Talent Recruitment

&
Recruitment Practice in Bangladesh FMCG
Sector
 Presenters
Kazi Mashfiq Uddin
Ahmed Md Mehedi Hassan
ID: 1710801 ID: 1010789

Md Wahiduzzaman
Md Raihan Kabir
Tamimy
ID: 1710803
ID: 1710789
 Chapter One

Talent
Acquisition
 Definition of Recruitment & Talent Acquisition

The terms “recruitment” and “talent acquisition” are often used interchangeably and thought to
mean the same thing — a lexicon used to describe the multitude of processes involved in the finding
and hiring of candidates. Yet, recruitment and talent acquisition is not the same thing.

Recruitment is about filling vacancies. Talent acquisition is an ongoing strategy to find

specialists, leaders, or future executives for your company. Talent acquisition tends to focus on
long-term human resources planning and finding appropriate candidates for positions
that require a very specific skill set. When used in the context of the recruiting and HR
profession, talent acquisition usually refers to the talent acquisition department or
team within the Human Resources department.

Talent Recruiter:
The definition of talent acquisition and the accompanying profession simply refers to the job and
process of sourcing, attracting, recruiting, interviewing, and on-boarding employees to an
organization. It is a function of corporate recruiting and is usually housed within the Human
Resources department.
 Process Map for End-to-end Recruitment

Recruitment Process

I II III IV
Manage, Track &
Plan Workforce Develop Position Source/ Pipeline Screen Candidates
Requisition Candidates

V VI VII
Extend Offer & Manage New Hire
Interview & Conduct Pre- Integration
Select Candidates employment Due
Diligence
 The Following Describe Each Of The Sub-processes That Make Up Recruitment

Plan Workforce • The strategic review of organizational growth and change as it relates to Recruiting activity and how this aligns with the
overall strategic direction and organizational goals

II
Develop Position • Development of new job requisitions to fulfill the talent and skills needs identified in the “Plan Workforce” process or
Requisition updating existing job requisitions when a position becomes vacant

III
• The identification, selection and use of appropriate medium(s) to attract prospective candidates to apply and be considered for
Source /Pipeline Candidates employment opportunities

IV • The management and tracking of current and past candidate data/information in order to select the
Manage, Track & Screen
Candidates
best qualified talent to be considered for employment opportunities

V
Interview & Select • The review and assessment of the best qualified candidates for a particular job requisition
Candidates

VI
• The pre-employment due diligence around background checks, reference checks, employment history and licensing/education
Extend Offer & Conduct Pre- requirements and offer communication to candidate
Employment Due Diligence
• The offer extension is the preparation and approval routing of an employment offer to the best qualified candidate that
is contingent upon the completion of necessary reviews and checks
VII
Manage New Hire • The initial stage of entry to employment through proper paperwork completion and onboarding procedures and training
Integration
 Staffing
• Staffing
– Process of recruiting & selecting prospective
employees
– Has significant impact on organization’s bottom
line
• Requires staffing process to become strategically
focused
– Recruitment & selection activities offer
organization numerous choices to find & select
new employees
– Staffing decisions need to ensure employees fit
organization’s culture
 Recruitin
• g recruit
When & how extensively to
– When do recruiting efforts need to begin?
– How large an applicant pool needed?
– Data from past recruiting efforts utilized
• To answer questions where feasible
• Adjust for changed conditions

• Yield ratios
– Offer information on how many applicants eliminated/remain
at each step in recruitment process
– Can determine proper or necessary size of applicant pool
Recruiting Timeline
 Methods of Recruiting
• Informally or formally
• Internally or externally
• Targeted advertising in selected media
• Recruiting on Internet / Social Network
• Outsourcing to staffing agencies
• Executive search firms
• On-campus recruiting
• Referrals & Walk-ins
Advantages & Disadvantages of
Internal & External Recruiting
Why Careful Selection is Important

The Importance of
Selecting the Right
Employees

Costs of Legal
Organizational
Recruiting and Obligations and
Performance
Hiring Liability
 Types of Interviews

Selection Interview

Types of Appraisal Interview

Interviews

Exit Interview
 Basic Features of Interviews

Selection
Interviews

Interview Interview Interview

Structure Content Administration
 Interview Formats

Interview
Formats Structured sequential interview

– Standardized questions
– Conducted by interviewers in a sequence

Structured • Unstructured sequential interview

Unstructured
or or
Directive – Ask questions as comes to interviewer’s mind
Nondirective
Interview • Panel job interview
Interview
– Group of interviewers interview the candidate
 Interview Content
Types of
Questions Situational interview
– Give the situation and ask for
solution

• Behavioral Interviews
– Check the past experience of actual
job

• Job-related interview
Situational Behavioral – Questions related to required job
Job-Related Stress
Interview Interview
Interview Interview
• Stress interview
– Check temperament and
depression
Mass interview
– Group of interviewers interview group of
Candidates

• Web-Assisted interview
– Using internet technology

• Phone interviews
– On call interviews in order to save the time
 Types of Tests

What Tests
Measure

Cognitive Motor and Personality

(Mental) Physical and Achievement
Abilities Abilities Interests
 Testing
• Work sample tests
– Ask applicant to complete representative sample of
actual work

• Trainability tests
– Measure
• Aptitude in certain areas
• Ability to understand critical job components that firm will
teach new hires

• Tests of Cognitive abilities

• Intelligence Tests ( IQ)

• Specific CognitiveAbilities
 Testing
• Realistic job previews
– Make applicants aware of both positive & negative
aspects of job
– Decrease likelihood new employee will become
dissatisfied
– Increase likelihood of candidate’s self-selecting out of
position
• Personality testing is useful in anticipating how
applicants are likely to behave
 The Big Five Personality
Dimensions
Characteristics of Person Scoring
Personality Dimension Positively on Dimension

1) Extraversion Outgoing, talkative, social, assertive

2) Agreeableness Trusting, good-natured, cooperative,

soft-hearted
3) Conscientiousness Dependable, responsible,
achievement-oriented, persistent

4) Emotional stability Relaxed, secure, unworried

5) Openness to experience Intellectual, imaginative, curious,

broad-minded
 Other Testing Methods

• Personality testing
– Useful to anticipate how applicants likely to behave
– Few, if any, jobs require specific personality type
– Have been successfully challenged in court
 Chapter Two

Recruitment Practice in Bangladesh

FMCG Sector
 What is FMCG Company ?

 FMCG companies, such as Unilever, Procter & Gamble, GSK, Marico etc create
and distribute products that are typically bought by consumers frequently
(essentially they move from a retailer's shelves to the consumer very quickly).
FMCG includes any product with a short shelf life and typically a relatively low
cost, such as soft drinks, food or toiletries, Cigarettes etc. They are typically sold
at low margins but very high volumes, with a high turnover of product.
List of top FMCG Companies in Bangladesh
 Pepsi Abul Khair Group
Pran Food
 Coca Cola
 British American Tobacco
BD Foods
 Philip Morris International
 Japan Tobacco International
 Dhaka Tobacco Industries
 Unilever Bangladesh
 Procter & Gamble
 Reckitt Benckiser
 Marico
 GSK
 Nestle Bangladesh
 ACI Foods
 Akij Food & Beverage
 Ifad
 Matador Bal Pen Industries
limited
I– Plan Workforce
Process Step Detail

• Review strategic priorities for the year, growth projections, predicted turnover, and hiring requirements to ensure
1. Review and assess alignment with overall workforce planning strategy
organizational strategy • Gather historical data trends (i.e. turnover) to project future recruiting needs
• Gather input from the business around projected recruiting needs

2. Determine and identify key • Based on organizational strategic growth priorities, assess key skills and competencies required to support the
talent segments organizational needs

3. Report current workforce

• Based on key talent segments identified above, assess current workforce against identified key skills and competencies
metrics

4. Conduct internal and external • Gather industry benchmarks through HR & Recruiting
benchmarking • Predict and forecast workforce trends using workforce trend research

• Based on current workforce metrics and benchmark comparison, determine strengths, weaknesses, opportunities, and
5. Conduct SWOT analysis
threats related to talent segments

6. Develop potential workforce

• Based on SWOT analysis, develop strategies to address talent gaps
initiatives and conduct cost/
• Conduct cost /benefit analysis to determine a ROI justification for each initiative
benefit analysis

7. Establish workforce strategy and

• Plan each workforce initiative (timing, resources, benefit realization, and tactics)
plan

8. Communicate workforce • Document strategic priorities and tactics for the year related to recruiting and communicate to the rest of the HR
strategy and plan organization and the business as needed

9. Generate any new positions or

• Generate any new job descriptions resulting from workforce strategy
job descriptions
II– Complete Position Requisition

Process Step Detail

1. Receive notification of job • Recruiter is notified of vacancy via an email automated alert and initiates discussion with Hiring Manager
vacancy to determine appropriate action

2. Initiate position requisition • Hiring Manager retrieves the appropriate job template and completes requisition screen detailing position
and obtain appropriate requirements and refining job description details, as necessary
approvals • Hiring manager initiates requisition approval process

3. Source/ Pipeline • Once position requisition is approved, recruiter is notified and move to Sourcing/ Pipelining Candidates
Candidates process

4. Designate requisition • Recruiter & Hiring Manager receive notification of position requisition not approved
status as HOLD • Recruiter updates status of position requisition to HOLD

5. Monitor aging requisition • Recruiter monitors aging requisition reports that are auto-generated and follows up with Hiring Manager
report for appropriate action
III– Source/ Pipeline Candidates

Process Step Detail

• Recruiter completes the remaining steps required in to create job posting, which include: assigning skills
and screening questions/ knock out questions that will determine how candidates are screened as their
1. Create job posting
information is entered in the system, as well as choosing posting preferences (internal, external, job
boards, etc.)

• Recruiter should also initiate discussion with Hiring Manager to determine the following:
2. Determine sourcing
- Internal candidate in mind?
strategy
- Source externally?

• Implement sourcing strategy, as discussed with Hiring Manager. This should always include:
- Searching “Hot Candidates” and employee referral folders
- Leveraging advanced search (key word search) to find potential matches in the talent pool
(candidate database)
3. Implement sourcing - Posting job posting to corporate website, intranet, and external job boards as required and set
strategy expiration dates
• It may also include:
- Advertising open job positions in newspapers and magazines
- Engaging sourcing agencies
- Attending job fairs or campus events

• If candidate pipeline is strong; remove job postings from internal and external sites and move to
Manage, Track & Screen Candidates process
4. Review candidate pipeline • If candidate pipeline is not strong; initiate conversation with Hiring Manager and determine alternate
sourcing strategies

• Job posting will expire from internal and external job boards automatically, as specified. Remove
5. Remove job postings
postings manually via posting centre, if required
IV– Manage, Track & Screen Candidates

Process Step Detail

• Candidate submits application online, via email or hard copy

1. Candidate submits an
• Online application includes: searching for positions, viewing job description, completing a profile and/or
application for a position
attaching their resume, and answering skills and screening questions and optional EEO questionnaire

• If candidate submits an application via email or hard copy, the resume/ application must be either
1a. Manually enter candidate
scanned or entered manually into
in and send candidate
• HR Operations & Administration then sends candidate an “update profile” link which will require the
update profile link
candidate to verify their application information and respond to skills and screening questions

2. Candidate receives update

• Candidate receives update profile link and completes application
profile link and completes
• Candidate verifies application details and responds to skills and screening questions
application

3. Receive notification of • Upon completion of online application, candidate receives an auto-generated application
application receipt acknowledgement receipt via email

3a. New candidates • Recruiter receives an auto-generated notification of a new candidate prompting them to log into and
notification review candidate/job details

4. Rank candidates based on • will rank candidates according to how well they matched the specified job skills criteria and filter
responses to position candidates into “screened in” and “screened out” folders according to how they responded to the
specific questions screening/ knock out questions

5. Conduct screen of
• Review application details and resumes of candidates “screened in”
candidates automatically
• Conduct phone/ face-to-face screen with candidates
screened-in first

6. Annotate candidate record

• Upon review of application details and phone/ face-to-face screen, annotate candidate record with
with deficiencies and
pertinent information about their fit for the job and
additional attributes
IV– Manage, Track & Screen Candidates

Process Step Detail

7. Determine appropriate
• Create candidate short list and update candidate status based on results of screen to “hiring manager
candidate status based
review” or “screened out”
upon results of screen

• Recruiter emails short-listed candidates to Hiring Manager along with application details, answers to skills
8. Email candidate short-list
and screening questions, resume, and all recruiter notes
to Hiring Manager

• Hiring Manager reviews short listed candidates and determines candidate status
9. Obtain/ review candidate
• If Hiring Manager accepts short list; proceed to Interview & Select Candidate process
short list
• If Hiring Manager does not accept short list; proceed to step 10

10. Update candidate status

• Recruiter documents reason the candidate was not selected for interview, for future reference, and
and notify candidate that
sends rejection letter to candidate through and follows-up with a phone call
have not been selected for
• Proceed to Source/ Pipeline Candidates process and/or Manage, Track & Screen Candidates process
interview
V– Interview & Select Candidates
Process Step
1. Schedule interview/Receive
interview request and
accept
2. Prepare interview toolkit
3. Conduct primary and
secondary interviews
4. Determine if candidate is
qualified to hire
5. Follow up with Hiring
Manager and document
interview notes
6. Conduct verbal reference
checks
7. Indicate candidate status
as not qualified for hire and
communicate results
Detail
• Send interview requests to candidate and Hiring Manager through system.
• Hiring Manager and Candidate receive interview requests
• Extract application details, job details, including interview guides from and send to Hiring Manager via
email
• Conduct phone/ face-to-face interviews with candidates
• Engage HR Business Partners and Recruiter, as required
• Review application details and interview notes with HR Business Partner to come to agreement/decision
on qualified for hire candidates
• Following up with Hiring Manager after the interview to find out how the candidate performed
• Capture interview notes in and update candidate status as either “Qualified for Hire” or “Not Qualified
for Hire”
• If candidate is qualified for hire, go to step 6
• If candidate is not qualified for hire, go to step 7
• Contact candidate for permission to contact references
• Using the standard reference check list, contact each reference and document feedback in
• If reference checks are successful, go to Extend Offer & Conduct Pre-Employment Due Diligence process
• If reference checks are unsuccessful, go to step 7
• For candidates not qualified for hire, flag as such, and contact candidate to let them know they will not
be moving forward in the hiring process. Meet with Hiring Manager to discuss alternate candidates/
sourcing strategies
VI– Conduct Pre-Employment Due Diligence & Extend Offer
Process Step
1. Determine appropriate
candidate offer and obtain
necessary approvals
2. Receive notification that
offer has been approved
3. Verify internal employment
history
4. Create offer package and
extend offer
5. Conduct background checks
6. Close position requisition
7. Indicate candidate status as
not qualified for hire and
communicate results
8. Notify Hiring Manager
Detail
• Work with Recruiter to determine appropriate offer package for selected candidate and obtain necessary
approval from HR Business Partner
• Review offer details
• If hire is Re-Hire (formal employee), go to step 3
• If hire is New Hire, go to step 4
• Review employment record and contact former line manager to obtain feedback on prior job performance
and fit
• If re-hires passes checks proceed to step 4
• If re-hire fails checks proceed to step 7
• Update candidate status to Extend Offer
• Choose appropriate offer letter template from library in , input salary and start date requirements and
generate offer letter
• Call candidate to extend verbal offer, contingent on background and criminal checks
• If candidate accepts proceed to step 5
• If candidate declines proceed to step 8
• Verify employment, licensing, certification, education of candidate; engage vendors as required
• If candidate passes, proceed to step 6
• If candidate fails, proceed to step 8
• Update candidate status as Offer Accepted/ Hired and close position requisition in order to ensure time to
fill metrics are captured in
• Update candidate status as not qualified for hire and contact candidate to let them know they will not be
moving forward in the hiring process. Meet with Hiring Manager to discuss alternate candidates/ sourcing
strategies
• Notify Hiring Manager that candidate has failed background/ criminal checks
VII – Manage New Hire Integration

Process Step Detail

1. Notify Hiring Manager of

• Notify Hiring Manager of offer accepted
offer acceptance

2. Complete New Hire • Complete New Hire Checklist (includes start date, IT, facilities and security requirements) and send to
Checklist HR Operations and Administration

3. Communicate start date • Send new hire requirement email notification to IT, facilities and security via
with key stakeholders • HR Business Partner to provide support, as required

4. Prepare New Hire Package • Send New Hire Package (including new hire paperwork, authorization, and benefits enrolment,
and send to new hire Orientation CD)

5. Complete new hire

• Complete new hire paperwork online and submit for review
paperwork and benefits
• Recruiter verifies completion of paperwork and notifies candidate if further information is needed
enrolment

6. Contact new hire to • If new hire paperwork is unfinished or incomplete, contact new hire to complete. Answer any questions
complete paperwork and provide assistance to new hire to complete paperwork, as required

7. New Hire Orientation

• Once paperwork is received and complete, sends out a reminder to key stakeholders (including Hiring
reminder sent to Hiring
Manager)
Manager/ Key stakeholders

8. New hire completes New

• Complete New Employee Orientation / unique training provided by Organizational Learning &
Employee Orientation/
Development
unique training