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Internship Report on

Recruitment and Selection process of PRAN-RFL Group

Prepared For
Mohammad Ahshanullah
Assistant Professor
School of Business & Economics
United International University

Prepared By
Mumtahena Bithi
BBA- 111083062
United International University

Date of submission:

Letter of Transmittal
Date: th December, 2013
Mohammad Ahshanullah
Assistant Professor
School of Business and Economics
United International University
Subject: Submission of Internship Report Recruitment and Selection Process at PRAN-RFL

Dear Sir,

I would like to thank you for supervising and helping me throughout my internship program
in completing my BBA. This internship program has given me opportunity to experience one
of the latest and unexplored areas of business in Bangladesh and has expanded my present
knowledge manifold.
This report is a study on Recruitment and Selection Process of PRAN-RFL Group with
special focusing on organizational as well as managerial skill with which I was assigned
during my internship. The report also contains in-depth review of the human resource
practices in the PRAN-RFL Group.

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

Thank you.

-------------------------Mumtahena Bithi



This is to certify that the internship report on Recruitment and Selection Process of
PRAN-RFL GROUP is a unique attempt to identify the real process of the recruitment &
selection. The report is submitted for the award of the degree BBA form United International
University. It is a record of research credit out by Mumtahena Bithi under my supervision.
No part of internship report has been submitted for any degree, diploma, and title of
recognition before.

He is permitted to submit the internship report.

Mohammad Ahshanullah
Assistant Professor
School of Business and Economics
United International University


I am Mumtahena Bithi, student of School of Business & Economics (BBA Program) of
United International University do hereby declare that the internship report Recruitment
and Selection Process of PRAN-RFL GROUP has not been submitted by me before, for
any degree, diploma, title or recognition.

Mumtahena Bithi
Id - 111083062



The successful completion of this report might never been possible in time without the help
some person whose inspiration and suggestion made it happen. First of all I want to thank my
supervisor Israt Jabeen for guiding me in PRAN-RFL Group during my Internship. Without
his help this report would not have been accomplished.
Then I would like to thank my advisor, Mohammad Ahshanullah, Assistant Professor of
United International University for helping me completing my internship report on
Recruitment and Selection Process at PRAN-RFL Group. I would like to express my
gratitude to all the faculty and staff members of United International University and
specifically, School of Business. This report is a culmination of the four years I have spent
here and all that I have learnt.
I am grateful to all the staffs and all the officers of the PRAN-RFL GROUP, HR Department.
They gave me long patient hearing and sitting, practical orientation and answering my
numerous Queries nicely. This supplied the most valuable working experience and
information for which the deserved appreciation. I was closely attached with them during my
internship tenure. Without them this project would have been very difficult.
I also thank my parents, and some friends who kept on this long process with me, always
offering support.And finally I also express my sincere gratitude to all those who participated
to prepare the report.

Executive Summary

This report has been prepared with a vision to exploring, analyzing, and understanding the
recruitment and selection practices of PRAN-RFL Group and concomitantly finding out the
loopholes and recommending with an eye to minimizing the shortcomings of the organization
in this field.
It is well admitted that people form an integral part of the organization. The efficiency and
quality of its people determines the fate of the organization. Hence choosing the right people,
placing them at right place and selecting those at the right time have been essentially
essential. Hiring comes at this point of time in the picture. Hiring is a strategic function for
HR department. Recruitment and selection form the process of hiring the employees.
Recruitment is the systematic process of generating a pool of qualified applicant for
organization job. The process includes the step like HR planning attracting applicant and
screening them. This step is affected by various factors, which can be internal as well as
external. The organization makes use of various methods and sources for this purpose.
Selection is carried from the screening of the applicant during the recruitment process. Some
specific processes are also involved in this case. During the process there are certain
difficulties and barriers that are to be overcome. Different organizations adopt different
approaches and techniques for their employees. To know the practical application of the
employees hiring process, the

analysis of PRAN-RFL Group has been undertaken. In

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


Table of Content

Table of Contents
Serial No.






Chapter 1
Objectives of the Study
Methodology of the Study
Importance & Scope
Limitations of the Study
Chapter 2
Literature Review
Introduction to Recruitment & Selection
Definitions of Recruitment
Purpose and Importance
Factors affecting Recruitment
2.4.1 Internal Factors
2.4.2 External Factors
2.4.3 Internal Sources Evaluation of internal sources
2.4.4 External Sources Evaluation of external sources
Philosophies of Recruitment
Recruitment Process
Methods of Recruitment
Effectiveness of Recruitment Program
Definitions of selection
Role of selection
Steps of Selection Process
Organizations for Selection
New Methods of Selection
Chapter 3
Organizational Profile
Background of PRAN-RFL Group
Objectives of the PRAN-RFL Group
Corporate Mission & Aim of the Group
The Corporate Values of PRAN-RFL Group
Quality Policy
History of the Group Name

Page No.




Table of Content





QMS Achievement
Chapter 4
Human Resource Division
Human Resource Division
Objectives of the Human Resource Department
Basic Functions of Different Wings
Employee Performance Appraisal Criteria
Leave Management
Human Resources Management Information System (HR-MIS)
Human Resource Planning
Nature of My Job
Chapter 5
The Recruitment & Selection Practices of PRAN-RFL Group
PRAN-RFL Group recruitment and selection policy
Recruitment & Selection Process, in Brief
Recruitment Sources
Recruitment Cycle
The Selection Activities
Screening of Candidates
Selection Criteria
Written Test
Oral Interview
Final Selection
Recruitment of Contractual & Others
Recruitment scenario of PRAN-RFL Group
Chapter 6
Analysis & Findings
SWOT Analysis of Recruitment and Selection Practices in PRANRFL Group
Findings of the Study
Chapter 7
Recommendations & Conclusion






Chapter 1: Introduction
1.1 Introduction
PRAN-RFL Group inaugurated its operation in 1980. Keeping its corporate mission in view,
the group has over the years diversified its activities. Today this group is the largest
processors of fruits, milk, crops, vegetables, in Bangladesh. This organization encourages
contract farmers and helps them grow quality crops with increased yields and to obtain fair
The group comprises of 35 companies. Its head quarter is located in Dhaka with production
facilities around the country. The group provides quality products abroad and grabs more
foreign currency than its competitors. PRAN-RFL Group has been continuously being the
champion in exports and optimizing its profitability for more than 6 years.
The management system and practices in this group are top to bottom modern.
Concomitantly, the practices are well adapted to its environment and culture. The largest
asset of this organization is the competent team of hands-on-managers and dedicated
employees. For the growth of the company, there are 42,000 thousand employees employed
in this organization.

1.2 Objectives of the Study

In basic idea behind selecting the topic of Employee Hiring is to study how employees are
hired. Today organizations are coming up with the new techniques of hiring people. Hence to
study how the actual process is carried in the organization.
This study is undertaken with the following objectives:
To know the recruitment and selection practices of the PRAN-RFL Group;
To study the recruitment and selection practices of the PRAN-RFL Group
To find out the distinctive competencies in recruitment and selection of the group
To find out the problems of recruitment and selection practices of the PRAN-RFL
To comment on the existing recruitment and selection practices of the PRAN-RFL
Group and
To recommend some measures to overcome the problems

1.3 Methodology of the Study

To undergo this study, I have followed a set of methodologies. These are given below.
In the organization part, much of the information has been collected from different published
articles, journals, brochures, web-sites and so on.
Data Sources: All of the information incorporated in this report have been collected both
from the primary sources and as well as from the secondary sources.
Data Collection Methods:
Primary source of information:
Discussion with officials of the company

Chapter 1: Introduction
Desk work
Secondary source of data:
Annual report of the company
Relevant papers and published documents of PRAN-RFL Group
Published books, articles, journals, magazines and so on
Data Analysis:
For the analysis of data, I have used the followings:Tables
Charts/ Graphical representations;
Microsoft word
Microsoft excel
Micro soft Visio

1.4 Importance and Scope

1. This project will provide a value insight to student on the topic.
2. This project will help to get the practical knowledge in employee hiring in the
3. The project will equip me for my future in H. R. M.

1.5 Limitations of the Study

Everything has its limitations. In a study, facing the limitations is a must. My study is not an
exception. So, in the report, there are certain limitations. As a result, this report suffers from
the following shortcomings.
The report had to be prepared within the daily routine of office work.
Sometimes the data were really confidential. For this reason, the company officials didnt
tend to expose the confidential information.
The information aligned here is achieved through working with them physically and so
maximum of the information are received from the mouths of the officials and very often it
lacks documentary support.
Thus, the report has been prepared in accordance with the daily work activities.

Chapter 2: Literature Review

2.1 An Introduction to Recruitment and Selection

The human resources are the most important assets of an organization. The success or failure
of an organization is largely dependent on the caliber of the people working therein. Without
positive and creative contributions from people, organizations cannot progress and prosper.
In order to achieve the goals or the activities of an organization, therefore, they need to
recruit people with requisite skills, qualifications and experience. While doing so, they have
to keep the present as well as the future requirements of the organization in mind.

Recruitment is distinct from Employment and Selection. Once the required number and kind
of human resources are determined, the management has to find the places where the required
human resources are/will be available and also find the means of attracting them towards the
organization before selecting suitable candidates for jobs. All this process is generally known
as recruitment. Some people use the term Recruitment for employment. These two are not
one and the same. Recruitment is only one of the steps in the entire employment process.
Some others use the term recruitment for selection. These are not the same either. Technically
speaking, the function of recruitment precedes the selection function and it includes only
finding, developing the sources of prospective employees and attracting them to apply for
jobs in an organization, whereas the selection is the process of finding out the most suitable
candidate to the job out of the candidates attracted (i.e., recruited).Formal definition of
recruitment would give clear cut idea about the function of recruitment.

2.2 Definition of Recruitment
Recruitment is defined as, a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting
that manpower in adequate numbers to facilitate effective selection of an efficient
workforce. Edwin B. Flippo defined recruitment as the process of searching for
prospective employees and stimulating them to apply for jobs in the organization.
Recruitment is a linking function-joining together those with jobs to fill and those seeking
jobs. It is a joining process in that it tries to bring together job seekers and employer with a












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

Chapter 2: Literature Review

a way that job seekers respond. To be cost effective, the recruitment process should attract
qualified applicants and provide enough information for unqualified persons to self-select
themselves out.
Thus, the recruitment process begins when new recruits are sought and ends when their
applications are submitted. The result is a pool of applicants from which new employees are
All recruitment and selection programs of PRAN-RFL Group base on the organizations
approved human resource plan. HRM Department assists line General Managers to develop
their human resource plans effectively. Based on the recruitment and selection information
from all units, HRM Department analyzes human resource plans of different units and
develops a master plan for the organization. HRM department processes the recruitment and
selection after checking with budget provision and final approval from the director of finance
and top management.

2.3 Purpose and Importance

The general purpose of recruitment is to provide a pool of potentially qualified job
Specifically, the purposes are to:
Determine the present and future requirement of the organization in conjunction with
its personnel planning and job analysis activities;
Increase the job pool of job candidates at minimum cost;
Help increase the success rate of the selection process by reducing the number visibly
under qualified or job application;
Help reduce the probability that job applicants, once recruited selected, will leave the
organization only after a short period of time;
Meet the organizations legal and social obligation regarding the composition of its
Being identifying and preparing potential job applicants who will be appropriate
Increase organization individual effectiveness in the short term and long term;

Chapter 2: Literature Review

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

2.4 Factors Affecting Recruitment

There are a number of factors that affect recruitment. These are broadly classified into
Two categories:
1. Internal factors
2. External factors

2.4.1 Internal Factors

The internal factors also called as endogenous factors are the factors within the
organization that affect recruiting personnel in the organization.
Some of these are:Size of the organization
The size of the organization affects the recruitment process. Larger organization finds
recruitment less problematic than organization with smaller in size.
Recruiting policy
The recruitment policy of the organization i.e. recruiting from internal sources and
external sources also affect the recruitment process. Generally, recruitment through
internal sources is preferred, because own employees know the organization and they
can well fit in to the organization culture.
Image of the organization
Image of the organization is another factor having its influence on the recruitment
process of the organization. Good image of the organization earned by the number of
overt and covert action by management helps attract potential and complete candidates.
Managerial actions like good public relations, rendering public service like building
roads, public parks, hospitals and schools help earn image or goodwill for
organization. That is why chip companies attract the larger numbers of application.
Image of the job

Chapter 2: Literature Review

Better remuneration and working conditions are considered the characteristics of good
image of a job. Besides, promotion and carrier development policies of organization
also attract potential candidates.

2.4.2 External Factors

Like internal factors, there are some factors external to organization, which have their
influence on recruitment process. Some of these are given below:Demographic factors
As demographics factors are intimately related to human beings, i.e. employees,
these have profound influence on recruitment process. Demographic factors
include age, sex, Literacy, economics status etc.
Labor market
Labor market condition I.e. supply and demand of labor is of particular
importance in affecting recruitment process. E.g. if the demand for specific skill
is high relative to its supply is more than for particular skill, recruitment will be
relatively easier.
Unemployment situation
The rate of unemployment is yet another external factor its influence on the
recruitment process. When the employment rate in an area is high, the
recruitment process tends to simpler. The reason is not difficult to seek. The
number of application is expectedly very high which makes easier to attract the
best-qualified applications. The reserve is also true. With low rate of
unemployment, recruiting process tend to become difficult
Labor laws
There are several labor laws and regulations passed by the central and state
governments that govern different type of employment. These cover working
condition, compensation, retirement benefits, safety and health of employee in
industrial undertakings.

The child Labour Act, 1986; for example prohibits

employment of children in certain employments. Similarly several other acts

such as the Employment Exchange Act,1958; The Apprentice Act, 1961; the
Factory Act,1948; and The Mines Act, 1952 deal with recruitment.

Chapter 2: Literature Review

Legal consideration
Another external factor is legal consideration with regard to employment
reservation of jobs for schedule tribes, and other backward class (OBC) is the
popular examples of such legal consideration. The supreme court of India has
given its verdict in favor of 50 per cent of jobs and seats. This is so in case
admission in the educational institutions also.

2.4.3 Internal Sources

Present employees:
Promotions and transfer from among the present employees can be good sources
of recruitment. Promotion implies upgrading of an employee to a higher position
carrying higher status, pay and responsibilities. Promotion from among the
present employees is advantageous because the employees promoted are well
acquainted with the organization culture, they get motivated and it is cheaper
also. Promotion from among the person employees also reduces the requirement
of job training. However, the disadvantage lies in limiting the choice of the few
people and denying hiring of outsiders who may be better qualified and skilled.
Furthermore, promotion from among present employees also results in
inbreeding, which creates frustration among those not promoted. Transfer refers
to shifting an employee from one job to another without any change in the
position/post, status and responsibilities. The need for transfer is felt to provide
employees a broader and carried base, which is considered necessary for
promotion. Job rotation involves transfer of employees from one job to another
job on the lateral basis.
Former employees:
Former employees are another source of applicant for vacancies to be filled up in
the organization. Retired or retrenched employees may be interested to e come
back the company to work on the part time basis. Similarly, some former
employees who had left the organization for any reason, any come back to work.
This source has the advantages of hiring people whose performance is already
known to the organization.
Employee referrals:

Chapter 2: Literature Review

This is yet another internal source of recruitment. The existing employees refer to
the family members, friends and relatives to the company potential candidates for
the vacancies to be filled up in the organization. This source serves as the most
effective methods of recruiting people in the organizations because refer to those
potential candidates who meet the company requirement known to them from
their own experience. The referred individuals are expected to be similar in type
in the of race and sex, for example, to those who are already working in the
Previous applicant:
This is considered as internal source in the sense that applications from the
potential candidates are already lying with organization. Sometimes the
organization contacts though mail or messengers these applicants to fill up the
vacancies particularly for unskilled or semiskilled jobs. Evaluation of Internal Sources

Let us, evaluate the internal source of recruitment. Obviously, it can be done in terms of
its advantage and disadvantage the same are spelled out as follows:
The advantages of the internal source of recruitment include the following:
Familiarity with own employees:
The organization has more knowledge and familiarity with the strengths and
weaknesses of its own employees than of strange on unknown outsiders.
Better use of the talent:
The policy of internal recruitment also provides an opportunity to the organization
to make a better use of talents internally available and to develop them further and
Economical recruitment:
In case of internal recruitment, the organization does not need to spend much
money, time and effort to locate and attract the potential candidates. Thus, internal
recruitment proves to be economical, or say, inexpensive.
Improves morale:


Chapter 2: Literature Review

This method makes employees sure that they would be preferred over the outsiders as
and when they filled up in the organization vacancies.
A motivator:
The promotion through internal recruitment serves as a source of motivation for the
employees to improve their carrier and income. The employees feel that organization
feel that organization is a place where they can build up their life-long career.
Besides, internal recruitment also serves as a means of attracting and retaining
employees in the organization.
The main drawback associated with the internal recruitment is as follows:
Limited choice:
Internal recruitment limits its choice to the talents available within the organization.
Thus, it denies the tapping of talents available in the vast labor market outside the
organization. Moreover, internal recruitment serves as a means for inbreeding,
which is never healthy for the future organizations.
Discourage competition:
In this system, the internal candidates are protected from competition by not giving
opportunity to otherwise competent candidates from outside the organization. This in
turn, develops a tendency among the employees to take the promotion without

extra performance.

Stagnation of skills:
With the feeling that internal candidates will surely get promoted, their skill in the
long run may become stagnant or obsolete. If so, productivity and sufficiency of the
organization, in turn, decreases.
Creates conflicts:
Conflicts and controversies surface among the internal candidates, whether or not
they deserve promotion.

2.4.4 External Sources

External sources of recruitment lie outside the organization. These outnumber internal sources.
The main ones are listed as follows:


Chapter 2: Literature Review

Employment exchanges:
The national commission labor (1969) observed in its report that in the preindependence era, the main source of labor war rural areas surrounding the
industries. Immediately after independence, national employment services were
established to bring employer and job seeker together. In response to it, the
compulsory notification of vacancies act of 1959 (Commonly called employment
exchange act) was instituted which become operative in 1960.the main functions of
these employment exchanges with the branches in most cities are registration of job
seeker and tier placement in the notified vacancies. It is obligatory for employer to
inform about the outcome of selection within 15 days to the employment exchange.
Employment exchange is particularly useful in recruiting blue-collar, white- collar
and technical workers.
Employment agencies:
In addition to the government agencies, there are number of private agencies that
register candidates for employment and furnish a list of suitable candidates from the
data bank as and when sought by the prospective employer. Generally, these
agencies select personnel for supervisory and the higher levels. The main function of
these agencies is to invite application and short-list the suitable candidates for the
organization. Of course, the representative of the organization takes the final
decision on selection. The employer organizations derive several advantages through
this source. The time saved in this method can be better utilized elsewhere by the
organization. As the organizational identity remains unknown to the job speakers, it,
thus, avoid receiving letters and attempts to influence.
This method of recruitment can be used for jobs like clerical, technical, and
managerial. The higher the position in the organization, the more specialized the
skills or the shorter the supply of that resources in the labour market, the more
widely dispersed the advertisement are likely to be. For instance, the search for a top
executive might include advertisements in a national daily like the Hindu. Some
employers/companies advertise their post by giving them post box number of the

name of some recruiting agency. This is done to particular keep own identity
secret to avoid unnecessary correspondence with the applicants. However the
disadvantage of these blind advertisement, i.e., post box number is that the


Chapter 2: Literature Review

potential job seekers are the hesitant without unknowing the image of the
organization, on the one hand, and the bad image/ reputation that the blind
advertisement have received because of the organizations that placed such
advertisements without position lying vacant just to know supply of labor/
workers in the labor market, on the other. While preparing advertisement, a lot of
care has to be taken to make it clear and to the point. It must ensure that some
self-selection among applicant take place and only qualified applicant responds
the advertisement copy should be prepared by using a four-point guide called
AIDA . The letters in the acronym denote that advertisement should attract
Attention, gain Interest, arouse a Desire and result in action. However, not many






positions in


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

advertisements may generate a lot irrelevant application, which would, by
necessity, increasing the cost of processing them.
Professional Associations:
Very often, recruitment for certain professional and technical positions is
made through professionals association also called Headhunters. Institute
of Engineers, All India Management Association, etc., provide placement
service to the members. The professional associations prepare either list of
jobseekers or publish or sponsor journal or magazines containing
advertisements for their member. It is particularly useful for attracting
highly skilled and professional personnel. However, in India, this is not
a very common practice and those few provide such kind service have
not been able to generating a large number of application.
Campus Recruitment:
This is another source of recruitment. Though



is a

common phenomenon particularly in the American organizations, it has

made rather recently. Of late, some organizations such as HLL, HCL,
L&T, Citibank, Cadbury ANZ Grind lays, etc., in India have started








purposes. Many Institutes have regular placement cells / offices to serve liaison
between the employer and the students. Tezpur Central University has one


Chapter 2: Literature Review










recruitment and placement. The method of campus recruitment offers certain

advantages to the employer organizations. First, the most of the candidates
are available at one place; second, the interviews are arranged at short
notice; third, the teaching is also met; fourth, it gives them opportunity
to sell the organization to a large students body who would be graduating









organizations have to limit their selection to only entry positions and

they interview the candidates who have similar education and experience,
if at all.
Another source of recruitment is deputation I.e., sending an employees to
another organization for the short duration of two to three years. This
method of recruitment is practice in a pretty manner, in the Government
department and public sector organization does not have to incurred the
initial cast of induction and training. However, the disadvantages of this of
deputation is that deputation period of two/three year is not enough for the
deputed employee to provide employee to prove his/her mettle, on the one
hand, and develop commitment with organization to become part of it, on
the other.
Some organizations in India also practice the word-of-mouth method of
recruitment. In this method , the word is passed around the vacancies or


the organization.

Another form of word-of-mouth method of

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

offered by the rival organization. This method is economic, in terms of both
time and money. Some of the organization maintain a file applications and
sent a bio-data by a job seeker. These serve as a very handy as when there is
vacancy in the organization. The advantage of this method is no cost involved in
recruitment. However, the disadvantages of this method of recruitment are
non- availability of the candidates when needed choice of candidates is
restricted to a too small number.


Chapter 2: Literature Review

Raiding or Poaching:
This is another sources of recruitment whereby the rival firm by offering
terms and conditions, try to attract qualified employees to join the company.
This raiding is a common feature in the Indian organizations. For instance,
service executive of HMT left to join Titan Watch Company, so also exodus of
pilot from Indian Airlines to join the private air taxi operator. In fact, raiding has
become challenge for the human resource manager. Besides these, walk - ins,
contractors, radio and television, acquisitions and merger, etc., art some other
sources of recruitment used by organization Evaluation of External Sources:

Like the internal source of recruitment, external sources are mixed of advantages and
Open process:
Being a more open process, it is likely to attract a large number of
applicants/application. Then, in turn, widens it option of selection.
Availability of Talented Candidates:
With the large pool of applicants, it becomes possible for organization to have
talented candidates from the outside. Thus, it introduces new blood in the
Opportunity to Select the Best Candidate:
With the large pool of applicants, selection process becomes competitive. This
increases prospects for selection the best candidates.
Provides healthy competition:
As the external members are supposed to be more trained and efficient, they tend
to pose a great competition. With such a background, they work with the positive
attitude and greater vigor. This helps create healthy competition and conductive
work environment in the organization.


Chapter 2: Literature Review

However, the external sources of recruitment suffer from certain disadvantages too, these are:
Expensive and time consuming:
This method of recruitment is both expensive and time consuming. There is no
guarantee that organization will get good and suitable candidates.
Unfamiliarity with the Organization:
As candidates some outside the organization, they are not familiar with tasks,
job nature and the international scenario of the organization.
Discourage the Existing Employee:
Existing employees are not sure to get promotion. This discourages them to do
the hard work. This, in turn, boils down to decreasing productivity of the

2.5 Philosophies of Recruitment

The traditional philosophy of recruiting has been to get as many people to apply for
a job as possible. A large number of jobseekers waiting in queues would make the
final selection difficult, often resulting in wrong selection. Job dissatisfaction and
employee turnover are the consequence of this. A persuasive agreement can be made that
matching the needs of the organization to the needs of the applicants will enhance the
effectiveness of the recruitment process. The result will be a workforce which is likely to stay
with the organization longer and performs at a higher level of effectiveness. Two approaches
are available to bring about match. They are:
Realistic Job Previews:
Realistic job preview provides complete job related information , both
positive and negative, to the applicants. The information provided will help
job seekers to evaluate the compatibility among the jobs and their personal
ends before hiring decisions are made. RJPs can result in self selection
process- job applicant can decide where to attend the interviews and tests
for final selection or withdraw them the initial stage. Research on realistic
recruiting shows a lower rate of employee turnover in case of employee
recruited through RJPs, particularly for more complex jobs and higher level
of job satisfaction and performance, at the initial stage of employment.
RJPs are more beneficial for organization hiring at entry level, when there


Chapter 2: Literature Review

are unemployment. Otherwise the approach may increase the cost of
recruiting by increase the average time it takes to fill each job.
Job Compatibility Questionnaire:
The job compatibility questionnaire was developed to determine whether
applicant preferences for work match the characteristics of the job. The
JCQ is designed to collect the information on aspect of a job, which has
bearing on employee performance, absenteeism, and turnover and job
satisfaction. The underlying assumption of the JQC is that greater the
compatibility between an the jobseeker, the greater the profitability of
employee effectiveness and longer the tenure. The JCQ is a 400- item
instrument that measure job factors, which are related to performance,
satisfaction, turnover and absenteeism. Items cover the following job factors:



environment, customer characteristics,


characteristics, leader characteristics, compensation preference, task variety,

job autonomy, physical demands, and work schedule.


As stated earlier, recruitment is the process of location, identifying, and attracting
capable applications for jobs available in an organization. Accordingly, the
recruitment process comprises the following five steps:
Recruitment Planning:
The first involved in the recruitment process is planning. Hire, planning involves
to draft a comprehensive job specification for the vacant position, outline its major
and minor responsibilities; the skills, experience and qualifications needed;
grade and level of pay; starting date; whether temporary or permanent; and
mention of special condition, if any, attached to the job to be filled.
Strategy Development:
Once it is known how many with what qualification of candidates are
required, the next step involved in this regard is to device a suitable
strategy for recruitment the candidates in the organization. The strategic
considerations to be considered may include issues like whether to prepare
the required candidates themselves or hire it from outside, what type of


Chapter 2: Literature Review

recruitment method to be used, what geographical area be considered, for
searching the candidates, which source of recruitment to be practiced, and
what sequence of activities to be followed in recruiting candidates in the
Searching:This step involves attracting job seeders to the organization. There are broadly two
sources used to attract candidates. These are
Internal Sources
External Sources.
Through some view screening as the starting point of selection, we have
considered it as an integral part of recruitment. The reason being the
selection process starts only after the application have been screened and
short listed.

Let it be exemplified with an example.

In the Universities,

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

respond to invitation, i.e. advertisement are screened and short listed on the
basis of eligibility and suitability. Then, only the screened applicant are
invited for seminar presentation and personal interview. The selection process
starts from here, i.e., seminar presentation or interview.
invaluable n screening.

Job specification is

Applications are screened against the qualification,

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

specification. Those who do not qualify are straightway eliminated from the
selection process. The techniques used for screening candidates are vary
depending on the source of supply and method used for recruiting. Preliminary
applications, de-selections tests and screening interviews are common techniques
used for screening the candidates.
Evaluation and control:
Given the considerable involved in the recruitment process, its evaluation and
control is, therefore, imperative. The costs generally incurred in a recruitment
process include:
Salary of recruiters;


Chapter 2: Literature Review

Cost of time spent for preparing job analysis, advertisement, etc;
Administrative expenses;
Cost of outsourcing or overtime while vacancies remain unfilled;
Cost incurred in recruiting unsuitable candidates.
In view of above, it is necessary for a prudent employed to try answering certain
questions like:
Whether the recruitment methods are appropriate and valid?
Whether the recruitment process followed in the organization is effective at all
or not?


Recruitment methods refer to the means by which an organization reaches to the
potential job seeker. It is important to mention that the recruitment methods are
different from the resources of recruitment. The major line of distinction between
the two is that while the former is the means of establishing links with the
prospective candidates, the latter is location where the prospective employees
are available. Dunn and Stephen have broadly classified methods of recruitment
into three categories. These are;
Direct Method:
In this method, the representatives of the organizations are sent to the
potential candidates in the educational and training institutes. They establish
contacts with the candidates seeking jobs. Person



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

Sometimes, some employer firm establishes with professors and solicits
information about student with excellent academic records. Sending the
recruiter to the conventions, seminars, setting up exhibits at fairs and using
mobile office to go to the desired centers are some other methods used
establish direct contact with the job seekers.
Indirect Method:


Chapter 2: Literature Review

Indirect methods include advertisements in the newspaper, on the radio
and television,



journals, technical magazines,

etc. this

method is useful
When the organization does not find suitable candidates to be promoted
to fill up the higher posts,
When the organization want to reach out a vast territory, and
When organization wants to fill up scientific, professional and technical
The experience suggests that the higher the position to be filled up in the
organization, or the skill sought by the sophisticated one, the more widely
dispersed advertisement is likely to be used to reach too many suitable
candidates. Sometimes, many organizations go for what referred to as blind
advertisement in which only Box No. is given and the identity of the
organization is not disclosed. However, organizations with regional or national
repute do not usually use blind advertisements for obvious reasons.
While placing an advertisement to reach to the potential candidates, the
following three points need to borne in mind:
To visualize the type of the applicant one is trying recruit;
To write out a list of the advantages the job will offer;
To decide where to run the advertisement , i.e., newspaper with local, state,
nation-wide and international reach or circulation.
Third Party Method:




use of


private employment


agencies, management

pr associations, employee

referral or

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

to establish contact with the job seekers.
Now, a question arises; which particular method is to be used to recruit
employee in the organization? The answer to it is that it will depend on the policy of
the particular firm, the position of the labor supply, the government regulations in
this regard and agreements with labor organizations. Notwithstanding, the best
recruitment method is to look first within the organization.


Chapter 2: Literature Review

2.8 Effectiveness of Recruitment Program
Though there has so far not been evolved any formula such that makes recruitment
program necessitates having certain attributes such as:
A well defined recruitment policy
A proper organizational structure.
A well - laid down procedure for locating potential jobseekers
A suitable method and technique for tapping and utilizing these candidate
A continuous assessment of effectiveness of recruitment program and incorporation
of suitable modifications from time to improve the effectiveness of the program
An ethically sound fool-proof telling an applicant all about the job and its
position, the firm to enable the candidate to judiciously decide whether or not
to apply and join the firm, if selected.

2.9 Definition of Selection:
Selection is the process of picking individuals (out of the pool of job applicants) with
requisite qualifications and competence to fill jobs in the organization. A formal
definition of Selection is:
It is the process of differentiating between applicants in order to identify (and
here) those with a greater likelihood of success in a job.
Recruitment and selection are the two crucial in the HR process and are often used
interchangeably. There I, however, a fine distinction between the two steps. While





of identifying and encouraging


employees to apply for jobs, selection is concerned with picking the right candidates
from the pool of applicants. Recruitment is said to be positive in its approach as it seeks
to attract as many candidates as possible. Selection, on the other hand, is negative in
its application in as it seeks to eliminate as many unqualified applicants as possible in
order to identify the right candidates.


Chapter 2: Literature Review

2.10 Role of Selection:

The role of selection in an organizations effectiveness is crucial for at least, two reasons;
first, work performance depends on individuals. The best way to improve performance is
to hire people who have the competence and the willingness to work. Arguing from the
employees viewpoint, poor or inappropriate choice can be demoralizing to the individual
concerned (who finds himself or herself in the wrong job) and de-motivating to the rest of
the workforce. Effective selection, therefore, assumes greater relevance.
Second, cost incurred in recruiting and hiring personnel speaks about volumes of the
selection. Costs of wrong selection are greater.

2.11 Steps of the Selection Process

Step 8:Hiring Decision

Step 7:Reference Checks
Step 6:Medical Test
Step 5:Selection Interview
Step 4:Selection Test
Step 3:Application Blank
Step 2:Screening Interview
Step 1: Reception

2.12 Organization for Selection:

Until recently, the basic hiring process was performed in a rather unplanned
manner in many organizations. In some companies, each department screened and hired
its own employees. Many managers insisted upon selecting their own people because they
were sure no one else could choose employee for them as efficiently as they themselves


Chapter 2: Literature Review

could. Not anymore. Selection is now centralized and is handled by the human resources
Ideally, a selection process involves mutual decision-making. The organization
decides whether or not to make a job offer and how attractive the offer should be. The
candidate decides whether or not organization and the fob offer fit his or her needs and
goal. In reality, the selection process is highly one-side. When the job market is

right, several



be applying

for a

position, and the

organization will use a series of screening devices to hire the candidates it feels is
most suitable. When there is a shortage of qualified workers, or when the candidate
is a highly qualified executive or professional who is being sought after by several
organizations, the organizations will have to sweeten its offer and come to a quicker

2.13 New Methods of Selection

In recent years, HR specialists have found out new methods of selection. These approaches are
deemed to the alternatives to the traditional methods of selection.
Two intersecting alternatives are participative selection and employee leasing. Participative
selection that subordinates participates in the selection of their co-workers and supervisors. The
idea is that such participation will improve quality, increase support for the selected supervisors
and co-workers, and improve employee morale. In employee leasing, the client company leases
employees from a third part, not on a temporary basis, but rather ate leased as full-time, long-term
help. An interesting feature of this method is that the client company need not perform such
personnel activities as hiring, compensation or record keeping. The advantages of employee
leasing are significant. The client is relived from many administrative burdens, as well as the
need to employ specialized personnel employees. Further, employees not recruited by one










Chapter 3: Organizational Profile

3.1 Background of PRAN RFL Group:

PRAN started its operation in 1981 as a processors fruit and vegetable in Bangladesh. Over
the years, the company has not only grown in stature but also contributed significantly to the
overall socio-economic development of the country.
PRAN is currently one of the most admired food & beverages brand among the millions of
people of Bangladesh and other 77 countries of the world where PRAN Products are
regularly being exported.
All the PRAN products are produced as per international standards maintaining highest level
of quality at every stages of its production process.
PRAN is currently producing more than 200 food products under 10 different categories i.e.
Juices, Drinks, Mineral Water, Bakery, Carbonated beverages, Snacks, Culinary,
Confectionery, Biscuits & Dairy. The company has adopted ISO 9001 as a guiding principle
of its management system. The company is complaint to HACCP & certified with HALAL
which ensures only the best quality products are reaches to the consumers table across the

3.2 Objectives of the PRAN-RFL Group:

Every organization has its go together with a set of objectives. Accordingly, PRAN-RFL group
has the following objectives. In fact, PRAN-RFL group is an exception in the sense that they not
only possess the objectives but also they do follow it to utmost.
Total commitment of the needs of the customers
Provide value and quality product to enrich lines and enhance business success of
Objective of PRAN-RFL Group is offering the state of the art and modern technology and
quality products to the people of Bangladesh.
Continuous improvement of all work process
Continuous update training of all the employees
Continuous improvement of all the employees
To retain the reputation of PRAN-RFL Group by fulfilling promises made to the
customers, employees.

3.3 Corporate Mission and Aim of the Group:


Chapter 3: Organizational Profile


3.4 Vision
PRAN-RFL Groups vision is to be a leader as a consumer product provider in Bangladesh
and abroad.

3.5 The Corporate Values of PRAN-RFL Group

Consumer Care:
We view our consumers as our king and us as their laypeople. Our consumers have
given us such success for so long years. So, we care about our consumers.
Consumers care is the process by which we endorse consumers satisfaction and
moreover, loyalty. Primarily, it grips managing communication with consumer
particularly consumers questions and complaints and resolving disputes amicably.
The eventual goal of our consumers care program is to build long-term relationships
with our consumers. To meet this goal, we will go to great lengths to build a strong
reputation for lavishing our consumers with special services, discounts, gifts, or other
Its our great honor to communicate with our consumers. So, we humbly request our
consumers to feel free to communicate with us regarding following issues:
Complaint for our products
Price information
Benefits of products
Comments for products
And any other issues
Objectives that we seek through our consumers care are:
To create a culture of customer focus
To receive complaints from our consumers on product related matters
To achieve customer satisfaction
To create rapport and loyalty


Chapter 3: Organizational Profile

We provide the easiest way of communication as we care valuable time of our consumers.
Consumers can communicate with us through:
Cell Phone: 01912-XXXXXX (During 8 A.M. to 8 P.M.) Through our web mail
Supplier Care
Our native farmer is our supplier. We collect major portions of our raw materials from
them. We give values to their activities. Most of our farmers were deprived of getting
proper price for their produces. We help them to overcome this situation by practicing
contract farming. We are the pioneer and largest contract manufacturer in Bangladesh.
We care our suppliers in the following ways:
By providing them good seeds, fertilizers, insecticides, etc
By providing financial supports,
By providing proper information about what to produce more and what to
produce less,
By collection their produces in right time and storing them,
By collecting raw materials from them directly and saving them from
middle men,
By creating a huge demand of our farmers produces both in nationally and
By ensuring proper price for their produces
Employee Care
Our employees are our best resources. We give values to our employees creativity
and innovation. Our culture begins with our four values that drive everything we do:
Integrity, Continuous Innovation, Involvement and self-respect. We help our
employee grow. We give them proper training and development. We encourage
employees to ask questions and make suggestions that they think better.
We are the one amongst fewest in Bangladesh who has a culture of profit sharing
management. Our employees are dedicated to the success of our business. We treat
our employee as a core resources and family member
Trade Care
Our trade partners are our great support. Through them, we reach to our ultimate
consumers. They provide support to all our promotional activities and merchandising
program. We care for our trade partner.


Chapter 3: Organizational Profile

Now, we have a customer care wing to listen to them. We aim to build a strong long
term business relationship by taking them through the journey of relationship
disposition funnel and expect them to become our Advocates in our Business.
We care about their needs in the following ways:
By giving product in right price, right quality, at right time and trade benefit
By giving them special service like upcoming demand trends,
By giving the sample products,
By giving them promotional sales competition,
By giving product replacement opportunity for any damaged or expired
Moreover, at distributors business area, we arrange TRADE MEET where we give them
proper training about how to handle their demand and supply management in their area.
We recently have started PCC (PRAN Customer Care) where our trade partners can talk
directly by making phone call to a unique number: 0191X-XXXXXX. We will support
them in the following ways:
By listening to product complaints,
By providing information about price of product,
By giving information about address of dealer point,
By giving proper solution for any unwanted situation associated to our

3.6 Theme
Always provides quality products to the customer.

3.7 Quality Policy

PRAN-RFL Group is committed to achieving leadership in customer satisfaction by continually
improving its process, products and services to ensure they consistently exceed customers
requirements. PRAN-RFL Group will develop and implement technology and provide quality
consumer product in Bangladesh and abroad. Above 72 countries they export consumer product
and earn more foreign currency per month, which is equal of sale in the country per year.


Chapter 3: Organizational Profile


Rangpur Foundry Limited (RFL) is committed to achieving highest level of customer satisfaction
by continuous improvement of human resources in production and marketing of plastic products,
especially garments accessories like HANGERS, etc. through compliance of international
standards of quality management system.

3.8 History of the Group Name

PRAN-RFL Group in Bangladesh is blessed with a climate ideally suited to agriculture, specially
fruits and vegetables-rich in taste and flavor: sweet, mellow and juicy.
Their deltaic plains are among the most fertile in the world created and drained by the mighty riversthe Padma, Jamuna & Meghna. There is plenty of water.
And farming is a way of life to their people.
Their comparative advantage as an economy lies in agriculture. They believe the way to economic
prosperity is through agro-business.
PRAN is in testimony to Groups convictions.







Chapter 3: Organizational Profile

At a Glance

(Head Office)
01. CEOs Secretariat (Including DMDs Sectt)
02. Company Secretarial Section
03. HRM Department
04. Group Accounts Department
05. Corporate Finance Department
06. Supply Chain Management Dept.
07. Import Department
08. Marketing Division
09. Export Department
10. MIS Department
11. HO Admin & Personnel Department
12. Industrial Sales Department
13. Product Development Section
14. Development Engineering Section
15. Group Audit Section

01. Agricultural Marketing Co. Ltd (AMCL)
02. PRAN Foods Ltd (PFL)
03. PRAN Agro Ltd (PAL)
04. PRAN Agro Business Ltd (PABL)
05. Bango Agro Processing Ltd (BAPL)
06. PRAN Dairy Ltd (PDyL)
07. PRAN Beverage Ltd (PBL)
08. PRAN Confectionery Ltd (PCL)
09. PRAN Exports Ltd (PEL)
10. Mymensingh Agro Ltd (MAL)
11. Natore Dairy Ltd (NDL)
12. Packmat Industries Ltd (PIL)
13. Sun Basic Chemicals Ltd (SBCL)
14. Bango Millers Ltd (BML)
15. Bango Bakers Ltd (BBL)
16. Habigonj Agro Ltd (HAL)
17. Natore Dairy Ltd (NDL)
18. Rangpur Foundry Ltd (RFL)
19. RFL Plastics Ltd (RPL)
20. Banga Building Materials Ltd (BBML)
21. Banga Plastic Internnational Ltd (BPIL)
22. Accessories World Ltd (AWL)
23. Chorka Textile Ltd (CTL)
24. Durable Plastics Ltd (DPL)
25. Allplast Bangladesh Ltd (APBL)
26. Rangpur Metal Industries Ltd (RMIL)
27. Ghorashal Filling Station Ltd (GFSL)
28. RFL Export Ltd (REL)
29. RFL Construction Ltd (RCL)
30. Habigonj Plastic Ltd (HPL)

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

PRAN Group (Head Office)

01. Accounts
02. Sales+ Institutional Sales
03. Sub-contracting
04. Product Development
01. Agricultural Marketing Co. Ltd (AMCL)
02. PRAN Foods Ltd (PFL)
03. PRAN Agro Ltd (PAL)
04. PRAN Agro Business Ltd (PABL)
05. Bango Agro Processing Ltd (BAPL)
06. PRAN Dairy Ltd (PDyL)
07. PRAN Beverage Ltd (PBL)
08. PRAN Confectionery Ltd (PCL)
09. PRAN Exports Ltd (PEL)
10. Mymensingh Agro Ltd (MAL)
11. Natore Dairy Ltd (NDL)
12. Packmat Industries Ltd (PIL)
13. Sun Basic Chemicals Ltd (SBCL)
14. Bango Millers Ltd (BML)
15. Bango Bakers Ltd (BBL)
16. Habigonj Agro Ltd (HAL)
17. Natore Dairy Ltd (NDL)
RFL Group (Head Office)

31. Property Development Ltd (PDL)

32. Bangladesh Lift Industries Ltd (BLIL)
33. Carrier Builders Ltd (CBL)
34. Bango Trading House Ltd (BTHL)
35. Desh Logistics Ltd (DLL)
01. PRAN Sales+ Institutional Sales
02. Market Sales + Institutional Sales
03. Distribution (PRAN)
04. Distribution (RFL)
01. PRAN Subcontracting - Under PRAN
02. RFL Subcontracting - Under RFL

01. Accounts
02. Sales
03. Sub-contracting
04. Product Development
01. Rangpur Foundry Ltd (RFL)
02. RFL Plastics Ltd (RPL)
03. Banga Building Materials Ltd (BBML)

04. Banga Plastic Internnational Ltd (BPIL)

05. Accessories World Ltd (AWL)

06. Chorka Textile Ltd (CTL)
07. Durable Plastics Ltd (DPL)
08. Allplast Bangladesh Ltd (APBL)
09. Rangpur Metal Industries Ltd (RMIL)
10. Ghorashal Filling Station Ltd (GFSL)
11. RFL Export Ltd (REL)
12. RFL Construction Ltd (RCL)
13. Habigonj Plastics Ltd (HPL)

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


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


* PRAN Agro Ltd (PAL)

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

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

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

* Accessories
World Ltd (AWL)




Under Construction


(Chira, Muri)




BBL (Cake)


Chapter 3: Organizational Profile

3.9 QMS Achievements: Here there are some of the achievements


Chapter 3: Organizational Profile


Chapter 4: Human Resource Division

4.1 Human Resource Division

The Human Resource division is an important division of the PRAN-RFL Group. This
division plays a vital role in the total functioning of the group. In the group, this department
has a separate building and it functions very smoothly. In the department, the wings are
recruitment and selection, training and development, personnel (compensation), organization
development (HR Planning), and quality management system (QMS)
Let us have a look at the graph;

CS: HR Department

Chief HRM
Chief Recruitment
Officer (CRO)


Recruitment Wing

Personal Wing


Training Wing

Sales training, Management Training




Low skilled

Sales & Mgt


Chapter 4: Human Resource Division

4.2 Objectives of the Human Resource Department

PRAN-RFL group is proud that each of its units is endowed with its objectives and every
department is well reviewed and previewed whether the set of objectives is well achieved and
facilitated. Accordingly, the HRM department has got some objectives. This department has the
following objectives:To ensure the optimum use of human resources
To provide future human resources needs of the enterprise
To help to create a safe, healthy and attractive working environment
To develop managerial competency and help creation of condition in which employees
contributes to the best of their abilities
To develop of mutual respect & trust between management & employees
To enhance staff morale
To contribute to achieve organizational effectiveness & productivity
To perform in line with organizational needs and goals
To assist in achieving staffs personal and professional objective

4.3 Basic Functions of Different Wings

It has already been mentioned that the human resource department is consisted of the following
Recruitment and Selection Wing
The Basic functions of this wing are:
Develop method & Strategy for recruitment process
Develop method & Strategy for selection process
Conduct the recruitment & selection process
Making employment offer
Ensure the probable best fit for person-job & person-organization
In broader aspect, this wing does the followings
Give advertisements in the daily newspaper and job sites.
Receive applications and file them

Shortlist the candidates


Chapter 4: Human Resource Division

Fix the date and time of a preliminary interview
Contact with the applicants and inform them about the interview and written
test over telephone
Fix further date and time for final interview if it is required and inform the
interview accordingly
Prepare an appointment letter for the finally selected interview.
Give appointment to the person with a detailed job description and job
Personnel Wing
Make Appointment & confirmation
Posting, Transfer, Promotion, Termination, Resignation & Separation
Taking Disciplinary action as per instruction
Compensation and benefits
Payroll preparation
Calculation of Bonus, deduction & incentives & leave encashment
Attendance and leave record
Make Annual appraisal
Training and Development Wing
Assess Training need of the Group and develop training strategy
Prepare lesson plan and training module
Arrange training in all areas including General Management, Sales, Factory
staff etc.
Conduct training classes
Obtain Training feedback, and analyze result
In more specific sense, it has the following functions:
Assess training need of the group
Prepare training calendar
Preparation of training schedule
Develop lesson plan or lesson note


Chapter 4: Human Resource Division

Arrange Sales and Management (General) Training
Arrange Factory based training
Also arrange need based training
Conduct training classes
Prepare training budget
Provide distributors certificates

Quality Management System (QMS) Wing

Develop and revision of policy regarding ISO/HACCP/HALAL with the
direction of management
Follow-up-works of ISO/HACCP/HALAL
Maintain ISO/ HACCP/ HALAL related documents
Conduct ISO internal audit & review process
Internship management
Organization Development (HR Planning)
Improve the performance of individuals, teams &total organization.






flowchart & Job Description.

Formulate innovative organizational development strategy.
Review company policy if required


Chapter 4: Human Resource Division

HRM Department in PRAN-RFL Group

Recruitment Section
Develop method and strategy for recruitment process
Develop method and strategy for selection process
Conduct the recruitment & selection process
Making employment offer
Ensure the probable best fit for person job & person organization

Personal Selection
Make appointment & confirmation
Posting, transfer, promotion, termination, resignation& separation
Taking disciplinary action as per instruction
Compensation & benefits
Calculation of bonus, deduction & incentives & leave encashment
Attendance & leave record
Make annual appraisal

Training Section
Assess training need of the group & develop training strategy
Prepare lesson & training module
Arrange training in all areas including general management, sales, factory etc
Conduct training class
Obtain training feedback & analyze result

QMS Section
Develop & revision of policy regarding ISO/HACCP/HALAL with the direction of
Follow-up-works of ISO/HACCP/HALAL
Maintain ISO/HACCP/HALAL related documents
Conduct ISO internal audit & review process
Internship management

Organization Development
Improve the performance of individuals , teams & total organization
Furnish preserve organizational/departmental diagram, functional flowchart & job
Formulate innovation organizational development strategy
Review company policy if required


Chapter 4: Human Resource Division

4.4 Employee Performance Appraisal Criteria

Performance appraisal is any personal decision that influences the status of the employee
regarding his confirmation, increment, promotion and transfer.
PRAN-RFL Groups employee performance appraisal criteriaProfessional knowledge, commitment to work
Quantity of work
Emotional maturity
Commitment towards service rules

4.5 Leave Management

This is an important function. HR has opened a leave management database to obtain current
leave status for all the employees of PRAN-RFL Group. It provides employees information
of their status when it is necessary. HR management also deals with some personal functions
like show cause, termination, dismissal, discharge and resignation. It also issues circular as
and when required. This department also conducts department inquiry and all other functions
related to HR.

4.6 Human Resources Management Information System (HR-MIS)

This plays a very crucial role in the functioning of PRAN-RFL Group. This is a very flexible
and open department, as it always has to gather and store current and exact data and
information regarding employee and the organization.
The functions include:


Chapter 4: Human Resource Division

Maintaining and updating of employee database
Maintain employee related different statistics
Any other work which requires updating employee data

4.7 Human Resource Planning

HRP that is; Human Resource Planning is one of the most important elements in a successful
human resource management program. In fact, it is a process by which an organization
ensures that it has the right number and kinds of people, at the right place, at the right time,
capable of effectively and efficiently completing those tasks that will help the organization
achieve its competitive advantage.
PRAN-RFL Group wants to grow day-by-day for best employment. For this reason, PRANRFL Group has a very strong human resource planning
PRAN-RFL Groups performance depends on the quality and commitment of its people.
Accordingly, the companys stated strategy is to attract, retain and motivate the very best
people and therefore PRAN-RFL Group is always conscious about human resource planning.
In a word, PRAN-RFL Groups focal view is to place the right person into the right position.
The great thing here is that Human Resource Planning starts from the beginning of each year
according to other organizational plan and budget. Each department is required to submit
their month wise recruitment and selection plan to the Human Resource. According to that
strategy, HR will plan upcoming recruitment and selection plan.
Concomitantly, the department stays on its tiptoe to serve any emergency consideration. On
the one side, the department makes plans on the basis of the plans and needs of the other
departments and on the another side, the department is alert and active enough to support any
vacancy raised due to urgent reason.
The following factors are included in the overall plan:
Manpower Requisition: Respective Division/Department Heads will inform the HR
department head and the head then transfers it to the recruitment and selection wing.
The HoDs are to do it basing on the HR planning of the organization and
simultaneously; after obtaining necessary approvals from the CEO or Deputy
Managing Director.


Chapter 4: Human Resource Division

Job Analysis: PRAN-RFL Group plans an effective job analysis so that the applicant
or employee can easily understand the job criteria, responsibilities and employee
incentives benefits and other facilities. Applicant can also easily understand the job
specification. A sound job analysis gives good support to the HRD.
Recruitment and placement process: The HR planning includes the most possible
ways the right person can be recruited in the right position.
Training and development process: Training and development process involves
training module design, training center or location set up, employee development
Performance appraisal process: Development of employee performance evaluation,
standards and assessing the employees actual performance and relative to their
Compensation and pay plan: To the entry level or fresh candidates, to pay seven or
eight thousand. To retain the best and talent employees the better compensation and
handsome salary are planned in a well manner. The competitive advantage and pay
package are designed for the employees with this pay package the benefits are also
Employee relation and team building: The Human Resource Department always
tries to build a better employee relation as well as effective team building. This helps
to achieve the overall goal of the organization.

4.8 Nature of My Job:

After I had gone to PRAN-RFL group, I was placed in the recruitment wing of human
resources department. In this wing, I had to do a lot of tasks every day.
My work included
To contact the candidates for fixing the interview schedules
To check the scripts of the written exam tests
To make evaluation report


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

5.1 PRAN-RFL Group recruitment and selection policy

An effective recruitment and selection process requires a well set of recruitment and selection
policies. As a big organization, PRAN-RFL Group also has a distinctive set of policies.
Recruitment and selection policies are simple. But the implication of these policies can be far
reaching and far-sighted
PRAN-RFL Group recruitment and selection policies are given below:
PRAN-RFL Group recruitment policy is to hire the right kind of people at the right
place, selecting them through an effective process from a pool of candidates in the job
PRAN-RFL Group recruitment and selection policy does not allow any favor or
preferential treatment to anyone.
Any person who has contract with any other company cannot be hired under any type
of contract.
The recruitment and selection department of PRAN-RFL Group has the freedom from
all political and other pressures.
Anyone who is under 18 years of age cannot be hired as an employee under regular,
temporary and part-time contract.
The status of employment can be changed from contract to regular and regular to
contract depending on the situations arising from performance or need.
The competency and high quality performance of the whole organization shall be
ensured by the effective recruitment and selection.
PRAN-RFL Group follows the above policies in the time of human resource planning
and recruiting new employees.

5.2 Recruitment and Selection Process, in Brief

Recruitment and selection process undergoes the policies that are already mentioned.
Recruitment and selection process of PRAN-RFL Group is carried in the following ways:
Find out the Vacancy/ Create Vacancy: When vacancy is created or found out from
a particular department, the respective departments send a requisition to the HR
department for the procedural advancement.


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

Give advertisements in the daily newspaper and popular job sites: The job
openings shall be circulated in the national daily newspapers or popular sites like Candidates can also apply through the official website of PRANRFL Group by registering.
Receive applications and file them: Applications are submitted to the Manager of
HR. Applications are collected and filed by the recruitment wing of HR.
Short list of the candidates: The concerned division/department and HR department
will short list the candidates according to the policies.
Fix the date and time of a preliminary interview: After short listing, the time of a
preliminary interview is to be set.
Contact with the applicants and inform them about the interview over telephone
or SMS: After setting the preliminary interview time, applicants are informed by
telephone or Short Message Service (SMS) of mobile phones
Fix further date and time for final interview if it is required and informs the
interviewee accordingly: In the process of selection, more than one interview;
usually two are held. Candidates who pass the screening interview are called for the
written test. After crossing this hurdle, the candidate is invited for the second or final
interview. In this interview, the candidate is asked questions not only from the
bookish gatherings but also from his or her personal creativity and knowledge. Even,
in this viva-voce, the candidate is asked about the expectation of salary. That is to say;
a negotiation process takes place here. But it is to be remembered that the negotiation
process starts only when the candidate can satisfy the interviewer well with his or her
Prepare and give appointment to the finally selected interviewee with a detailed
job description: Candidate who fulfills all the criteria for the job is offered an
appointment letter with detailed job description. At the same time, he is advised to
contact the personnel department to undergo the joining activities. There he or she is
given a joining letter to be signed and given some instructions on how to open a bank
account to collect the salary. Then immediately after the recruitment and selection, a
separate employee file is opened comprising of all the relevant information of the
particular employee. This personal file is prepared, maintained and updated by the


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

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

5.3 Recruitment sources

There are two sources from which recruitment is facilitated. Recruitment may be either
from the internal source that is within the organization or from the external job market.
Internal source:
Internal source is a very important source. For encouraging the internal
candidates, job vacancies in the PRAN-RFL Group are advertised through internal
notices to all company employees. Recruitment from the internal source is done
through promotion or delegating individuals with new assignments.
In the case of internal sourcing, HR along with concerned Division or Department
will identify prospective candidates on the basis of individual capability matching
with Competency/Role profile and will conduct appropriate tests to select the
most suited person.
The process of internal sourcing
Vacancy Found: When a vacancy is found in a particular position, the
first thing that the HR does is that they look for an appropriate person to
fill in the vacancy.
Matching Capabilities: Later, the HR department seeks for matching the
capabilities the targeted person has and the post requires.
Offering the Person: Next, the targeted parson is called at a meeting to
discuss comprehensively whether he is ready or not. If he is found
enthusiastic, he is offered the post in form of promotion.
Placing: In this stage, the person is placed with the appropriate job
description of the post he is going to hold.
External sources:
In addition to looking internally for candidates, organizations mostly open up
recruiting efforts to the external community. In PRAN-RFL Group recruitment
from external sources undergoes the following processExecutive search: Executive search firms are used for searching senior
managers and higher positions.


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

Web sites: The Company tends to use its web site as an external source
of recruitment. In this site, an application form is provided for the
interested candidates to fill in. When the organization needs to fill in
some vacancies, the HR officers log on to here and sort some CVs and
contact the qualified the people.
Advertisements: Advertisements in the national daily and jobsites for
managers and lower level position are published. In some cases, the job
sites on internet are used only. It is done because the organization needs
the people who are well aware of internet and outsides.
Words of Mouth: Sometimes, it is seen that the HR officers are sending
the mails to their familiar people within and outside the organization.
They do it when they need a bunch of people within a short time. When
they send the mails, they mention there that the candidates are going to be
recruited on an emergency basis. So, if someone has anyone interested to
do the proposed job, he or she can let the candidates contact the HR.
Job Fair: PRAN-RFL group also recruits people sometimes from job
fairs held in different universities or places. It is well recognized that this
group is the biggest recruiter in the job fair.
In the case of external sourcing following sources are used:
When an organization wishes to tell the people it has a vacancy,
advertisement is one of the most popular methods used. Advertisement
in the Newspaper will be posted on the national dailies. Advertisement
texts must be in the prescribed and approved format of the company.
PRAN-RFL Group website or other popular job sites may also be
utilized for advertising job vacancy of the company.
Employee referrals: Employee referrals may be collected through
circulation of advertisement to all employees. The advantage of
employee referrals includes access to individual who possesses specific
skills and knowledge. It has also a disadvantage. It can lead to
preferential treatment to a wrong candidate.
Other sources:


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

There are also other sources depending on the circumstances professional








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

may be chosen for attracting applicants against job openings. This source is very
effective in selecting qualified candidates.
** In some special cases, the CEO and DMD recruit some people to whom they
come in close contact personally. It follows necessarily that they tend to recruit
the foreign candidates in this way.

5.4 Recruitment cycle:

7 days
Appointment letter


1 day

10 days

Short listing

Medical check

1 day

2 days

Interview written

Reference check
1 day

4 days
Compilation and
Approval 1 day


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

5.5 The Selection Activities:

The selection activities begin after the requisition is given by the heads of different division
and advertisements are published announcing a vacancy in the organization. In the
recruitment Cycle, the rest of the 27 days go in selection activities. That means after
deducting 7 days for requisition and 10 days for advertisement from 10 days. Selection
activities follow a standard pattern.

Failed to meet minimum requirement

Initial Screening

Failed Test

Employment test/

Failed to impress interviewer

or meet job expectation


Problem encountered
Reference Check
Reject Applicant

Unable to do essential elements of job

If required
Final job offer


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

5.6 Screening of Candidates:

Following the circulation of job vacancy, concerned Divisional/Department head and HR
division will scrutinize the applications and arrange written tests where applicable:
At the time of screening, the following criteria are followed:

Executive position: For the executive position, the candidate must have a master
degree. In some cases, the candidates having masters degree only in the business
field are considered. Even, the candidates who have completed masters from general
side and later completed MBA are not offered some posts. In this case, the candidates
who have graduation and post graduation in business are offered the posts.

Executive and above: For executive and above, the experience plays the most vital
role. At the same time, the academic background is also taken into consideration. In
this case, the candidates must have at least 2nd class in all academic levels. However,
in case of competent candidates with strong experience in the relevant fields, such
educational qualifications may be relaxed.

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

minimum educational recruitment is HSC. At the same time, the personal traits are
also examined in the screening test. Here, the candidates; seeming to be self
motivated, physically strong and with good eye sight are eligible.

For Non Executive Contractual Employment: For Non-Executive contractual

employees, minimum educational requirement is class eight pass. And they get daily
basis salary. Here, they are called wage worker.

5.7 Selection criteria:












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

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

Screening test
Paper checking


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

Testing outlook

Writing ability/aptitude test

Oral interview-structured competency based

Psychometric test for general managers, managers and above

5.8 Written test:

The most common and important method to assess applicants capability is through written
tests. HRM department encodes the papers of written tests scripts to prevent subjectivity
during examining the papers. This is more important when internal and external candidates sit
for the same test.
HRM department must set questions by taking inputs from interviews panel. Questions
should set relevant to the positions along with general questions. Like junior executive level,
set the question here including general knowledge, intelligence question, specialized
question, which is needed in the department based.
On the other side, management trainee level then set the question where including general
knowledge question, intelligence question; it is also needed in the department based.
But the senior level, the question, is very much different. Here no other test only
psychometric test is given.
Final questions should be prepared by Assistant Manager, Sub Assistant Manager and make
copy just before test.
Minimum two persons from different units including the line manager to ensure fitness
should examine the answer

scripts. Generally, questions should be on core business, on

management related issues and job specifics.

5.9 Oral interview:

For the oral interview, competency based structured interview will be conducted. The
standard interview Assessment form along with probing questions will be supplied by HR
Position specific structured interview with necessary proving question and assessment form
can also be developed / used.
The oral interview may take place in different phases according to the decision of HR
division and concerned division / department and on the basis of position.


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

Preliminary interview conducted by the respective immediate manager,

assistant manager also sub-assistant manager.

Second interview conducted by director along with the respective

divisional / departmental heads

If the recruitment is for any key position / GM, AGM, Manager above level a final
interview must be conducted with the director, CEO.

5.10 Final Selection

Once the final incumbent is selected, HR Division (Compensation & benefit) will initiate the
compensation plan and will make offer / process the appointment formalities.
Reference check may be conducted by HR division upon acceptance of offer. Subject to
satisfactory response joining will be accepted.
The selected candidate must undergo a medical checkup and subject to satisfactory medical
report formal appointment letter will be issued.

5.11 Re-employment
Re-employment is not encouraged by PRAN- RFL Group. However for highly competent
candidates exceptions can be made subject to the approval of the Director and the CEO.

5.12 Recruitment of contractual and others

This policy governs the appointment of individuals on contract / caused basis and through
third party service providers. Prior to process the employment on the above category, the
division / department concerned must obtain requisition must contain the job specification
with justification of the need along with the period.

5.13 Recruitment scenario of PRAN-RFL Group

Based on the HR planning, the Divisional Head of Management trainee informs HR on
personnel requirement for the month of January which is approval from the director and
department head. These requisitions are given with the job description and job requirement.
Table: 1 Recruitment Requisition.


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



Management Trainee January


No. of

Name of Position

Veterinary officer.
Public Relation officer.

For these requisitions advertisement are given in the daily newspaper and bdjobs, which is a
popular jobsite. Applications are submitted in the HR Department are collected and
scrutinized. The applications then short listed.
Requisition by the divisional heads must contain job description and requirement. According
to these description and requirement HR prepared advertisement. As discussed curlier for
executive position candidate must be at least masters degree, for executive and above level,
candidate must have at least 2nd class in all academic level etc.


Chapter 6: Analysis & Findings

6.1 SWOT Analysis of Recruitment and Selection Practices in PRANRFL Group

It is well known that SWOT analysis is the comparative study among the strength, weakness,
opportunity and threats of a particular organization. The strength and the weakness refer to
the internal factors of the organization and the opportunity and threats refer to the external
factors of the organization. If an organization can do its SWOT analysis well, the
organization doesnt tend to fall short anywhere.
Basing on the study of PRAN-RFL Group, I have tried to have a SWOT analysis on the basis
of recruitment and selection practices of the group.
In the following, the whole thing understood by me is presented.

Good reputation: During the study, I have found that a rush of CV is coming against
a particular post. In some cases, it is found that I have received I have 100 CVs for a
single post. From this perspective, it can be said that the organization has a good
reputation in the job market. For this reason, the organization gets an opportunity to
choose from the lots of alternatives. This is certainly strength of the organization.
Strong Technology: Strength of the organization is that it has a strong technology to
maintain the recruitment and selection practices. All the procedures of the
organization are well maintained by technological support. This is termed as a great
Effective Human Resource Plan: The human resource plan is very effective and
insightful. The plans are well executed and reviewed comprehensively.
Quality Top Management: The top management of the organization tends to be built
on quality. The top priority of the top management is one and that is quality. Even, the
top management of the organization well qualified. This is very great strength of the
Qualified Employee: The qualified employees are a great strength of the
organization. Here, at any level of administrative posts, the minimum qualification is
Masters. For this reason, all the employees in the head office are university graduates.
Expertise and Experience of Parent Company: The parent company was
established in 1981; meaning it has been about 30 years since it started its operation.


Chapter 6: Analysis & Findings

In this long journey, the company has bagged a massive experience into its store. So,
the company can use the experience and expertise gained from this long experience in
its recruitment and selection procedures.
Great Number of Sister Concern: The company has the strength that it is consisted
of so many sister companies. As it has so many options, it can recruit so many people
at a time. It gives the organization a greater strength.
Strong Team Work: The greatest strength of the organization is that the recruitment
and selection team here work in a synchronized way and in team. Their team activities
are very strong.

Poor Looking HR Building: The HRM building is supposed to look fantastic and
colorful. But in the PRAN-RFL Group, the HRM building is not that much
fashionable. For this reason, the highly ambitious candidates come to sit for the tests
but after the seeing the environment, they do not want to join here. The candidates
from the foreign universities and top class public and private universities tend to do
this. This is termed as a weakness.
Shortage of Exam Halls: The focal weakness of this organization is that the building
doesnt have good support of exam halls. When the recruitment team plans to recruit
the sales representatives in larger number, they cant do it. This doesnt happen
because they dont have good support of exam halls.
Website Is Not Updated: The last but not the least weakness of the organization is
that though the technology team is very strong here, their website is well updated as
much as it should be. For this reason, the interested candidates fall short of
information prior to coming here in the organization.
Absence of Central Interview Body: In the organization, there is no central
interview board that is supposed to have the interview and select a candidate for a
particular post. Very often it is seen that a candidate is to undergo several interviews
owing to the absence of a central committee for interviewing. When a candidate
passes the primary stages of screening and written tests, he or she is called for the
final interview with the director of the particular department. But when the particular
wing of that department is informed of the recruitment, the chief of the wing


Chapter 6: Analysis & Findings

procrastinates showing the reason that he wants to see the candidate again. In this
way, the total process takes a long time and the candidate has to come and go several
Lack of Waiting Room: The most embarrassing weakness of the recruitment and
selection department is that it has no waiting room of its own. For this reason, when
the candidates come to sit for an exam, they are to keep standing very often outside
the office. It creates a very bad impression of the organization.

Want of Jobs in the Public Sector: A greater demand of jobs found due to the gaps
in the public sector creates an opportunity for this company. As the population grows,
the demand for jobs grows. To meet up this demand, the public sector is really unable.
For the reason, PRAN-RFL group is getting the opportunity to fill in the vacant posts
with more qualified candidates.
Changing Mentality of the New Entrants: The new entrants into the job market are
a bit changed now. They have a tendency that the public jobs are not smart,
fashionable and lucrative. To them, the public jobs are a bit like the classical old
schools with little amenity of modern life. So, they move to getting the private jobs
like in the PRAN-RFL Group.
Absence of the Same Level Company: PRAN-RFL group enjoys an opportunity that
there is no same level company in the country right now. Even, the company with the
same business is not as big as it is now. This factor is helping the organization a lot.
Another thing is that the main competitors have congested the product line these days.
For this reason, the company sees the better days.

Increasing Number of Companies: The increasing number of companies in the
country poses a greater threat to the PRAN-RFL group. As the number of companies
is growing, the job market is becoming more and more open and competitive. In this
backdrop, the candidates are getting a lot of options to find the jobs. So, whenever
they want, they are getting the scope to switch over another job. Hence, with so many
alternatives present in the job market, the company finds it really threatening to retain
the best employees it has and to recruit the best candidates it can have.


Chapter 6: Analysis & Findings

Misconception of Candidates: During the study, I found that many of the candidates
of the candidates have a misconception about the PRAN-RFL group. Even, this
misconception is accelerated by its envious competitors. Though the group doesnt
many things to do about the misconception among the candidates, it is posing a
greater threat to the good will of the company.
Lucrative Offers of the MNCs: The MNCs existing in the country are offering a
handsome salary at the very outset. Say for example; if a well qualified joins
NESTLE or GRAMEEN PHNOE, he or she is offered minimum 25000- 30000 BDT,
but in this organization, the new entrant is offered 8000- 12000 BDT. The amount it
offers may not be a question but when the candidates get better offers, they never tend
to join here. This is supposed to create a talent gap in the organization.
Recession in the Economy: The silent economic recession is also threatening the
smooth functioning of the recruitment and selection policies of the organization.
When the organization cannot provide the increment to the existing employees; how
can it offer a handsome salary package to the new entrants? Thus the economic
recession poses a greater threat to the recruitment and selection practices of this
Better Working Environment in Other Companies: The better working
environment in other companies of the country poses a serious threat the organization.
As the days go by, the companies are trying to be converted into MNC. With this
vision in the back of mind, the companies are very enthusiastic to modernize their
environment every day. In this process, the companies are trying to be more furnished
with newer technologies and IT facilities. This type of situations creates a
comprehensive external threat to the company.

6.2 Findings of the Study

The findings of the study are as follows:

The recruitment and selection practices of the PRAN-RFL Group are suffering from
internal and external pressures. As a result, the HRD of the PRAN-RFL Group cannot
recruit and select the best candidates to fill-up the vacant position of the organization.

The manager of the PRAN-RFL Group cannot conduct an ideal recruitment and
selection program due to the existence of old and classical styles. That is why,


Chapter 6: Analysis & Findings

disqualified candidates can get the chance to submit their CVs in the organization and
it creates problems on the activities of HR Department.

The HR Department of the PRAN-RFL Group always takes employee referrals for
recruiting and selecting the right candidates to fill-up the vacant position of the
organization. As they put a lot of importance on the referrals, they most often fail to
locate the right candidates for the right job.

The recruitment and selection policies of this organization are not well organized in
some cases. For this reason, some problems always take place in the course of
recruitment and selection.

There is no waiting room for the waiting candidates in the building

There is no central interview board in the organization.

There is no complain box in which the outgoing candidates can give their feedback.

The recruitment and selection policy of this company is not up-to-date.

The recruitment policies are not updated as proactively and timely as demanded.


Chapter 7: Recommendations & Conclusion

7.1 Recommendations
The following recommendations will help the HR manager of PRAN-RFL Group to
overcome the problems involved with existing recruitment and selection practices of this

The HR manager of the PRAN-RFL Group should have the ability to take the right
decision under the internal and external pressures and must be very cautious to select
the most qualified candidates for the betterment of the company.
The HR manager of this company should try to conduct an ideal recruitment and
selection program. Because it encourages the qualified candidates to submit their CVs
in the organization and discourages the disqualified candidates to submit their CVs in
the organization. As a result, on the one hand, the manager may fill-up the vacant
positions with the most qualified candidates and on the other hand, the manager may
reduce the hassles of the HR Department.
The HR Manager should take a comprehensive initiative to make all the recruitment
and selection policies well organized and clearly defined. He should also take some
steps to have a survey over the competitive companies to understand the gap between
what PRAN-RFL is and what the other companies are.
The HR Department of the company should form some committees assigned with
respective duties. Say for example; one committee will be responsible for planning;
one for advertising; one for interviewing; and the other for this kind of jobs. If this
can be done, the recruitment and selection wing is very likely to conduct a standard
recruitment and selection program. This committee should be capable of selecting the
most qualified candidates for filling the vacant positions of the organization.
The HR manager of this company should be very active and alert to make all the
policies up-to-date so that the manager can smoothly overcome the problems relating
to recruitment and selection practices.
The HR manager should also have a comprehensive follow up of the policies and
practices to ensure that all the things are going alright.
The HR manager should arrange weekly meetings participated by all the officials of
the recruitment wing. In the meeting, all the officials should be made to talk over the


Chapter 7: Recommendations & Conclusion

issues they face frequently. If some problems are found, a prompt action should be
taken in line with policy of the total management. Even if there is no problem, the HR
manager should motivate the employees regarding how to better the total system.
The recruitment wing should set a complain box at the entrance; by doing this, the
wing can listen to the expectation of candidates. In line with this, if they can act, the
total scenario is sure to change.
The HR manager should take immediate and comprehensive step to form a central
interview board so that the hazards in the course of recruitment and selection can be
minimized. He should do it to optimize the organizational prestige among the new
The recruitment and selection wing should arrange a special waiting room furnished
with sitting furniture and other living facilities. In the room, they can set some posters
to enhance the beauty of the rooms and to create an aesthetic sense among the waiters.
The HR manager should be very alert to keep the policies up to date in line with the
changes in the modern world of business. In fact, the business world is changing fast;
even faster than we can imagine. So, the manager should stay connected with the
outside world to make it sure that all the policies followed in the organization are
based on what are the newest


Chapter 7: Recommendations & Conclusion

7.2 Conclusion
REFRENCE TO RECRUITMENT AND SELECTION is assigned by the organization.
During developing this project, I have gathered a cargo of experiences which, I believe
strongly, will be a very valuable resource in my practical life in future.
Recruiting and Selecting are a unique process of discovering potential candidates for actual
and anticipated organizational vacancies. From another perspective, it is a linking activity
that brings those with jobs to fill and those seeking jobs together. The success of recruiting
and selecting also needs cooperation of the department in which a position is vacant. They
must give the description and specification of the job for which a person will be hired. At the
same time, HR also needs to analyze the nature of that job. The effective analysis will lead to
an effective advertisement that will attract the qualified and discourage the disqualified.
Timely requisition is also very important; simultaneously the HR needs continuous
monitoring for the upcoming vacant positions in every department. As retention of employees
has become the greatest challenge of an organization, the recruiters have to be careful enough
and visionary to select people so that the new entrant can be retained for a long time; fitting
in the best position he or she deserves. It is a common scenario that every, large or small,
multinational company controls its huge number of employees through HRD. In line with
that, organizations throughout the world are quickly changing and improving the quality.
In this backdrop now-a-days, the role of HRD has become very important and to say frankly
the most integral part of an organization.
The Human Resource Department of PRAN-RFL Group is strong, supportive to its
employees. Concomitantly, the HRD coordinate the other department in an effective way so
that the organization goals can be achieved optimally.
In fine, PRAN-RFL Group recruitment and selection effort by HRD is really ideal. This ideal
recruitment and selection effort brings in a satisfactory number of qualified applicants by dint
of its effectiveness and efficiency for the optimal growth of the organization. Thats why;
PRAN-RFL Group is enjoying and experiencing a continuous development in their pursuit of


Kenneth J. Mcbey, Monica Belcourt, Strategic Human Resource Planning, 2nd edition,
Thomson, (2011-2012).
George T Milkovich, Personnel/human resource Management, 5th edition, Business
Publications (1988).
Gary Dessler, Human Resource Management, 13th edition, Pearson,(2012).
David A. DeCenzo and Stephen P. Robins, Fundamentals of Human Resource
Management, 4th edition, Prentice Hall, (2004).
Different Websites



Interview Schedule:



Applicant Name

Contact No.

Job title


Interview for the post of

Candidate Facts Sheet:




Mobile No.



Attendance Sheet

Name of the Candidates

Cell No.


Candidate Evaluation Sheet:
Name of the Post:


Name of the










Sense of
responsibili Total



(Markings: 1= Average; 2= Good; 3= Better; 4= Outstanding)




Position Applied for:

Type of Test


Written Test-100




Age: Years









Name of Exam



Experience (Marks16


Leadership (Marks10)
Total obtained from
Interview (Marks100)

Position Hold

Experiences(s) (Employer)

Group Discussion

Selected for Department:

Selected for Division/Company;


Place of Joining:
Salary (PM) on probation:
Salary (PM) on Confirmation:

Interviewed by

Report to:
Date of Joining: on or before.
Type(s) of test taken:

Prepared by

Checked by

Recommended by

Name: Engr. Saima sina

Name: Ishrat Jabeen

Name: Md. Ali Mortuza

Designation: MT-Rec.

Designation: AM-rec.

Designation: AM-rec.







Approved by ED-BLIL