Documente Academic
Documente Profesional
Documente Cultură
1.2- Limitations
We are really grateful to our course instructor Ethica Tanjeen as for her that we have got the opportunity to do such analytical task. Through making this term paper; we will be able to gain the practical knowledge. It will help us to improve our communication and analytical skill that will benefit us in future. As we are just studying in BBA so we have some lack of knowledge to do such task efficiently and effectively and there must be some mistakes in this report. But through doing such analytical job we can overcome our lacking.
Page 1 of 22
2.2- RECRUITMENT
2.2.1- Definition
Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from among whom the right people can be selected. A formal definition states, It is the process of finding and attracting capable applicants for the employment. The process begins when new recruits are sought and ends when their applicants are
Page 2 of 22
submitted. The result is a pool of applicants from whi ch new employees are selected. In this, the available vacancies are given wide publicity and suitable candidates are encouraged to submit applications so as to have a pool of eligible candidates for scientific selection. In recruitment, information is col lected from interested candidates. For this different source such as newspaper advertisement, employment exchanges, internal promotion, etc. are used.
It enables centralized training programmed which further brings uniformity and minimizes average cost of staff.
The ideal recruitment pro grammed is the one that attracts a relatively larger number of qualified applicants who will survive the screening process and accept positions with the organization, when offered. Recruitment programmed can miss the ideal in many ways i.e. by failing to attract an adequate applicant pool, by under/over selling the organization or by inadequate s creening applicants before they enter the selection process. Thus, to approach the ideal, individuals responsible for the recruitment process must know how many and what types of employees are needed, where and how to look for the individuals with the appr opriate Page 4 of 22
qualificatio ns and interests, what inducem ent to use for various types of applicants groups, how to distinguish applicants who are qualified from those who have a reasonable chance of success and how to evaluate their work. 1. RECRUITMENT PLANNING: The first stage in the recruitment process is planning. Planning involves the translation of likely job vacancies and informatio n about the nature of these jobs into set of objectives or targets that specify the (1) Numbers and (2) Types of applicants to be contacted.
2. STRATEGY DEVELOPMENT : When it is estimated that what t ypes of recruitment and how many are required then one has concentrate in (1). Make or Buy employees. (2). Technological sophistication of recruitment and selection devices. (3). Geographical distribution of labour markets comprising job seekers. (4). Sources of recruitment. (5). Sequencing the activities in the recruitment process. 3. SEARCHNG:
Once a recruitment plan and strategy are worked out, the search process can begin. Search involves two steps
4. SCREENING:
Screening of applicants can be regarded as an integral part of the recruiting process, though many view it as the first step in the select ion process. Even the definition on recruitment, we quoted in the beginning of Page 5 of 22
this chapter, excludes screening from its scope. However, we have included screening in recruitm ent for valid reasons. The selection process will begin after the applications ha ve been scrutinized and short -listed. Hiring of professors in a university is a typical situation. Applicatio n received in response to advertisements is screened and only eligible applicants are called for an interv iew. A selection committee comprising the Vicechancellor, Registrar and subject experts conducts interview. Here, the recruitment process extends up to screening the applications. The selectio n process commences only later.
2.2- SELECTION
2.2.1- Definition
Selection is defined as the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job.
Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and competency to do the job.
2.2.2-
SELECTION PROCESS
Selection is a long process, commencing from the preliminary interview of the applicants and ending with the contract of employment.
Page 6 of 22
External Environment
Internal Environment
Preliminary Interview
Selection Decision
Physical Examination
Job Offer
Employment Contract
Evaluation
Page 7 of 22
Environment factor affecting selection : Selection is influenced by several factors. More prominent among them are suppl y and demand of specific skills in the labour market, unemployment rate, labour- market conditions, legal and political considerations, companys image, companys policy, h uman resources planning and cost of hiring. The last three constitute the internal environment and the remaining form the external environment of selection process.
1. PRELIMINARY INTERVIEW
The applicants received from job seekers would be subject to scrutin y so as to eliminate unqualified applicants. This is usuall y followed by a preliminary interview the purpose of which is more or less the same as scrutiny of application, that is, eliminate of unqualified applicants. Scrutiny enables the HR speciali sts to eliminate unqualified jobseekers based on the information supplied in their application forms. Preliminary interview, on the other hand, helps reject misfits for reason, which did not appear in the application forms. Besides, preliminary interview, often called courtes y interview, is a good public relation exercise.
2. SELECTION TEST: Job seekers who pass the screening and the preliminary interview are called for tests. Different types of tests may be administered, depending on the job and the company. Generally, tests are used to determine the applicants ability, aptitude and personality . 3. INTERVIEW: The next step in the selection process is an interview. Interview is formal, in depth conversation conducted to evaluate the applicants acceptab ility. It is considered to be excellent selection device. It is face -to-face exchange of view, ideas and o pinion between the candidates and interviewers. Basically, interview is nothing but an oral examinatio n of candidates. Interview can be adapted to unskilled, skilled, managerial and profession employees. 4. REFERENCE CHECK: Many employers request names, addresses, and telephone numbers of references for the purpose of verifying information and perhaps, gaining additional background information on an applicant. Although listed o n the application form, references are not usually checked until an applicant has successfully reached the fourth stage of a sequential selection process. When the labour market is very tight, organizatio ns sometimes hire ap plicants before checking references.
Page 8 of 22
5. SELECTION DECISION: After obtaining information thro ugh the preceding steps, selection decision the most critical of all the steps - must be m ade. The other stages in the selection process have been used to narrow the number of the candidates. The final decisio n has to be made the pool of individuals who pas the tests, interviews and reference checks. 6. PHYSICAL EXAMINATION : After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is, often, contingent upo n the candidate being declared fit after the physical examinatio n. The results of the medical fitness test are recorded in a statement and are preserved in the personnel records. There are several objectives behind a physical test. Obviously, one reason for a physical test is to detect if the individual carries any infectious disease. Seco ndly, the test assists in determining whether an applicant is physically fit to perfo rm the work. Thirdly, the physical examination information can be used to determine if there are certain physical capabilities, which differentiate successful and less successful e mployees. Fourth, medical check -up protects applicants with health defects from undertaking work that could be detrimental to them or might otherwise endanger the employers pro perty. Finally, such an examination will protect the employer from workers comp ensation claims that are not v alid because the injuries or illness were present when the employee was hired. 7. JOB OFFER : The next step in the selection process is job offer to those applicants who have crossed all the previo us hurdles. Jo b offer is made through a letter of appointed. Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting. Thos is particularly necessary when he or she is already in employment, in which c ase the appointee is required to obtain a relieving certificate from the previous employer. Again, a new job may require movement to another city, which means considerable preparation, and movement of property. 8. CONTRACT OF EMPLOYMENT : After the jo b offer has been mad and candidates accept the offer, certain documents need to be executed by the employer and the candidate. One such document is the attestation form. This form contains vital details about the candidate, which are authenticated and attested by him/her. Attestation form will be a valid record for the future reference. There is also a need for preparing a contract of employment. The basic informatio n that should be included in a written co ntract of employment will vary Page 9 of 22
according to the level of t he job, but the following checklist sets out the typical headings: 1. Job title 2. Duties, including a parse such as The employee will perform such duties and will be responsible to such a person, as the company may from time to time direct. 3. Date when continuo us employment starts and the basis for calculating service. 4. Rate of pay, allowance, overtime and shift rates, method of payments. 5. Hours of work including lunch break and ov ertime and shift arrangements. 6. Holiday arrangements: i.) Paid holidays per year. ii.) Calculatio n of holiday pay. iii.) Qualifying period. iv.) Accrual of holidays and holiday pay. v.) Details of holiday year. vi.) Dates when holidays can be taken. vii.) Maximum holiday that can be take at any one time. viii.) Carryover of holiday entitlement. ix.) Public holidays. Alternatively called employment agreements or simply bonds, contracts of employment serve many useful purposes. Such contracts seek to restrain job hoppers, to protect knowledge and information that might be vital to a companys healthy bottom line and to prevent com petitors from poaching highly valued employees. 9. CONCLUDING THE SELECTION PROCESS : Contrary to popular perception, the selection process will not end with executing the employ ment contract. There is another step amore sensitive one reassuring those cand idates who have not selected, not because of any serious deficiencies in their personality, but because their profile did not match the requirement of the organization. They must be told that those who were selected were done purely on relative merit. 10. EVALUATION OF SELECTION PROGRAMME : The broad test of the effectiveness of the selection process is the quality of the personnel hired. An organization must have competent and committed personnel. The selection process, if properly done, will ensure av ailabil ity of such employees. How to evaluate the effectiv eness of a selectio n programmed? A periodic audit is the answer. People who work independent o f HR department must conduct audit. The table below contains an outline that highlights the areas and questions to be covered in a systematic evaluation.
Page 10 of 22
Chapter 3
Background of the Organization:
Mission:
Achieving satisfaction of Almighty Allah both here and hereafter; Proliferation of Shariah based banking practice; Quality financial services adopting the latest technology; Fast and efficient customer service; Maintain high standard of business ethics; Balanced growth; Steady and competitive return on shareholders equity; Innovative banking at competitive price; Attract and retain quality human resources; Extending competitive compensation packages to the employees; Firm commitment to the growth of national economy; and Involving more in Micro and SME financing.
Page 12 of 22
Page 13 of 22
Chapter 4
RECRUITMENT & SELECTION PROCESS OF AIBL:
4.1- CONCEPT OF RECRUITMENT & SELECTION:
Recruitment is the process of identifying potential incumbents/candidates for actual or anticipated organization vacancies. Job candidates are determined through searching and sourcing. Recruitment is the process of finding qualified and competent people for the organization and encourages potential incumbents to apply for the vacancies available. Selection is the process of determining potential candidates among the applicants for the vacancies after completing formal process of identification of candidates, testing and interviewing and approvals by appropriate authority. Once an effective recruitment program has brought out enough applicants pool then relevant personnel of the organization works to select the best candidate for specific job/vacancy. Recruitment and Selection Process (RSP) plays the role of vehicle by which one gets his position in an organization either at lower or middle or top level. An organization can not recruit and select the best personnel without its proper and adequate use. The success or failure of an organization depends on recruitment and selection committee of the organization. Recruitment objective of the bank are as follows: To provide the bank with an efficient and cost effective human resources set up To keep bank free from unhealthy practice of grouping or trade union.
The bank strictly follows all steps of recruitment and selection process defined as per the company policy to achieve the goal, vision and mission & above all keep in the mind aforesaid objectives.
The ideal recruitment program is the one that attracts a relatively large number of qualified applicants who will survive the screening process and accept positions within the
Page 14 of 22
organization, when offered. Recruitment programs can not attract the ideal candidate in many occasions either by failing to build an competent applicant pool, by under/over selling the organization or by inadequate screening process before they come into selection level. Therefore to approach competent candidate or incumbent, individual personnel responsible for the recruitment process, must know how many and what types of employees are required for the vacancies, where and how to look for individuals with the appropriate qualifications and skill sets. What ways or inducements to apply or to avoid for various types of applicant groups, how to distinguish applications that are unqualified from having a reasonable chance of success and to evaluate their work.
Advertising: This is one of the most popular methods. The most useful advertisement is one that specifies the exact nature of the job, the qualifications required and the salary range. The advertising medium should be selected with caution with target audience in mind. Internship: Every BBA student must go through an internship program. It is a partial fulfillment of the requirement of BBA program. Internship is an important manpower source for the organization. It can be win-win situation for both the student as well the employers. For students it may mean being able to home business skills, learn more about potential employers and know their likings and dis-likings when it comes to choosing carriers. An employers can use the contribution of interns by considering and selecting them as full time employees.
Page 16 of 22
TEST:
According H.E BUTT, Testing is a device for measuring qualitatively a typical sample of mental or motor performance in order to predict what an individual will do under certain circumstances. Job applicants of AIBL should go through some types of test. These are as follows: Different types of standard tests Intelligent tests Ability tests Personality tests Interest tests
There is also a need for preparing a contract of employment. The basic information that should be included in a written contract of employment will vary according to the level of the job: Job title Duties Date when continuous employment starts and the basis for calculating service Rate of payments and allowances Hours of work including lunch break and overtime and shift arrangements Holiday arrangements Sickness Length of notice due to and from employee Disciplinary procedure ( or any reference for it) Work rules ( or any reference for them) Arrangement for terminating employment
Page 18 of 22
CHAPTER 5
FINDINGS AND STRENGTHS & WEAKNESSES OF AIBL 5.1- SUMMARY OF THE FINDINGS:
In 2008, the amount of deposit has accumulated to taka 26,685,444,177 and the total investment of the bank stood at taka 5079.21 million against taka 3728.41 million during the corresponding period of last year. The percentage of increase is 36.23% as against 13% in banking sector. The bank has earned taka 1,088,561,679 and incurred an expense of taka 288,104,714. At the end of the year the profit before tax has stood taka 800,456,965 which is 182.53% more than taka 283,317,303 pretax income of the last year.
Selection process may not be followed in line with requirement where internal request may be accepted. Discrepancy in external recruitment source. Formal recruitment may not be followed on exceptional cases.
CHAPTER 6
RECOMMENDATION & CONCLUSION
6.1- RECOMMENDATION
The possible recommendations are as follows: AIBL should give a mass advertisement mentioning the different offerings like Brac Bank, Standard Chartered Bank, HSBC and other local banks are practicing. AIBL should use the latest banking technology and software to provide better services to the customers. It will also attract the customers of international banks. AIBL should pursue advertising and marketing campaign in order to build a strong image among the people. They should carry out aggressive marketing campaign to attract clients. AIBL should offer different types of loans to their own staff immediately after confirming their job. This loan will influence them for better performance. The interest rate on this loan must be less than other banks interest rate. The dependency on head office in every step should be avoided. They should permit the branches to work independently. Managers of AIBL should have the power of giving small loans to the clients. It is very important for the banks to increase the investment. In Islamic Banking system loan is very lengthy process. AIBL should take steps to minimize the process of loan system because customers dislike the lengthy process. The client has to repay the money in the particular branch from where he or she got the loan. This is why whenever the customer wants to repay the installment in time. Communication problem sometimes force him or her to become defaulter. If the AIBL allows the clients to repay money at any branches she or he wants, it will be better for them. Bank should offer more facilities to the customers such as credit card, visa card, ATM machine etc. to survive in the competition. Best industry practice of recruitment and selection should be followed. Existing policy for recruitment and selection should be reviewed and revised as and when required basis. AIBL should adopt international and local fast runner and reputed banks practices in their regular and operational activities.
6.2 CONCLUSION
The AIBL has been attempted to operate its business successfully in Bangladesh since inception. AIBL has already developed an image and good impression among its clients by offering its excellent services. The success is being resulted for AIBL from dedication, commitment and dynamic leadership of its management over the periods. During the short span of time of its operation, the bank has successfully grabbed a position as progressive and dynamic financial institution in the county. If the bank goes this way, it is expected that in the near future AIBL may become one of the top performer in the banking sector. The bank should take necessary actions for increasing their investment and maintaining this deposit figure in future. Therefore AIBL should adopt and practice best industry policies for recruitment and selection that brings significant growth and keep the continuous increment to their revenue and asset base.
Page 21 of 22
1. BOOKS, PERIODICALS & JOURNALS a) DEV NATH, DR. R. M Banks and Legal Environment b) WENTHER, B WILLIAM & DAVIS, KEITH-Human Resources Management c) Annual Reports of Al-Arafah Islami Bank Limited d)Bangladesh Bank publications and circulars e) Banks circulars and reports 2. WEBSITES a) www.al-arafahbank.com b) www.bangladeshbank.com c) www.google.com
Page 22 of 22