A report on “Recruitment and selection process in PRAN RFL Group”

Submitted To:

MD. ARIF GHANI

Course Instructor

BRAC Business School

BRAC University.

Prepared By

Faisal KarimAkib 13304001

Abrar Hassan Saadi 13104186

Oli-Ur-Reza 13304035

Saba Farhana 07105009

BRAC Business School

BRAC University

Date of Submission: 30-11-2015

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Letter of Transmittal

30th

November 2015,

MD. Arif Ghani

Lecturer, Course Instructor,

BRAC Business School

BRAC University

Subject: Submission of Report on “Recruitment and selection process in PRAN RFL Group”

Dear Sir,

It is an immense pleasure for us to submit the internship report on “Recruitment and selection

process in PRAN RFL Group” which we have prepared by collecting primary and secondary

data, to fulfill the requirement of the course MGT301 offered in BBA Program in the

Department of BRAC Business School, BRAC University.

We sincerely believe that this report will help us to enrich our adaptability quality in the long

run when we will involve ourselves in practical field. We are grateful for your valuable

advices and great cooperation. We tried our best to go deep into the matters and make full use

of our capabilities in making the report meaningful, though; there may be some mistakes and

shortcomings.

Our group shall be pleased to answer any kind of query you think necessary.

Now we have placed this report before you for your kind approval. We hope that our report

will satisfy you. For any of your further queries we would be at your disposal at your

convenience.

Sincerely Yours,

NAME ID SIGNATURE

Faisal Karim Akib 13304100

Abrar Hassan Saadi 13104186

Oli-Ur-Reza 13304035

Saba Farhana 07105009

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Acknowledgement

Many Acknowledgements are due to a multitude of people who have immensely helped us

with this study. Regardless of the fact of having tremendous load of responsibilities, they

chose to support us by providing some adequate information which we could use to make the

report.

It is also great pleasure for us to express my immense indebtedness, deep sense of gratitude,

sincere appreciation and profound regards to Md, Mohibul Alam, Asst. Personnel Officer,

Incharge of the Administration of TSS for help to arrange a meet up with Meer Shamsul

Alam, Chief of Human Resource, Pran- RFL Group. Many regards to Meer Shamsul Alam

for allowing us to meet Zihad Uddin Ahmed, Manager, Human Resource Department. We

express our gratitude for him to place special attention in our effort with his favorable

comment, inspiration, affection, constructive criticism, valued guidance and constant help

and suggestion related with the work and introduce me to different aspects of Human

Resource Management.

We would like to thank who were both directly and indirectly related to the project work,

provided me with crucial information that help me to complete this report. Heartfelt

appreciation is expressed to the following officials for their valuable time and cooperation.

Finally, credits and achievements, if any, are due to my faculty, our course instructor Md.Arif

Ghani, Senior Lecturer, BRAC Business School. His instructive advice and guidance have

emerged as stepping stone in making this report fruitful. This report will show our creativity

only as he entrusted his every belief on our capability and analytical ability in preparing this

report.

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Executive Summary

Human organization activity is simply the act of getting people together to accomplish

desired goals by giving minimum input and getting maximum output. Recruitment and

selection is an important part of the human resource management.

PRAN-RFL group of companies is one of the leading business institutes in Bangladesh.

PRAN RFL group provides with good quality products conforming to local tastes, health and

hygienic standards which are of affordable price and within the reach of target consumers. Its

strategic strengths include strong recognition of brands, highly skilled work force and

diversified business mix.

In this report, we have tried our level best to exemplify how the basic function (recruitment

and selection) of HRM are exercised in PRAN- RFL group. We have analyzed the

recruitment and selection process of PRAN- RFL from the view of theoretical definition,

practical application, basic principles followed and technology used in the whole process.

This report focuses only on the Organization’s recruiting process, selection process, source of

recruiting etc.

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Chapter No. Name of contents Page

Later of transmittal 2

Acknowledgement 3

Executive Summary 4

Chapter 1 Introduction

1.1 Background of the study 6

1.2 Origin of the report 6

1.3 Objective of the report 6

1.4 Limitation of the study 7

Chapter 2 Research Methodology

2.1 Methodology of the study 8

2.2 Sources of data collection 8

Chapter 3 HUMAN RESOURCE DEPARTMENT

3.1 Objectives 9

3.2 Departments in HR 9

Chapter 4 Recruitment and selection Process

4.1 Recruitment process 10

4.2 Source of recruitment 10

4.3 Selection Process 14

4.4 Verbal Offer 16

4.5 Written Latter offer 17

Chapter 5 Problems In Recruiting and selection process 18

Chapter 6 Recommendation 20

Chapter 7 Conclusion 21

Chapter 8 Bibliography 22

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Introduction

1.1 Background of the Study :

The report is mandatory to submit in the course MGT301 with a view to develop skill. It

is essential for this course to write a final report regarding the HRM recruitment and the

selection process of a company.

Our faculty Md. Arif Ghani wanted us to make a report on the recruitment and the

selection of a company so we made a report regarding that and we choose PRAN RFL

Group. We have made the report on PRAN RFL recruitment and selection process.

1.2 Origin of the report:

This report is created under the supervision of Md. Arif Ghani, Course instructor,BRAC

Business School, BRAC University. This report is required to complete the course of

MGT301.

To prepare this report we have selected Pran RFL Group of Industries. The main goal of

the report was to know about the recruitment and selection process of the group PRAN

RFl and to identify if they face any problem about the recruitment and selection process.

1.3 Objective of the report:

The objective of the report was to gain knowledge from the practical life and to

understand the nature and the importance of the recruitment and selection process and to

identify carious strategy that are implied by the organization.

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1.4 Limitation of the study:

There were some problems while we were preparing this report. We all give our best

effort to make the report reliable and to give a clear idea about the recuiting and selection

process of the company. In spite of our best effort there were some limitation which

created and acted as a barer. As HR is a very confidential part of an organization, there

were many fact that were not disclosed to us. Secondly the information collected from

the secondary data was not up to date. Furthermore, the time that were given to us to

complete the study was not sufficient to make the report as it was a very large company

and it was very difficult to understand each aspect within a very short period of time.

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RESEARCH METHODOLOGY

2.1 Methodology of the study:

The study was mainly exploratory one and survey method used to collect information

from primary sources. We talked with some of the employees and also talked with the

manager in Human recourse to conduct data analysis. The primary data was collected

from face to face interview and the secondary data was collected from the internet and

the annual report of the company.

2.2 Sources of data collection:

Data was collected from two sources, primary and secondary. By conducting informal

interview with the employee primary data was collected. For secondary data we searched

internet for information. Annual report of the company, and going through various

websites.

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Human Resource Department

The main report is known as the recruitment and the selection process of PRAN RFL.

Recruitment and selection process is a part of Human resource department in PRAN

RFL. In order to make HRM more strategic the organization has divided the HR

department in four sections. In this report we will discuss only about the Recruitment

section of the PRAN RFL group.

3.1 Objectives of HR department:

An organization success depends on its human recourse. PRAN RFL is looking for top

caliber people who want the flexibility and the resource to grow in their career. Every

human resource department has some objectives. The main objectives of HR department

are to maintain and develop recruiting process and procedure so that they can cope up

with the standards of recruiting. Besides that conformation of the policy and the

procedure is also the part of HR. HR department of the company helps to select who to

place and whom not to. This decision is very mush important as it is related with the

development of the company. In one word the main objective is to develop every aspects

of Human Resource. The objectives also includes: Career planning, hiring and firing,

induction attendance and leave, general services and safety security, welfare activities for

the employees.

3.2 Departments in HR:

In order to make HRM department of PRAN RFL more strategic they have organized the

HR department is a very structured way. The chief HRM is the main and the sub

departments are recruitment section, personnel section, training section. These are the

main categorized departments that are coordinated by the chief HRM of PRAN RFL.

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RECRUITMENT AND SELECTION PROCESS

If someone is that kind of person who has always stood out, PRAN RFL group offer a place

to the person where one can contribute to excel. PRAN RFL has thousands of diverse people

from different cultures and backgrounds working in a variety of different jobs in different

fields. Though merit is the sole criteria for the selection, attitude is given as much as weight

age as functional competencies. All positions involves a written test, and medical fitness is

pre requisite for all the position that the company offers. PRAN RFL follows equal

opportunity employer and do not discriminate on the basis on race, community.

4.1 Recruitment Process:

PRAN has their own in house recruitment team and thus carries the whole recruitment

and selection process by their own. If the employee is able to full fill all the criteria and

pass the evaluation they are short listed. Job description and job specification provide the

needed information upon which the recruitment starts.

The function of the recruitment sections are: need assessment, defining the position

description, checking the recruitment option, written test, employment decisions, offer

later and finally orientation.

4.2 Source of Recruitment:

There are two most important sources that have been followed by The PRAN RFL

Group. These are:

- Internal sources.

- External Sources.

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Internal Source:

There could be a person competent for the required job working within the organization. If

there is, the existing manpower is then shuffled to place the selected person in the new post.

If there is no such person inside the company, then the management goes for the second step.

Job-posting programs:

HR departments become involved when internal job openings are publicized to employees

through job positioning programs, which informs employees about opening and required

qualifications and invite qualify employees to apply. The notices usually are posted on

company bulletin boards or are placed in the company newspaper. Qualification and other

facts typically are drawn from the job analysis information. The purpose of job posting is to

encourage employees to seek promotion and transfers the help the HR department fill internal

opening and meet employee’s personal objectives. Not all jobs openings are posted .Besides

entry level positions, senior management and top stuff positions may be filled by merit or

with external recruiting. Job posting is most common for lower level clerical, technical and

supervisory positions.

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External Source:

Considering above option, the company goes for external recruiting if needed. Those who

best meet the skills, qualifications, experience and competencies required for the position

should fill vacancies. Therefore, if there is no candidate within PRAN-RFL, who is suitable

for the role, external advertisement should be placed to attract the potential candidates

followed by the selection procedures

- Advertisement

- Employee referrals

- Employment Agency

- Walk-ins and Write-ins

Advertisement:

The Company gives advertisement in national dailies to attract the talents from the market.

PRAN- RFL puts two types of advertisements in the newspapers. It sometimes keeps the

identity concealed in the ads. The purpose of the concealed identity is to avoid the unwanted

pressure from the stakeholders for the employment of their desired candidates. But this way

the company may lose the talents out there in the market who would have applied for the

same post had they known the name of the organization. This is why the company kept the

identity open in their recent job advertisement when the quality of the candidate was a very

important factor to consider. The company attempts to attract the best potentials among all

the others.

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Employee referrals:

Employee referral means using personal contracts to locate job opportunities. It is a

recommendation from a current employee regarding a job applicant. The logic behind

employee referral is that “it takes one to know one”. Employees working in the PRAN-RFL,

in this case, are encouraged to recommend the names of their friends working in other

organization for a possible vacancy in the near future.

Employment Agency:

An agency finds and prescreens applicants, referring those who seem qualified to the

organization for further assessment and final selection. PRAN- RFL also takes help from

such employment agency. They post their job vacancies on job portal like: BD jobs, and other

job posting websites.

Walk-ins and Write-ins:

Walk-ins are some seekers who arrived at the HR department of BPL in search of a job;

Write-ins are those who send a written enquire .both groups normally are ask to complete and

application blank to determine their interest and abilities. Usable application is kept in an

active file until a suitable opening occurs or until an application is too old to be considered

valid, usually six months.

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4.3 Selection Process:

Selection is the process of gathering information for the purpose of evaluating and deciding

who should be employed in particular jobs.

- Screening and Short-listing Applications

- Written Test.

- Reference Check.

- Employment Decision.

- Offering the Role.

Screening and Short-listing Applications:

The responses to the advertisements are sorted and screened. Different weights are assigned

to the selection criteria mentioned in the man specification depending on their relative

importance. Based on the presence of these factors to the desired extent (experience,

educational degree, computer literacy, etc) the cumulative weights for all the applicants are

counted and the short list of a sizable number of the top most candidates is generated.

However, the HR officials also study the CVs with the respective line manager to check

whether any valuable deciding parameter is missed that are mentioned in the CVs. Then the

candidates selected in the short list are called for the written test.

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Written Test:

Written test is a regular part of the normal recruitment process. . It is conducted as and when

required. Previously no written test was taken for the management employee; the applicants

had to go directly through the interview process.

Reference Check:

Reference checks allow obtaining information and opinions regarding the person’s character,

quality of the work and suitability for the position. It is an opportunity to validate the

information received from the candidate via their resume and the interview. ). Unless the

candidate is a graduate or school leaver with no prior work experience, only contact work

related referees should be contacted. At least two reference checks should be done, however

the more the better. There is a sample reference-checking guide that is more or less followed.

It is important to prepare a reference check guide that asks the referee about the key skills,

competencies and experience required for the position.

Employment Decisions:

If the candidate has no problem with the stated terms and conditions of the job and the

organization mentioned and discussed in the final interview, she/he is offered an application

blank. The application blank is a standard format of employee-information that includes all

the information the organization needs regarding the personnel. The candidate has to fill this

blank and submit this to the company along with a CV.

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Offering the Role:

Once the above activities are done, the candidate is given an offer letter specifying the salary

package, job responsibilities, utilities that will be provided by the organization. Even at this

stage the selected candidate has the chance to withdraw her/himself from the job offer. S/he is

always free to discuss whatever difficulty may arise regarding pay structure/ facilities, etc.

the door of HR is kept open for any sort of relevant discussion.

4.4 Verbal Offer:

The verbal offer of the role to the candidate is given once the employment decisions and

Reference checks have been successfully completed. The discussion covers the following:

- Tell the candidate that company would like to offer them the role.

- Congratulate them.

- Tell them the remuneration package that is being offered, including superannuating.

- Ask them if they are happy with it.

- Ask them if they verbally accept the position.

- Tell them that company will be sending them a written letter of offer and introductory

package.

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4.5 Written later offer:

A written letter of offer forwarded to the candidate. Once the candidate has verbally accepted

the position, the appropriate letter of offer is organized. This letter sends to the candidate

within two or three days of making the verbal offer. An introductory package also sent to the

successful candidate, along with the letter of offer. At least one week before the person

commencing in their new position, an appointment notice will be placed on notice boards

and/or the internet.

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Problems in recruitment and selection

Not using structured questionnaires in interviews:

A structured questionnaire and that is common for all are simpler to interpret. In unstructured

interviews, the questions pop into an interviewer’s head almost instantly, from the various

responses from the interviewee. Different questions to different candidates usually produce

answers that are difficult to compare, analyze and finally interpret. In a structured

questionnaire, the enlisted questions are sequenced in a coherent manner so that it has a

natural flow to it. The interviewers in this case, can simulate the answers firsthand (before

interviewing) and benchmark the expected answers. It helps interviewers to have a firm

understanding in evaluating candidate’s replies based on the benchmarks, as a result, the

procedure of using structured questionnaire often produces better results. Here at Pran, the

interviewers ask different questions, to different candidates relying on their experience and

skills. Note that, A lot of the questions asked by these interviewers can rely on the

reactions/replies from candidates, which implies that interviewers find questions that are

related to the candidate’s responses.

No score card/specific grading policies:

After the interviewers are over, the Chairman consults with the administration/interviewers

about the potential of different candidate, by assessing the candidates based on his experience

with the interviewee, he gives the final decision. In this age of modern human resources

practices, candidates are usually graded on a common grading system so that the results show

a clearer view about the candidate’s prospect. It is possible because when structured

questionnaire is used along with score card, the different results by different candidates are

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more unbiased because all of them tried the same questions and graded on the same criterion.

If this is not the case, it gets more difficult to properly rate candidates.

Interviewers are not trained in assessing candidate’s potential:

Staff from human resources management, from the department related to the job and special

representatives of the C-Suite usually conducts the interviews. The assumption here is that, as

the interviewers are from human resources management department, their academic and work

experience will suffice for interviewing the candidate, and as there are also staff from the

department related to the job that is interviewed, those people also have necessary job

experiences to interview the candidate. Interview is often overlooked as a simple job, its not.

In modern business environment, it’s crucial that interviewers attract quality workforce and

do their best to the pick the rightest ones for the rightest position. It requires extensive

experiential and practical knowledge and is not a general management skill. While PRAN has

considerable training options for many roles which includes from sales training to English

language training, lack of training the interviewers can have significant impact in acquiring

the best talents.

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Recommendation:

At the conclusion of the report I would like to say that the PRAN-RFL has practiced the

standard human resource management. Here I have some recommendations that identify

avenues for improving the recruitment and selection policies of PRAN-RFL:

- To increase the satisfactory level of current interviewing process they can choose

group interview method to cope up the problem. Sometimes recruitment section has to

take interview of a large pool of candidates group interview method can be great

solution to this problem.

- From a survey we have seen that the organization prefer experienced people in the

selection process. Sometimes they give advantage for the candidates who have

experience even if the positions are not advertised for experience people. This will

discourage new potential graduates apply for the organization in future. The

organization should give more opportunities for fresh graduates.

- Sometimes the organization provides advantages to the referred candidates. This is

also a bad practice for organization reputation. Sometimes a highly qualified

candidate cannot get the job because of less qualified referred candidates.

- Use Score cards to get a clearer view of the candidate and to evaluate them.

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Conclusion

PRAN- RFL is one of the best manufacturing companies which have seen success since its

establishment .It has been possible only because of its skilled management, well trained,

dedicated employees and excellent quality products. It has earned very impressive operating

income over the previous years .The company tries to hold a good corporate governance by

maintaining discipline and sincerity all over the organization through its skilled and

dedicated employees.

PRAN- RFL group of industries are now one of the most successful industry in our country.

They are trying to increase their business line and their own brand. From this report we will

be able to know about the recruitment section of PRAN-RFL group of industries. After doing

this report we would like to conclude by saying that it had been a great experience for us.

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Reference:

- Dessler Gray (2011-12), “Human Resource Management” (10th edition), Pearson,

Prentice Hall.

- http://www.pranfoods.net/

- http://www.buinessdictionary.com/definition/recruitment.html,accesed March2014

- Business Dictionary. “Selection” Business Dictionary website.

- Industrial Psychology, Recruitment and Selection, Image of Selection Procedure.

- Gusdorf, L M 2008, Staffing Management: Instructor’s Manual, Recruitment and

Selection: Hiring the Right Person- A two-part learning module for undergraduate

students, viewed on 01 January 2014,

http://www.shrm.org/education/hreducation/documents/recruitment%20and%20select

ion%20im.pdf