Sunteți pe pagina 1din 24

HRM 430 Human Resource Practice in Bangladesh

Faisol Chowdhury

y Acquisition is an important process for any organisation as success or

failure of the organisation ultimately is the resultant of output of individuals.

y Acquisition refers to a set of activities initiates at recruitment; followed

by selection and concludes with induction and training of the new recruit into the position.

from my first day, I understood the importance of getting the right people . - Jack Welch

Ernst & Young HR Practices Survey BD 2006-2007

Talent Acquisition Process

y The process followed for talent acquisition varies across geography and

y Generally the source of talent and system of selection depends on y Demography economic condition, education, employment y Industry labour intensive or technology based y Target role position for which talent acquisition is being done

Ernst & Young HR Practices Survey BD 2006-2007

Talent Acquisition in Bangladesh

y Bangladeshi workforce is

Labour intensive y Large portion of workmen are semi skilled and unskilled

y Recent arrival of fund from different business organisations and MNCs

have also resulted in opportunities for new ventures as well as raised the level or organisational performance.
y Bangladesh at this moment needs

large number of professionally trained managers (in mid and low level) y Knowledge and skilled people (IT and other specialisation)
Ernst & Young HR Practices Survey BD 2006-2007 4

Talent Acquisition in Bangladesh (continue)

y A shift in the approach and refinement of the recruitment and

selection process of talent acquisition is required.

y Existing talent acquisition system can be discussed into three

dimensions: Standardise system of recruitment and selection y Developing employer brand image to attract talents y Stress on recruitment from pool of talent internally available (internal recruitment)

Ernst & Young HR Practices Survey BD 2006-2007

Standardised System of Recruitment

Organisations having standardised recruitment system
100 80 60 40 20 0

Fi na nc ia l He al th ca re M an uf ac tu re

ro up Te le co m ,I T Tx tl , G rm nt



y Majority of the organisations are following standardised

recruitment system.
Ernst & Young HR Practices Survey BD 20062007


er s

Manpower Requirement Analysis

y Organisations plan requirement of manpower in terms of number and

skill. This plan largely depends on the business plan and trends of employee attention.
y Manpower planning is a process by which an organisation prepares an

inventory of skills and potential available in the organisation.

y It is a tool in the hands of higher management to equip themselves

with the necessary data on human resources available / required within the organisation and from outside.

Ernst & Young HR Practices Survey BD 2006-2007

Manpower Planning
The basic units of manpower planning are: Knowledge & skill . It is ensuring that the organisation:
y has the right types or kinds of knowledge and skills y has the right level or degree y has the right number of employee needed
y y y

to do the right task at the right place in the right time

y and all performing activities are necessary to align with the corporate,

long term goal.

Dessler et al. 2004

Manpower Planning (continue) Or a isa i s avi

100 80 60 40 20 0

a p wer pla

ou p

ia l




in an


an uf a


Ernst & Young HR Practices Survey BD 2006-2007

el e

t l,

th e

Manpower Planning (continue)

y 63% of the organisations across industries have data on manpower

planning for the next 1 to 2 years.

y Manufacturing, conglomerates (group of companies / industries),

textiles & garments, NGO and other non profit organisations sectors, less than 50% of organisations have manpower planning.

y This is due to the labour intensive nature of the industry with abundant

supply of labour.

y When knowledge economy will emerge and the industry will shift to

service from manufacturing, these organisation will have to carefully map their manpower requirement.

Ernst & Young HR Practices Survey BD 2006-2007


y Bangladesh, by virtue of its social set-up, encourages extended families y y y y y y

built on strong relationship. In such a set up, tendency to prefer recruits who come through known contacts within the system. The system had been effective so far. With increased requirement of professionals, a more structured and methodical approach can be advocated. Recruiting top level managerial employees and highly skilled people needs involvement of external consultants, high level HR expertise. External consultants can provide bigger pool with wider diversity of people. Organisations becoming savvy with these channels will have greater access to managerial talents.

Ernst & Young HR Practices Survey BD 2006-2007


Recruitment Channels Used by Employers

Referrals Personal Contacts Internal Consultants Newspaper 0 20

ment Channels





Ernst & Young HR Practices Survey BD 2006-2007


Competency Based Recruitment & Selection

y Competency based recruitment results in selecting someone based on

their basic skills required for the job and also as per their fitment with the organisation s values, cultures, relationships, and processes & systems.
y It is a two way selection approach as it helps the individual and the

organisation to judge whether he has the competencies required to undertake the job and organisations culture.

In Delta Airlines of USA, all jobs above the entry level are filled by internal promotions rather than outside recruitment.
Ernst & Young HR Practices Survey BD 2006-2007 13

Or ni ion u ing Pr ing omp Competency Based Recruitment i& Selection rui m n & S
100 80 60 40 20 0

n yB


na nc ia l H al th ca re M an uf ac tu re

ro up



Te le co m

G rm nt


Ernst & Young HR Practices Survey BD 2006-2007

Tx t l,


th er s



Branding for Recruitment

y As an employer, most of the organisations (worldwide) are investing in

building their brand image to attract probable best candidates.

y Organisations targeting universities, professional institutes to build a

close connection with the students.

y Sponsoring events, arranging job fairs, getting associated with seminars

& programs, CSR are example of image building.

y A strong organisational image attracts talented people to join and stay

longer terms in the organisation and thus reduce attrition.

Ernst & Young HR Practices Survey BD 2006-2007


Organi ati ns investing in brand imaging to attract Branding for Recruitment (continue) talents

100 80 60 40 20 0

na nc ia l H al t ca re M an uf ac tu re

G ro up


Te le co m

G rm nt


Ernst & Young HR Practices Survey BD 2006-2007

Tx t l,


O t

er s



Induction, Coaching, Mentoring

y Induction needed for grooming up the new recruit as per the culture

and systems of the organisation.

y Coaching helps the recruiter to take up the role with complete

understanding of his deliverables, accountability and responsibility.

y Mentoring Mentor gives moral support and organisation related

advice to the employee.

y These 3 things are needed to increase a person s engagement with


Ernst & Young HR Practices Survey BD 2006-2007


Induction, Coaching, Mentoring (continue)

Organ sat ons hav ng nduct on for new recru ts

100 80 60 40 20 0

na nc ia l ea lth ca re M an uf ac tu re

p Te le co m ,I T T t l, G rm nt


ro u



Ernst & Young HR Practices Survey BD 2006-2007

th er


Internal Recruitment
Benefits of internal recruitment
y Offering career development to employees. y Employee satisfaction and continuous improvement process for

promotion. y Existing employees are well trained and well aware of the culture and systems. y Reduce time, money, energy and effort.

Ernst & Young HR Practices Survey BD 2006-2007


Organi Internal Recruitment ati ns filling-up (continue)

acanci s y internal recruitment

100 80 60 40 20 0

na nc ia l H al t ca re M an uf ac tu re

G ro up


Te le co m

G rm nt


Ernst & Young HR Practices Survey BD 2006-2007

Tx t l,


O t

er s



Internal Recruitment (continue)

y Internal job posting A system followed to communicate to all the

employees about the vacancies within the organisation and identify suitable candidates for available posts.
y Succession planning

Process of identifying talents who could be groomed up for key positions in future in an organisation, and then designing grooming plans.

Ernst & Young HR Practices Survey BD 2006-2007


Final Issues
y An extended family culture in Bangladesh influences recruitment. y Employers prefer hiring through known contacts. y Newspapers continue to be the most commonly used source of

recruitment. y Though a large number of organisations fill vacancies at middle and senior levels from existing employee pool, significant importance is not attached to the process of succession planning. y The innate potential of employer branding is not sufficiently tapped in winning the war for talents.


Dessler, G., Griffiths, J., Lloyd-Walker, B., (2004), Human Resource Management, 2nd ed., Pearson Education, Australia. Ernst & Young, MCCI, (2007), HR Practices Survey Bangladesh 2006-2007. Manpower, n.d., [online, retrieved on 03/06/2008], available at: