Prepared for :

Mr. Neaz Ahmed

SEC:F

Report on:
Recruiting & selection process of Unilever Bangladesh Ltd.

Prepared by:
NO STUDENT NAME STUDENTS ID STUDENT DATE
SIGNATURE

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Table of Contents

Title Page 1
Introductory statement 2
Acknowledgement 3
History of the company 4
Company’s objective 5
Organisational chart 6
Total number of employees 7
Employees in HRM department 7
HRM functions of that company 8
Details of recruitment and selection process 10
Observation 11
Introductory statement
Unilever Bangladesh Ltd. is a well-known multinational company in Bangladesh. It is a
manufacturing company of different types of products. Their brands are trusted
everywhere and, by listening to the people who buy them, they've grown into one of the
world's most successful consumer goods companies. In fact, 150 million times a day,
someone somewhere chooses a Unilever product.With 400 brands spanning 14 categories
of home, personal care and foods products; no other company touches so many people's
lives in so many different ways. Their brand portfolio has made them leaders in every
field in which they work. It ranges from much-loved world favorites including Lipton,
Knorr, Dove and Omo, to trusted local brands such as Blue Band and Suave.From
comforting soups to warm a winter's day, to sensuous soaps that make feel fabulous, their
products help people get more out of life. They're constantly enhancing their brands to
deliver more intense, rewarding product experiences. They invest huge amount of money
every year in cutting-edge research and development, and have five laboratories around
the world that explore new thinking and techniques to help develop their products. They
have a portfolio of brands that are popular across the globe - as well as regional products
and local varieties of famous-name goods. Unilever is one of the world's leading
suppliers of fast-moving consumer goods. Recent highlights from their three global
divisions are - Foods, home care and personal care.
Acknowledgement
This is a short ranged study report submitted to the Department of BBA, in AIUB. This
research focuses on the recruiting and selection process of Unilever Bangladesh Ltd. At
first, we take the opportunity to thank The Almighty. Then we express our thanks to our
department and authorities for granting us such opportunity in this regard.

First we would like to express our gratitude to our honorable teacher, Mr. Neaz Ahmed
Faculty of Business Administration in AIUB, with whose wise and liberal supervision we
were able to complete our report. She built us for our journey with her insightful advice
and continual encouragement and support with unforgettable caring. We are deeply
indebted to her for removing some of our great confusions during the report work. We are
also thankful and grateful to her for her skilled effort and contribution to build up our
research methodological knowledge. For completing the assignment, we have gone to a
branch of Unilever Bangladesh which is in Gulshan circle 1. We talked with HR
Transformation Manager whose name is Tanvira Choudhury. She is helpful and friendly.
She provided us information which is needed for us.

History
 19th Although Unilever wasn't formed until 1930, the companies that joined
cen forces to create the business we know today were already well established
tur before the start of the 20th century.
y
1900s Unilever's founding companies produced products made of oils and fats,
principally soap and margarine. At the beginning of the 20th century their
expansion nearly outstrips the supply of raw materials.
1910s Tough economic conditions and the First World War make trading difficult
for everyone, so many businesses form trade associations to protect their
shared interests.
1920s With businesses expanding fast, companies set up negotiations intending to
stop others producing the same types of products. But instead they agree to
merge - and so Unilever is created.
1930s Unilever's first decade is no easy ride: it starts with the Great Depression and
ends with the Second World War. But while the business rationalises
operations, it also continues to diversify.
1940s Unilever's operations around the world begin to fragment, but the business
continues to expand further into the foods market and increase investment in
research and development.
1950s Business booms as new technology and the European Economic Community
lead to rising standards of living in the West, while new markets open up in
emerging economies around the globe.
1960s As the world economy expands, so does Unilever and it sets about
developing new products, entering new markets and running a highly
ambitious acquisition programme.
1970s Hard economic conditions and high inflation make the '70s a tough time for
everyone, but things are particularly difficult in the Fast Moving Consumer
Goods (FMCG) sector as the big retailers start to flex their muscles.
1980s Unilever is now one of the world's biggest companies, but takes the decision
to focus its portfolio, and rationalize its businesses to focus on core products
and brands.
1990s The business expands into Central and Eastern Europe and further sharpens
its focus on fewer product categories, leading to the sale or withdrawal of
two-thirds of its brands.
The 21st The decade starts with the launch of Path to Growth, a five-year strategic
cen plan, and in 2004 further sharpens its focus on the needs of 21st century-
tur consumers with its Vitality mission.
y
Company’s objective
Our purpose in Unilever is to meet the everyday needs of people everywhere - to
anticipate the aspirations of our consumers and customers and to respond creatively and
competitively with branded products and services which raise the quality of life.

Our deep roots in local cultures and markets around the world are our unparalleled
inheritance and the foundation for our future growth. We will bring our wealth of
knowledge and international expertise to the service of local consumers - a truly multi-
local multinational company.

Our long-term success requires a total commitment to exceptional standards of

performance and productivity, to working together effectively and to a willingness to
embrace new ideas and learn continuously.

We believe that to succeed requires the highest standards of corporate behavior towards
our employees, consumers and the societies and world in which we live. This is
Unilever's road to sustainable, profitable growth for our business and long-term value
creation for our shareholders and employees.

Organization chart
 CEO

MD

Director

DGM sales Manager Manager Manager Manager Manager GM. HR

MKT TSD Accounting R&D Quality

Sr. brand
manager

Brand
executive

Jr. Executive
All other department has Sr.
executive, Jr. executive and
assistances
Office
assistance
Employees in the company
To run the business successfully and to fulfill consumer demand, Unilever Bangladesh
Ltd. needs skilled manpower. The company is operating more than 90 countries. In
Bangladesh there are more than 230,000 employees are working. Focusing on
performance and productivity, they encourage people to develop new ideas and put fresh
approaches into practice. Hand in hand with this is a strong sense of responsibility to the
communities we serve. They work hard to conduct business with integrity - respecting
our employees, our consumers and the environment around us.

Employees in HRM department

HRM department is important in every organization. To recruit qualified and skilled
labor, Unilever Bangladesh Ltd. uses
HRM functions of Unilever Bangladesh Ltd.
As Unilever Bangladesh is a multinational and well-known company, so they try to go
forward in a scientific method. Their main HRM functions are:

• Human resource planning: Well-managed firms must forecast future personnel

needs carefully. The overall human resource planning process for an organization
which includes forecasting the demand and supply of personnel has three parts:
i) Forecasting the personnel requirements. ii) Comparing the requirements with
the talents of present employees and iii) Developing specific plans for how many
people to recruit from outside the company or whom to train from inside.
• Recruiting: Unilever Bangladesh Ltd. has strategic process of recruitment. There
are two sources of applicants- internal and external. Internal sources are the
employees of the organization. The company has policies of promoting from
within.
• Selection: selection is the process of deciding which candidate out of the pool of
applicants developed in recruiting, has the abilities, skills and characteristics
most closely match job demands. The decision comes after the candidates go
through a series of steps that compose the selection process. We’ll talk about it
later.
• Orientation: The company develops the employees from the first day by
familiarizes the duties and benefits of employment. It helps employees to be
aware of their jobs.
• Training: There are experts who can train the employees and make them fit for
the organization. They have both on the job and off the job training system.
Special care is given to weak employees.
• Performance Appraisal: Once an employee has received training and has
performed in a job for a period of time it is normal for an organization to conduct
a performance appraisal. Unilever Bangladesh Ltd. believes that performance
should be an integral part of a company’s human resource management program
because it i) Provides feedback on the success of previous training and discloses
the need for additional training. ii) Aids in developing plans for improvement
based on agreed on goals, strengths and weaknesses. iii) Identifies growth
opportunities. Unilever Bangladesh Ltd. has its own performance appraisal
system. They have a manager to rate an employee once or twice a year. The
manager contacts with the employees and give opportunity to clear up
understandings, offer guidance and give encouragement and support. The
company follows the object performance appraisal system.
• Rewards, promotion, transfer and demotion: The organization has a excellent
system of promotion, transfer and demotion.
• Separation :
Recruitment and selection process
Their selection process is designed to identify if candidate has the potential to become
one of their future business leaders, while also helping him/her decide if Unilever is the
right organization for him/her. The Unilever culture is very important. They aim to create
an environment that will allow flourishing. It's worth thinking about whether career goals
fit in with their business, what can offer and what they need from their people.

Application form

• Application form may be quite long, but it enables to present a complete picture
of talents, interests and ambitions.
• It is important to answer all the questions because they need evidence that
candidate possesses the competencies they’re looking for - so focus on what
he/she as an individual has achieved, not just what happened when he/she was
part of a group.
• This is the first stage of the assessment, and the form will be evaluated by a
trained assessor, not a computer
• If the candidate is successful, senior managers from their business will see his/her
form - so it is essential to check spell.

Telephone interview

This is the first stage of their assessment.

Psychometric test

Candidates applying for the Finance program will be required to complete and pass an
on-line finance test to qualify for the assessment day.

Selection Board

This is the final assessment stage. The day consists of a variety of exercises including:

• a work simulation or in-tray exercise

• group discussions
• individual competency based interviews
• presentation exercise
Some of these exercises are designed around a business case study, enabling them to
assess candidates’ potential while giving them an insight into what it’s like to work in a
Unilever company.

The case study focuses on business issues - but they don’t need in-depth business
knowledge to tackle it. Instead candidates should use their ability to think logically and
laterally, their life experience and interpersonal skills.

Offer

• The company will let candidates know the outcome of the event within 24 hours
and also give them feedback on how they did during the day.
• If successful, candidate will be offered a position in one of their operating
companies. They try to take personal preferences into account when selecting a
position for him, but he must be prepared for work in any of their operations
during your first two years.
Observation