +o 6e Bommonl# 6e discuss and learn ma%or a,out t is le"el recruitment and selection) T e fres graduatesC recruitment is in fact t e main and ma%or recruitment e"ent for !nile"er) >rom across t e countr# t e# get people for t eir recruitment) T e uni"ersities in t e countr# pro"ide t e people to ,e &no6ledge 6or&er in ,ig organizations li&e unile"er and suc ) >or t is t e# ig l# suit t e ,usiness graduates =assed from reputed ,usiness sc ool or institutes ,ot from countr# and from a,road) T e discussion is no6 designed as to t e follo6ing four terms4 =ersonnel planning and "acanc# announcement (ature of Application form Recruiters 9ualification c annels of recruitment Recruitment- Bonstraints and c allenges Pe sonnel plann%n' an# *acanc0 anno$nce-ent

-) 3) 3) /) *)

/)-)-

Human Resource department eaded ,# T e HRM2 recei"es data a,out need of personnel2 t e "acanc# information is t en anal#zed ,# HRM in colla,oration 6it t e finance department 6it financial feasi,ilit# of t e recruitment) After %udging t e feasi,ilit# t e appro"ed num,er of "acancies is informed to t e %o, mar&et t roug strong mass media) As means of media t e# use

39

T e internet2

-O 3O 3O /O

Fnline ,ased %o, portals Dnglis and ,angla ne6s paper Fn campus recruitment >rom 'ntern in"entor#)

/)-)3

Rec $%te s9 <$al%f%cat%on

Rec $%t-ent <$al%f%cat%on fo ent 08le*el e-plo0ees" -O :ou must ,e graduated 6it in less t an t ree #ears2 or 6ill graduate 6it in t e ne;t -3 mont s form a reputa,le uni"ersit#) 3O :ou must ,e 6it in 30 #ears of age) Rec $%t-ent <$al%f%cat%on fo labo base# tas6" 3O :ou must p #sicall# fit and s&illed in t e particular tas&)

,5&" Metho#s of ec $%t-ent

/)3)Rec $%t-ent channel

(ormall# 6e &no6 a,out t6o t#pes of recruitment c annel t ose are -) D;ternal recruitment c annel 3) 'nternal recruitment c annel -) E4te nal ec $%t-ent channel 5 en %o, openings cannot ,e filled internall#2 t e HR department must loo& outside t e organization and ,asicall# for !BL2 recruitment of fres graduates is done t roug t is means) T ere are 0 6a#s for e;ternal recruitment in t e !BL2 6 ic occurs in direct or indirectl# for "arious le"el of recruitment) T ose are-) 3) 3) /) *) .) 5al&s- ins and 6rite- ins Dmplo#ee referrals Ad"ertising =ri"ate placement agencies A =rofessional searc firms Dducational institutions A =rofessional associates 'nternational recruitment

40

:al6s8 %ns an# + %te8 %ns 5al&s in are %o, see&ers 6 o arri"e at t e HR department in searc of a %o,? 6rite ins are t ose 6 o send a 6ritten in9uir#) Bot groups normall# are as&ed to complete an application ,lan& to determine t eir interests and a,ilities) !sa,le applications arte &ept in an acti"e file until a suita,le opening occurs at t e !BL) T ese occurs mainl# for s&ill ,ased la,or 6or&er and for part time pro%ect %o,s or contract ,asis program implementing or running %o,

-) E-plo0ee efe als >or lo6er le"el 6or&ers2 !nile"er follo6 t e emplo#ee referrals procedures) T is is t e procedures 6 en e;isting emplo#ees refer one ne6 and t e ne6 is considered to ,e furt er %udgment) >or "arious dail# operations li&e tra"elling t e product carr# and collecting small mar&et re"enue) !BL needs trust6ort # root le"el 6or&er) T e#2 so follo6 ere t e reference of ot er emplo#ee in t e organization so t at guaranteeC performs securel#) 3) A#*e t%s%n' !BL ne;t to emplo#ee referrals in fact for fres graduates ma%orl# follo6 t e ad"ertisement procedure for recruiting purposes) T e# ad"ertise in t e reputed Dnglis and Bengali (ational papers) T e# also use t e internet for online application) >or t e online recruitment t e applicants get Trac&ing (um,er t at is a uni9ue num,er automaticall# generated ,# t e Fnline $#stem at t e time of BE su,mission) T e applicant pro"ides t e pass6ord at t e time of filling t e BE >orm) Bot t e Trac&ing (um,er and =ass6ord 6ill ,e needed if one 6ants to editQupdate ones BE Fnline) To updating t e BE is enoug 2 entering t e trac&ing num,er and pass6ord after clic&ing at t e S!pdate BES lin& at t e !nile"er Banglades Bareer =age) UFnline do6n loada,le form address is added at t e end of t e report t eV /) P %*ate place-ent a'enc%es ; P ofess%onal sea ch f% -s" !nile"er use se"eral pri"et placement and uman resource management assisting firm for t eir recruitment t ose are -) 3) 3) /) U666)consumer&)co T e Bonsumer& t at 6or&s in t e D a&a mV T e intellectual propert# rig t organization Banglades U666)ipro,)orgV U666)%o,s)com 1o,scncl)com D a&a V

41

E#$cat%onal %nst%t$t%ons ; P ofess%onal assoc%ates More o"er t e organization ta&es its manpo6er from t e uni"ersities and educational institutions across t e countr#) T e nation6ide uni"ersities and its important institutes pro"ide t e potential graduates as t e emplo#ee of t e organization) !nile"er does t e same %o, 6it t e ,usiness sc ools of t e countr#2 ot er discipline fres graduates ands especial 'T and engineering graduates passed from reputed engineering uni"ersities of t e countr#) >rom discussion 6it HRM it 6as &no6n t at t eir preferred institutions range from 'BA2 B!DT2 D!2 K!2 Brac !2 ($!2 A'!B2 1!2 to B ittagong !ni"ersit# and suc ) Again t is uni"ersit# campus is often eaded ,# often a panel of associates) T e =rofessor of t ese institutes 6 o 6or& for !LB refers or primaril# places t e recruitee to central HRM) *) Inte nat%onal ec $%t-ent $ometimes2 especiall# in importance of cases international recruitment occurs in !LB) Ho6e"er suc rare e"ents appen if t e candidate sta#s in a,road or are 6or&ing in international compan# on foreign land) Anot er 6it in t e organization recruitment in most senior post occurs 6it international recruitment process) T e process is done t roug Drecruitment) $uc case occurs in inter su, continental recruitment of !('LDEDR 5orld) ,5&5! Inte nal ec $%t-ent channel Burrent emplo#ees are a ma%or source of recruits for all ,ut entr# - le"el positions of unile"er Banglades ltd)) 5 et er for promotions or for lateral %o, transfers2 internal candidates alread# J &no6 t e alread# informal organization and a"e detail information a,out its formal policies) 'n fact for unile"er t is s ort of recruitment is occurred onl# 6it especial purpose e;perienced emplo#ee recruitment) 't is fre9uentl# occurred in t e Brand Management department) >or senior posts in Brand Management2 emplo#ees recruitment ta&e c annel t roug t e internal uman resource in"entor# 1o, posting programs appens in t e 6a# t at t e Regional $ales Manager R$M in K ulna is ne6l# appointed on D a&a as t e sales c ief)

,5)" Nat$ e of Appl%cat%on fo After getting information2 uge applicants appl# for !nile"erCs entr# le"el posts) T e posts are designed 6it different title for different ,ranc of operation li&e earlier stated . departments for operation -

Brands A De"elopment> $uppl# B ain management> Human Resources> >inance> 'nformation Tec nolog#> Bustomer Management5

42

T e application forms are produced o"er internet on online as 6ell printed copies to campus of different institute) >or all t e le"els t e form are ali&e) 'nterested candidate for different ,ranc 6ill mention t e interested field 'n t e online t ere are 3 different forms one for entr# le"els anot er for e;perienced people) A dumm# of application form collected from t e internet 6ill ,e produced at t e end of t e report) T e# ta&e some elp from consumer mar& ltd) A uman resource management and mar&eting assisting organization of Banglades for t eir customized needs of recruitment and selection)

,5, Rec $%t-ent " const a%nts an# challen'es

Recruiters face suc common constraints 6 ic are4 -) B%asness" Most of t e time2 t e organizationCs emplo#ers tr# to appointment t eir relati"es2 familiar person) 3) Rec $%te hab%t A recruiterCs past success can lead to certain a,its) Admittedl# a,its can eliminate timeconsuming decisions t at #ield t e same ans6ers2 ,ut a,it ma# also continue past mista&es or a"oid more effecti"e alternati"es) 3) Co-pet%t%on of talent T ere is a lac& of "ast talent people in Banglades for t e special tas&) T e potential %o, applicants most of t e time canCt meet up !nile"er re9uirement) >e6 talent gu#s 6 o as alread# appointed 6it ot er multinational compan#) And unile"er need to compete 6it ot er multinational organization to ire s&illed manpo6er) /) ?ob e<$% e-ent =eople 6it greater e;perience usuall# re9uire a ig er le"el of %o,) 'n our countr#2 t ere are "ast population ,ut t e# are not so s&illed in 6or&ing 6it ard la,or) T e# feel comfort fle;i,le %o, li&e go"ernment %o,) $o !nile"er Banglades canCt fulfill t eir re9uirement in all time)

43

CHAPTER . $DLDBT'F( =RFBD$$ '( !('LDEDR

BA(LLADD$H L'M'TDD

$election is t e process of select t e ,est candidates for t e %o, ,# using "arious tools and tec ni9ues) 'n our countr#2 recruitment and selection process 6or& simultaneousl#) T ose are %oined term as emplo#ment function of t e organization and t is emplo#ment function is stated ere for !nile"erCs practices)

.5!" Recept%on of appl%cat%on

After accomplis ing t e recruitment process2 !nile"er go to t e selection process 6 ere t e# start t e process 6it t e reception of application form filled up t roug internet online form) After scrutinizing t e data2 t e# select applications for 6ritten test)

.5&" E*al$at%n' efe ence an# b%o' aph%cal #ata

At t e second stage of e"aluating t e data2 t e# "erifies t e "alidit# aut enticit# of t e information presented on t e form as 6ell as reference of t e emplo#ee t roug references)

.5)" E-plo0-ent test

T is 6ritten test measures t e candidates

-) Anal#tical a,ilit# 3) Bomputation a,ilit# 3) Eer,al s&ill /) 5ritten s&ill *) Leneral &no6ledge
More a,o"e .*I mar&s ensures applicants pass)

.5," Assess%n' can#%#ate th o$'h %nte *%e+

Mainl# t ree steps are follo6ed in t e selection procedure) 'n t e first stage t e candidates are in"ited for a "i"a 6it sales and training manager2 D a&a in is Lulsan office) A uman resource manager also e;ist t ere) 'n t is "i"a t e candidates situation andle a,ilit# is measured)

45

Secon# phase"
't is t e "i"a 6it t e general sales and operation manager G LF$MH2 and trade mar&eting manager )in t is stage indi"idual s&ill is measured) T e 9uestion tries to measure out t e fitness of t e candidate for t e post)

Th% # phase"
'n t is stage t e applicant face t e HRD customer de"elopment team GBDTH t is p ase measure t e applica,ilit# of t e applicantsC potential for t e %o,s) 'n t ese stage 6 # t e applicant prefers t e !nile"er and 6 # it 6ould li&e to %oin t e e;pected team) T e 9uestions tr# to measure t e passion and t e t rill in t e emplo#ees or !nile"er)

.5." Co'n%t%*e ab%l%t0 test

T ere is no recognized cogniti"e a,ilit# test for !nile"er selection process) Ho6e"er2 t e 6ritten test t roug its anal#tical 9uestions t e dose t e cogniti"e test on applicantCs mentalit#)

.5/" Ph0s%cal ab%l%t0 test

T e p #sical test is administered ,# Apollo Hospital D a&a to measure t e H'E2 Hepatitis B2 B or suc man# diseases in its applicantCs ealt and fitness for %o, effort)

.52" :o 6 sa-ples
>or some tec nical %o,s !nile"er follo6s t e 6or& sample test on particular emplo#ee li&e t e one of >inance and 'T)

.5A" H% %n' #ec%s%on

>inall# t e e"er# step success ensures an applicant %oin in t e !nile"er famil#)

46

CHAPTER 2 RDBFMMD(DAT'F( A(D BF(BL!$'F(

25! Reco--en#at%on
After going t roug t e report 6e dra6 some recommendations 6 ic are4

-) 5e a"e to suggest !nile"er Banglades to arrange Kon campus8 recruitment) 'n our
sur"e# 6e get a common scenario t at Kon campus8 recruitment process moti"ates t e student to ent usiastic2 creati"e and rigorous) $tudents tr# to s o6 e;tra ordinar# performance and perform t eir inno"ati"e ideas) inno"ati"e) T e# come 6it ne6 idea and 6or& ear and soul to accomplis t eir tas&) KFn campus8 recruitment assures students to get a ,etter %o, after completing graduate) As a result 2 it reduces t eir 6aste of time to searc a ,etter %o, and compan# get genius and meritorious people 6 o are ungr# for success and perform t eir inno"ati"e acti"ities 6it full of ent usiasm)

3) !nile"er entr#-form is so complicated and some information 6 ic is as&ed for

appl# is not a"aila,le all time) Fur recommendation to minimize t e entr#-form and ma&e it eas# presentation for all potential applicants)

25& Concl$s%on
T e report as attempted to point out recruitment and selection process in !nile"er

Banglades ) T oug t ere is no HR department in !nile"er Banglades K ulna regional office) $o 6e face some little ,it pro,lem to collect t e necessit# information) 5e can get little information a,out recruitment and selection process in !nile"er Banglades ) 5e a"e to communicate 6it !nile"er Banglades ead-office in D a&a) After fe6 refusals2 at last 6e are a,le to collect information from !nile"er Banglades HR department ,ut it curtails our time duration to prepare a ric full report) 5e also ta&e support ,# some secondar# reports as 6ell as internet and !nile"er report pu,lication) 5e confidential data) a"e to ignore some

50

CHAPTER / ANAL3SIS AND 1INDINGS

/5!" The t0pes of ec $%t-ent %n Un%le*e Ban'la#esh L%-%te#

!nile"er follo6 t ree t#pe of recruitment process2 6 ic are4

-O >res graduates as &no6ledge 6or&er2 3O $pecialist e;perienced people for special purpose 3O =eople for $&illed and la,or ,ased e"ents /5&" The t0pes of select%on %n Un%le*e Ban'la#esh L%-%te#
!nile"er follo6 some selection e"aluation test to select t e ,est candidate2 6 ic are4

-O Dmplo#ment test 3O Assessing candidate t roug inter"ie6 3O Bogniti"e a,ilit# test /O = #sical a,ilit# test /5)" The f e<$enc0 of ec $%t-ent b0 Un%le*e Ban'la#esh L%-%te#
!nile"er Banglades Limited accomplis t eir recruitment process depends on created "acanc#) Ho6e"er2 6e see a common p enomena t at !nile"er Banglades arranges recruitment and selection acti"ities t6ice a #ear 6 en students passes from "arious institutes ,ased on t eir completion of . mot semesters)

/5," Responses f o- the st$#ents CInst%t$t%onB e'a #%n' MNC 'n our sur"e#2 6e point out t at most of t e ,usiness graduate students a"e a dream to %oin a prominent multinational compan#) 't is mean from t e selection ratio or applicant ratioCs fres graduates old t e mentalit# to %oin prominent multinationals and !nile"er is one of t e ,est c oices)

48

BIBLIOGRAPH3
Refe ence Boo6s Dessler Lar#2 Human resource management2 -0 edition2 =rentice Hall2 (e6 1erse#2 300* t Da"is Keit A 6ert er 5illiam2 Human resource Management2 * edition2 McLra6 Hall2 (ort America2 -99. Repo t Annual report 3003-300/2 !nile"er Banglades Limited) Inte net
+++5 cons$-e 5co+++57obscnel5co+++5%nno*at%on(en5co+++5$n%le*e 5co-5b#
t

Spec%al Than6s" >erdaus :ousuf2 H)R) ma,nager2 D a&a Mr) $ oai, A med2 Recruitmetn officer2 Head-oofice2 D a&a Md) Masudur Ra man2 territor# manager2 !nile"er Banglades 2 K ulna =)@) A med2 Media A Bontract Ra#sal A medC Territor# Manager2 Baris al

5 1