Recruitment and Selection Procedure of ExIm Bank Ltd

8/10/2019 Recruitment and Selection Procedure of ExIm Bank Ltd

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Recruitment and Selection Procedure

of

ExIm Bank Limited

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"&APER '(

INR!)*"I!N



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Introduction(

Managing the function of each department efficiently and flexible

payment procedure is enough for a bank to achieve success. A prudent bank management

should always try to make an appropriate balance between the payments and receive .The

payment and receive flexibility with in short time gives the customer ultimate

satisfaction, which attracts the more clients in the bank. The transaction will be

automatically high and increase the commission and profit of the bank. As a pioneer

Export Import ank of angladesh !imited "E#IM$ is able to do so to earn the trust of

general people. %&I has the glory of being oldest bank owned by the general people of

angladesh and it servers the nation for last '( years with largest line of diversified

banking services in different sectors. &o far, E#IM ank is performing well and listed in

the )A* category for long time.

'.' !ri%in of t+e re,ort(

This report titled -Recruitment and Selection Procedure of Ex,ort Im,ort Bank of

Ban%lade$+ Limited is a curriculum re+uirement for Master of usiness Administration

"MA$ egree of &tamford -niversity, angladesh under the supervision of Assistant

rofessor, epartment of usiness Administration$ organi/ed at Export Import ank of

angladesh !imited, Moti0heel ranch, haka. &o this report is the outcome of my three

months practical knowledge at Export Import ank of angladesh !imited

'./ Back%round of t+e $tudy(

anking sector is a very curtail part of a country. It plays a very much important role in

the economy and always tries to make a sign on the economy. This institution is

responsible for the financial stability of a country. ue to globali/ation of the market, all

the industries have to face the competition. The foreign banks come in to the local market

and the local banks have to fight most to gain the market share. And the present

developing economy of angladesh demands immediate development of financial

institutions which can make a good step to build up a strong economic infrastructure. In

this view the banks have to drive their operation in such way which can make a

contribution on the economy. And make a contribution into the economy1 banks needefficient personnel with modern banking knowledge. This report has been prepared in the



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light of this view to gather practical knowledge and prepared under the guidance and

supervision of the core teacher.

'.0 !b1ecti2e$ of t+e $tudy(

'.0.' Broad !b1ecti2e$(

To make familiar with the terms what I have studied during A course.

To know about the banking sector in angladesh.

To get an overall idea about the management terms and operation strategy and

the limitation of a bank by going though the Export Import ank of

angladesh !imited

'.0./ S,ecific !b1ecti2e$(

To know the management policy of a bank.

To know the ob0ectives and planning of a bank.

To be familiar with the banking sector.

To gather comprehensive practical knowledge on the total banking function.

2ritically analy/e the functions and the operation of each level of the Export

Import ank of angladesh !imited

To fulfill the partial re+uirement of A degree.

'.3 Sco,e of t+e $tudy(

This report is the outcome of my practical knowledge during the period of three months

internship at Export Import ank of angladesh !imited, 3ead office. The study covered

in banking areas are4

5ecruitment 6 selection rocedure "Interview, ackground 2hecking$

romotion olicy

7orking 3ours, !eave %acilities,

5emuneration 6 enefits

Training 6 evelopment



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'.4 Met+odolo%y(

This report is based on the primary and secondary data. This report also bears the

practical knowledge of individual worked at the particular branch during the internee

period. &o the methodology is the mixing of primary and secondary data with practical

knowledge.

'.5 Source$ of Information(

In order to make the report more meaningful, two sources of data have been collected.

'.5.' Primary )ata Source(

ata are collected through face to face interview 6 +uestionnaire

Informal conversation with the clients

ractical work experience from different department of the bank.

5elevant files and documents as provided by the concerned officers.

'.5./ Secondary )ata Source(

Annual 5eport of the bank.

ank Training 6 5esearch Academy

8arious books, articles and manuals etc

ifferent web sites.

'.6 Limitation$(

ime "on$traint$(

As internship period is only for three months, so it is a limited time to

learn a more and prepare a report to submit.

Inade7uate of Information(

The relative information not so sufficient to get ready for an extra ordinary

report.



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CHAPTER 02:

PROFILE OF

EXPORT IMPORT

BANK OF

BANGLADESH

LIMITED



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/.'9 &i$torical Back%round of E:IM BAN;(

E#IM ank angladesh !imited was established on the 9 rdAugust (:::, under the rules

and regulations of angladesh ank and the ank 2ompanies Act;'


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Authori/ed 2apital 4 T=. 9@:: million.

aid up 2apital 4 T=. '?'9.?@ million.

irectors 4 '(

>umber of ranches 4 @i$ion(

Export Import ank !td. as the name implies, is not anew type of bank in some countries

on the global, but is the first of its kind in angladesh. It believes in togetherness with its

customer, in its march on the road to growth and progress with services.

To achieve the desired goal, it has intention to pursuit of excellence at all stages with a

climate of continuous improvement. ecause it believes, the line of excellence is never

ending. It also believes that its strategic plans and business networking will strengthen its

competitive edge over in rapidly changing competitive environment. Its personali/ed

+uality services to the customers with the trend of constant improvement might be

cornerstone to achieve it operational success.

/.?9 Princi,le$ of E:IM Bank(

a. To be one E#IM ank by holding and guiding the following values.

b. To have strong customer focus and build relationship based on integrity and

superior service and mutual benefit.c. To strive for private and sound growth.

d. To work as a team to serve the best interest of the organi/ation.

e. To work for continuous business innovation and improvements.

f. To value and respect people and make decision based on merit.

%. To provide recognition and communication.

/.@9 Mode of t+e Bank(

The word E#IM ank implies the meaning of its operations. Though it is a new type of

bank in angladesh, it is familiar with so many counties in the world such as Export

Import ank of the -nited &tates, Export Import ank of Dapan.

Though it is a local bank, it has spread of its operation in the whole world through foreign

banking. Its motto is to provide +uality service to the customers all over the world. &ooth


Local Bank GlobalNetwork


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mode of the bank )!ocal ank Jlobal >etwork* completely ad0ustable with its

operations.

/.'9 8unction$ of t+e E:IM Bank Ltd.(

The main task of the E#IM ank is to accept deposited from various customers

through various accounts.

rovides loans on easy terms and condition.

It creates deposit.

The ank invest it fund in to profitable sector.

It transfers money by emand raft "$, ay Crder "C$, Cn;line and

Telegraphic Transfer etc.

The ank is doing the transaction of bill exchange, che+ue etc. on behalf of the

clients.

E#IM ank assists in the foreign exchange by issuing letter of credit.

It brings the increasing power of the dimension of transaction.

Above all, E#IM ank helps the businessmen financially by giving discount

facility for bill of exchange and by providing the facility of letter of Juarantee.

/.''9 "on2er$ion into I$lamic Bank(

After the confirmation of honorable 3igh 2ourt ivision of angladesh &upreme 2ourt,

the E#IM bank had been converted into a full;fledged Islami ank based on &hariah from

traditional interest based banking and the bank started Islami anking function from ' st

Duly (::@ with the approval of angladesh ank. efore conversion into Islami ank, the

authority of the E#IM ank puts option to all of bank valued customers through news

media in addition to personal contract with them to accept with decision taken by

authority. And great pleasure for the bank that every body gladly accepted the conversion

with appreciation.

/.'/9 Social "ommitment of E:IM Bank Ltd.(

The purpose of E#IM ank is, obviously is, to earn profit, but the promoters and the

e+uity holders are aware of their commitment to the society to which they belong. A large



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portion of the profit is kept aside andor spent for socio;economic development through

trustee and in patroni/ation of art, culture and sports of the country. The authority wants

to make a substantive contribution to the society where they operate, to the extent of their

separable resources.

/.'09 Attainment of E:IM Bank(

It is a great pleasure for E#IM ank that by the grace of Almighty Allah, it has migrated

at a time all the branches from its conventional banking operation into &hariah based

Islami banking operation without any trouble. The officers and executives of E#IM bank

motivated the valued customers by counseling and persuasion in light with the spirit of

Islam especially for the >on;Muslim customers. E#IM ankGs IT division has done the

excellent 0ob of converting and fitting the conventional business processes into the

processes based on &hariah. It has been made possible by following a systematic

procedure of migration under the leadership of honorable Managing irector of E#IM

bank.

/.'39 Performance of E:IM Bank Limited(

The year (::< was remarkable year simultaneously for development and achievements ofcontinuous growth rate in all the areas of banking operations. The bank has successfully

been marching ahead with its prime business ob0ective by earning profit after tax of T=

':B9.(< million than that of the previous year. It has successfully mobili/ed T= (9'


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/.'49 &ierarc+y of Po$ition Structure of E:IM Bank(


Chairman Advisor Board of DirectorChairman Advisor Board of Director

Managing)irector

)eputyManaging)irector

SeniorExecutive>icePresident

Senior>icePresident

>icePresident

Senior Assistant >icePresident

Assistant >icePresident

SeniorPrincipal!fficer

Principal!fficer

ExecutiveOfficer

Officer

Management rainee officer

Assistant !fficer

unior!fficer


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Alamgir =abir, %2A %ormer Advisor

!ate &hah0ahan =abir %ounder 2hairman

Md. >a/rul Islam Ma/umder 2hairmanMr. Md. %ai/ -llah irector

Mrs. >asima Akhter irector

Mr. A.=.M. >urul %a/al irector

Mr. Kubayer =abir irector

Mr. Md. 3abibullah irector

Mr. Md. Abdul Mannan irector

Al;ha0 Md. >urul Amin irector

Mr. Abdullah Al;Kahir &awpan irector

Mr. Mohammed &hahidullah irector

Mr. Mahbubur 5ashid irector

=a/i Masihur 5ahman Managing irector

(.'B

(.'? Name of S,on$or$(

Mr. Md. >a/rul Islam &wapan &ponsors

Mr. Mohammad Abdullah &ponsorsMr. Md. Altaf 3ossain &ponsors

Mrs. >asreen Islam &ponsors

Mr. Md. Ma/akat 3arun &ponsors

Mr. Abdullah Al;Mamun &ponsors

Mr. Md. %ahim Kaman athan &ponsors

Mrs. Asma egum &ponsors

Engr. Aminur 5ahman =han &ponsors

Mrs. 5i/wana =. 5i/a &ponsors

Mr. Md. >ur 3ussain &ponsors

Mrs. 3asina Akhter &ponsors

Mr. Md. &haiful Alam &ponsors



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Mrs. 3amida 5ahman &ponsors

Meer Doynal Abedin &ponsors

Mrs. >ahida Akter &ponsors

Mr. Md. >urul Amin &ponsors

Mrs. 5ubina &hahid &ponsors

Mrs. Mamta0 egum &ponsorsMrs. &abira &ultana &ponsors

Mrs. Mahmuda egum &ponsors

Mrs. 5abeya =hatoon &ponsors

Mr. An0an =umar &aha &ponsors

/.'? !r%ani=ational $tructure of E:IM Bank(

Organizational structure:&ead office

!r%ani=ational $tructure( ;a#ran Ba=ar Road Branc+


&ead !ffice

General

Ser2ice

di2i$ion

La# C

Reco2ery

)i2i$ion

International

Bankin%

)i2i$ion

"redit

)i2i$ion

E$tabli$+ment

and Bu$ine$$

di2i$ion

Ex,ort credit

)i2i$ion

General "redit

)i2i$ion

Im,ort "redit

)i2i$ion

8inancial

Admini$tration

)i2i$ion

Information

ec+nolo%y in

"+ar%e

"redit in

"+ar%e

8orei%n

Exc+an%e

in "+ar%e

"a$+ in

"+ar%e

General

Bankin% in

"+ar%e

Remittance)e,o$it C

Account

Im,ort Ex,ort

rainee A$$i$tant

!fficer

&ead !ffice


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/.'@ Branc+ Information(

ranch InformationDWe +a2e 4@ Branc+e$ in Ban%lade$+

/./9 Branc+ Net#ork of E:IM Bank Limited(

The number branches of E#IM ank are as stand now @


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B >awabpur ranch '' ahartoli ranch

? >aranyangon0 ranch '( ahaddarhat ranch

&himrail ranch '9 &hitakunda ranch

< 5a0uk Avenue ranch ' %eni ranch

': >ew Eskaton ranch '@ Thakur a/ar =rishi &me ranch

'' -ttara ranch &ylhet ivision'( Mirpur ranch ' &ylhet ranch

'9 Elephant 5oad ranch ( %enchugon0 ranch

' Mawna ranch 9 Moulvi a/ar ranch

'@ Malibagh ranch Jolapgon0 ranch

'B Ashulia ranch @ eani a/ar ranch

'? Ashugon0 ranch B >obigon0 ranch

' &at Mos0id 5oad ranch ? iswanath ranch

'< ashundhara 5oad ranch Joalaba/ar ranch

(: &avar ranch =hulna ivision

(' =arwan a/ar ranch ' Dessore ranch(( 3ead office 2orporate ranch ( =ushtia ranch

(9 >aria ranch 9 =hulna ranch

( altan ranch 5a0shahi ivision

(@ oard a/ar ranch ' ogra ranch

(B %aridpur ranch ( 5a0shahi ranch

(? anchaboti ranch 5angpur ivision

( =eranigon0 ranch ' 5angpur ranch

2hittagong ivision ( ina0pur ranch

' Agrabad ranch

( =hatungon0 ranch

9 Dubleeroad ranch

able '( Number of Branc+e$.

Lears (::B (::? (:: (::< (:':

>umber of ranches (: 9: : @ @ot to waste time useless interviews

To maintain a high morale 6 better human relations inside the organi/ational

peace

To maintain organi/ational peace

To attract competent people and retain them in the organi/ation

To recogni/e and satisfy individual needs.

0.0 Ba$ic Princi,le$ of &RM(

Treat people with respect and dignity 1

Treat people as adults 1

eal with people as complete individuals 1

Treat all employees with 0ustice 1

provide people with opportunities for growth and development 1

Make people feel that they are most valuable asset for the organi/ation 1

5ewards should be earned, not given 1

>ot to underestimate the potentials of people 1

rovide people with all relevant information.

0.3 A,,roac+ of &RM(

&trategic approach

eople are the strategic asset of an organi/ation. eople have core competency, the

basis of competitive advantage.



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3uman resource approach

eople are human beings with a lot of potentials and intellectual abilities.

2ommodity approach

eople are commodity. They are viewed as a cog of a machine.

roactive Approach

Anticipate challenge of problem before they arise. reventive is better than curative.

0.4 P+ilo$o,+y of &RM(

"'$ !abor is viewed as a technical factor of production. They are treated as a

commodity and they can be bought and sold. They are hired and fired at will.

It is consistent with theory #.

"($ !abor is viewed as human factor with a lot of positive potentials, so they must

be treated with respect and dignity. This is consistent with theory L of

McJregor.

0.5 Standard !r%an%ram of &R de,artment in a lar%e or%ani=ation(

In organi/ation large to enough to have a 35 or personal department, the personnel

director irector and his or her staff will play a key role in the designing and

monitoring of human resources system. !arger organi/ations are more likely to help

design and implement 35 system. A full; time &pecialist tends to emerge whenorgani/ations have about one hundred employees. A standard of &tructure of 35

department in a large company of several thousand is shown below4


8ice resident

35

A8irectorTraining 6evelopment

A8irector2ompensation 6enefits

A8irector5ecruitment 6Employment

A8irectorEmployeerelations

A8irector!aborrelations


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%igure 9.' &tructure of 35 departments in a large organi/ation

0.6 Re$,on$ibilitie$ of &R )e,artment in Ex,ort Im,ort Bank of

Ban%lade$+ Limited (

osition 5esponsibilities

8, 35 Executive 2ommittee, Crgani/ation lanning, 35 lanning

policy, Crgani/ation development

A8, 5ecruitment 6Employment

5ecruiting, Interviewing, testing, lacement 6 Termination

A8, 2ompensation 6

benefits

Dob analysis and evaluation, surveys, performance appraisal,

2ompensation administration, onus, rofit &haring lans,

Employee benefits.

A8, Training 6

development

Crientation, Training, Management development, 2areer

planning 6 evelopment.

A8, Employee relations EEC relations, 2ontract 2ompliance, &taff Assistance

rograms, Employee 2ounseling.

0.? "once,t of &R Plannin% C 8oreca$tin%(

35 planning is the first step in the recruiting and selection process. 3uman 5esource

planning is the process of assessing the organi/ationGs human resource needs in light of

organi/ational goals and making plans to ensure that a competent stable workforce is

employed ;;;7endell %rench.



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ersonal planning is the process of deciding what positions the firm will have to fill, and

how to fill them.GNJary essler.

In the words of coleman bruce "'


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The next stage is the analysis of internal inventory of 35 capabilities. Assessment of

internal strengths and weakness as a part of 35 planning re+uires the current 0ob and

employees capabilities are audited and organi/ational capabilities are inventoried.

D3 Predictin% C foreca$tin% &R demand and $u,,ly(

The information gathered from external environmental &canning and assessment of

internal strengths and weaknesses is used to predict of forecast 35 supply and

demand in light of organi/ational ob0ectives and strategies.

"@$ o locate t+e re7uired &R(

Cnce the demand for 35 has been forecasted, then their availability must be identified.

The forth stage of 35 planning is to locate the sources from where personnel re+uired

will be available. The source may be internal and external.

D5 Allocation of &R

The final stage o 35 is concerned with allocation o human resources within an

organi/ation over time.

0.' &R Plannin% C t+e Strate%ic Plannin% Proce$$(

35 planning should be an integral part of a firmGs strategic and 35 planning process. The

effective 35 planning and strategic planning process is shown below4

%ig. 9.(4 35 lanning rocess


emand for labor

2ompare demand

for 6 supply of

3O5

&upply of35

Assess 2urrent35

35M& Dobanalysis

Establish 2orp.Joals 6

ob0ectives

efine

organi/ationmission

emand Exceeds

&upply exceeds

5ecruitment

5ecruitment


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0.'' 8oreca$tin% &R Need$(

7hen a firm makes a plan for employment re+uirements, the firm usually needs to

forecast personal needs, the supply of inside 6 outside candidates. ifferent techni+ues

like, trend analysis, ratio analysis, scatter plot can be used to estimate staffing needs.

Trend analysis

Trend analysis means studying variation in the firmGs employment levels over last five

years.

The scatter plot

A scatter plot shows graphically how two variables1 business activity and firmGs staffing

levels are related. %or example, a newly established bank, which has (: branches, expects

to expend to @ branches over the next five years. The 35 director wants to forecast the

re+uirement of manpower. The director can analy/e the relationship between si/e of

another @ well;reputed banks "in terms of number o branches$ and their existing

manpower.

>ame of anks &i/e "number of r.$ Existing manpower

Ex,ort Im,ort Bank ofBan%lade$+ Limited

@ '('@

rime ank ' ':(

>22 bank ' ':::

Exim bank @ '(::

&tandard ank (( ote4 The data have been collected from their annual report for the year of (::


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5atio Analysis

A forecasting techni+ue for determining future staff needs by using ratio between, for

example, number of customers and employee needed.

0.'/ 8oreca$tin% t+e Internal &R Su,,ly(

Cnce the demand for labor is predicted, it is necessary to forecast the supply of labor that

the organi/ation will already have available to meet the demand. The internal supply of

labor is constantly changing as new people enter and others resin, retire or are discharged.

to predict the future supply the organi/ation needs to maintain Management Inventory

3uman 5esource Information &ystem"35I&$.

0.'0 8oreca$tin% t+e External &R $u,,ly(

The firms canGt always get all the employees they need from their current staff and some

time they 0ust donGt want to. &o, forecasting the availability of outside supply is extremely

important in human resource planning. ecause of the need for continuous and ade+uate

staffing, every enterprise depends on the +uality and +uantity of human resources external

to it.

0.'3 Practice$ in t+e Bank(

The bank follows most of steps of 35 planning i.e. integrate 35 planning with corporate

planning, assessment of internal 35 capabilities and so on. Although they do not follow

scatter plot and trend analysis, but they follow ratio analysis for forecasting future 35

needs.



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"+a,ter 3(

Recruitment and Selection Procedure

of Ex,ort Im,ort Bank of Ban%lade$+

Limited



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3.' Introduction(

3uman 5esource management involves all management decisions and practices that

directly affect or influence the person or human resources who work for the organi/ation.

In recent years increased attention has been devoted to how organi/ations manage human

resources. This increased attention comes from the reali/ation that an organi/ationGs

employees enable organi/ation to achieve its goal and management of this human

resource is critical to an organi/ationGs success. The presence of human being is no new

invention but identifying them as a resource in a more formal way has been made in the

recent days. The history of 35M can be characteri/ed as moving through four phases as

craft system, scientific management system, the human resource relationship approach

and the current organi/ational science such as human resource approach.

The company considers human resource as an integral part of corporate management for

higher productivity. 2ompany follows a dedicated policy for recruitment, training and

development, motivating, organi/ing and retaining and maintaining the existing human

resources on the basis of +uality education, training and operating experiences.

An organi/ation is nothing without human resource. 3uman resource department is

concerned with the )people* dimension in management. &ince every organi/ation is made

up of people, ac+uiring their services, developing their skills, motivating them to high

levels of performance, are essential to achieving organi/ational ob0ectives and ensuring

that they continue to maintain commitment to the organi/ation.

3./ &i$torical Back%round(



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The need for efficient 3uman 5esources was appreciated by Export Import ank of

angladesh !imited Management long back in '


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3.3 )efinition of Recruitment(

The +uality of an organi/ationGs human resources depends on the +uality of its recruits.

5ecruit is the process of finding and attracting capable applicants for employment. The

process begins when new recruits are sought and ends when their applicants are

submitted. The result is a pool of applicants from which new employees are selected.

Managers become involved because they want the best people they can get, and they

often know about places where appropriate applicants can be found.

The 35 plan can be especially helpful because it shows the recruiter both present opening

and those expected in the future.

3.4 )efinition of Selection(

Although most employees do not use such an elaborate screening device, all employees

put applicants through a selection process. The selection process is a series of specific

steps used to decide which recruits should be hired. The process begins when recruits

apply for employment and ends with the hiring decision.


&pecific

re+uests of

managers

Alternative

action

plans

3uman

resource

planning

DC

CE>I>J

IE>TI%

IE

Dob

analysis

information

ManagerGs

comments

DC

5-I5ME>T

MET3C&

C%

5E-I5ME>

T

&ATI&%A2TC5

L CC! C%

5E25-IT&


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5ecruiting 6 selection are combined and called the employment function in many 35

departments. In a large 35 department, the employment function is the responsibility of

the employment manager. In a smaller department, the 35 manager handles these duties.

Employment is often the primary reason for the departmentGs existence, since the

selection process is central to the 35 function.

3.5 Ste,$ of Selection(

Ste,9 ' ( Preliminary Rece,tion9

A preliminary reception interview may be granted as a courtesy, and then the applicant

appears in person. This )courtesy interview*, as it is often called, is a matter of good

public relation. It also helps the department screen out obvious misfits and get

information on these )drop;in* applicants.

Ste,9 / (Em,loyment e$t$9

Employment tests are devices that assess the match between the applicants and 0ob

re+uirements. &ome are paper;and;pencil tests1 others are exercises that simulate workconditions. Tests are used more fre+uently for candidates for 0obs that are paid by the our


3iring decision

5ealistic 0ob previews

&u ervisor interview

Medical evaluation

5eferences and background checks

&election interview

Employment tests

reliminary reception of applications


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than for management openings because hourly 0obs usually have a limited number of

skills that are more easily tested.

Ste,9 0 ( Selection Inter2ie#9

The selection interview is a formal, in;depth conversation conducted to evaluate an

applicantGs acceptability. The interviewer seeks to answer three broad +uestion4

2an the applicant do the 0obR

7ill the applicant do the 0obR

3ow does the applicant compare with others who are being considered for the 0obR

&election interview are the most widely used selection techni+ue. Their popularity stems

from their flexibility.

Ste,9 3 ( Reference$ and Back%round9

2redential distortion by applicants suggests that reference and background checks are

important, especially when customers coworkers may be harmed by poor performance or

illegal behavior. 5esearch suggests that credential distortion occurs fre+uently.

Ste,9 4 ( Medical E2aluation9

The selection process may include a medical evaluation of the applicant before the hiring

decision is made. The medical evaluation may4

Entire the employer to lower health or life insurance rates for company;paid insurance.

e re+uired by state or local health officials, particularly in food;handling operations

where communicable diseases are a danger.

e useful to evaluate whether the applicant can handle the physical or mental stress of a

0ob

Ste,9 5 ( Su,er2i$ory Inter2ie#9

The ultimate responsibility for a newly hired workerGs success falls to the workers

immediate supervisor. The supervisor is often able to evaluate the applicantGs technical

abilities. 7hen supervisors make the financial decision, the employment function



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provides a supervisor with the best prescreened applicants available. %rom those two or

three applicants, the supervisor decides whom to hire.

Ste,96 ( Reali$tic ob9

5ealistic 0ob previews supplement the supervisory interview. A realistic 0ob preview

"5D$ shows the employee the 0ob and setting before the hiring decision is made. Cften

this involves showing the candidate the type of work, e+uipment, working conditions

involved. In some case an 5D is provided as part of the recruiting process to weed out

inappropriate candidates. >ot all companies use 5Ds.

Ste,9?( &irin% )eci$ion9

The 35 department makes the final hiring decision. 3iring marks the end of the selection

process, assuming that the candidate accepts the 0ob offer. The hiring process involves

more than 0ust extending an offer. To maintain good public relations, employees should

notify applicants who are not selected.

Recruitment Policy(

3.6 Recruitment(

5ecruitment is the process of discovering attracting potential candidates for filling in

actual or anticipated organi/ational vacancies. It is a linking activity between existing or

anticipated 0ob to be manned and those seeking 0obs.



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3.?. General 8lo# "+art of Selection Procedure(

Advertisementsubmission of 28s at 35, 3ead Cffice

&orting out of application

reparation of preliminary list

2alling the selected applicants for the written test

3olding written test

&election of eligible candidates for the Interview "8I8A;8C2E$

2alling the selected candidates for the Interview

2onducting Interview

Investigation of applicant details

reparation of desirable candidatesG list



38/79

%inal approval by the competent authority

hysical fitness for employment

Appointment and placement

3.@ !b1ecti2e$ of Recruitment Policy(

To ensure that the availability of 3uman 5esource with re+uisite skills, expertise

knowledge and abilities is at par with the ankGs demand for the same.

To ensure that the continued operation of the ank goes smoothly with rights

number of 3uman resources of right +uality.

To ensure that the most promising and best +ualified candidates are selected for

filling up organi/ational vacancies.

3.' Ba$i$ of Recruitment(

5ecruitment in all grades will be need based. 7hile ascertaining need for human

resources, the following factors, among others, will be taken in to consideration4

Jrowth in usiness of the ank

ossible expansion of branch network.

Addition of new responsibilities due to change in regulatory framework.

8acancies arising out of promotion retirement dismissal termination

resignation death , etc

&uccession re+uirement

The management of the ank will analy/e the manpower re+uirement of ranches

Cffices at least once a calendar yearNpreferably in Danuary or ecember. Afterassessment of manpower need in line with the organogram of branchesofficers,



39/79

Management will recruit re+uired number of candidates as per recruitment policy. All

appointments will be made in accordance with Export Import ank of angladesh

!imited &ervice 5ules, Export Import ank of angladesh !imited Administrative

powers and as per norms guidelines of angladesh ank.

3.'' General Re7uirement$ for all %rade$(

Must be a citi/en of angladesh.

Must be a physically and mentally fit as declared by ankGs hysician or 2ivil

&urgeon of any district or any physician of any physician of any registered Medical

2ollege -niversity 3ospital . 2andidates other than lateral entries must not be over 9:"thirty$ years of age.

Must submit a declaration of age supported by &.&.2 or e+uivalent school leaving

certificate. >o change subse+uently through affidavit or otherwise will be

admissible.

3.'/ Written e$t(

5ecruitment of robationary Cfficers will made every year through advertisement is

national ailies. 7ritten Test for selection of robationary Cfficers shall be conducted

by IM or IA, -. In case of non availability of service of IM or IA, -,

any other competent organi/ation may be entrusted with the responsibility of

conducting the written test.

(.@ 2JA E+uivalent to ivision 2lasses4

i$ In determining 2JA e+uivalent to ivision 2lasses, the following yardsticks

are to be followed in terms of angladesh -niversity Jrants 2ommissionGs

guidelines 4

a !n 39 ,oint $cale (

'stivision 2lass4 2JA 9.:: or above

(nd

ivision 2lass4 2JA (.(@ or above but less than 9.::



40/79

9rdivision 2lass4 2JA '.B@ or above but less than (.(@

b$ !n 49 ,oint $cale (

'stivision 2lass4 2JA 9.?@ or above

(ndivision 2lass4 2JA (.' or above but less than 9.?@

9rdivision 2lass4 2JA (.:B or above but less than (.'

c$ Examination results which are published as ass "say, M&$, the percentage of

marks obtained shall be taken into consideration for determining ivision 2lasses

or e+uivalent 2JA

(. %or determining e+uivalence of grade of SCG 6 SAG level candidates, the norms

followed by institute of usiness Administration, -%aculty of usiness &tudies,

--J2 will be followed.

3.'0 ualification and ,rocedure for Recruitment(

The following +ualification and procedure shall be strictly followed for recruitment of

any candidate in any grade of the ank4

a$ Cffice Attendant

ualification"s$ Q Minimum &.&.2

Age Q Maximum 9:Lears

rocedure"s$ Q 5eceipt of applications through different sources.

Q &atisfactory performance in interview to be

2onducted by a 2ommittee formed by

The Management

Q &ub0ect to availability of post.

b$ &ecurity &taff


Ex;Army, >avy, Air %orce, olice, Ansar or 5

ersonnel.



41/79

Age Q Maximum :Lears.




The Management

&ub0ect to availability of post.

c$ river


8alid driving licence "professional category$ from 5TA

ersonnel.

Age Q Maximum :Lears.




The Management


d$ Cffice Assistant

ualification"s$ Q Minimum Jraduate

Minimum typingworld processing speed of (: worldsminute and proficiency in

M&;Cffice ackages or necessary skills as applicable for other areas.

Age Q Maximum 9:Lears.




The Management



42/79


e$ Dunior Cfficer "2ash$

ualification"s$ Q Minimum Jraduate with at least ( "two$ (nd

ivisions or e+uivalent 2JA.





The Management


f$ Dunior Cfficer "Jeneral$

ualification"s$ Q Minimum Jraduate with at least ( "two$ (nd




Q Minimum typing word processing speed of :

angla and proficiency in M&;officer ackages, e;

Mail internet use.



The Management




43/79

g$ Cfficer "2ashJeneral$

ualification"s$ Q Masters in any discipline Jraduate with "four$

Lears honors without any 9rdivision2lass or

E+uivalent 2JA in the entire Academic 2areer.




&atisfactory performance in interview to be

2onducted by a 2ommittee formed by the Management.


h$ robationary Cfficer

ualification"s$ Q Jraduate with 3onors or ost Jraduate in any the

%ollowing sub0ects with minimum 9 "three$ 'st

ivision 2lasses or e+uivalent 2JA including 'st

ivision or e+uivalent 2JA either in &&2 or 3&2

7ithout any 9rdivision 2lass or e+uivalent 2JA

In the entire academic career4

i$ usiness Administration ii$ ank Management

iii$ Economics iv$ Accounting v$ Marketing vi$ %inance

vii$ Management viii$ %inance 6 anking ix$ English

x$ Mathematics xi$ &tatistics xii$ 2omputer &cience.

Q AA2MAA2A. &c. Engineer or any other

iscipline as approved by the oard from time to time.


rocedure"s$ Q Advertisements in daily newspapers.



44/79

&tandard 7ritten test.

8iva;voce

%re+uency Q shall be recruited once in every year sub0ect to

5e+uirement of the ank. rior approval of the oard

&hall be obtained in the event recruitment in this

Jrade is re+uired for more than one occasion in a year


i$ !ateral entries to positions from %irst Executive Cfficer 6 above.

re;condition"s$ Q Jenerally, !ateral entry shall be discouraged

3owever, recruitment may be considered where

2ompetent candidates with re+uisite skills are not

Available within the ank.

ualification"s$ Q ualifications, experience, age, etc of candidates will

e determined on case to case basis depending on

The nature of the post and anks re+uirements.

rocedure"s$ Q ersonal contact and negotiation or through

Advertisements in daily newspapers.

&atisfactory performance in interview to be

2onducted by a 2ommittee formed by the Management.


3.'3 Aut+ority for Recruitment(

Approval of recruitment as per S5ecruitment olicyG in all Jrades will be made as per

norms guidelines of angladesh ank.



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Back%round "+eckin%(

3.'4 Back%round "+eckin%(

ack ground 2hecking will mean checking the academic and professional background

and other necessary particulars of employees at the time of their entry in ankGs

service and or during their tenure of service with the ank.

3.'5 !b1ecti2e$ of Back%round "+eckin% Policy(

To ensure that the updated service record of employee are available at any point of

time for perusal of Management

To ensure compliance of directives of regulatory authority oard pertaining to

human resources of the ank.

3.'6 Back%round "+eckin% from C It$ Maintenance(

The following Sackground 2hecking %romG will be maintained 6 completed by

3uman 5esource ivision, 3ead Cffice, haka as a tool for background checking.

Back%round "+eckin% 8rom(

SL

N!

"om,onent$ lease tick

Les >o >A

:' 7hether the employee has put hisher signature and date on

the SAppointment !etterG for acceptance of the terms and

conditions of the same by himherR

:( 7hether the employee has provided document paperevidencing his her permanent citi/enship of angladeshR

:9 7hether the employee has rovided certificate evidencing his

her ageR

: 7hether the employee has provided medical certificate

regarding hisher physical and mental fitnessR

:@ 7hether the employee has provided re+uired photographs R

:B 7hether the employee has provided attested copies of all

certificates relating to his her academic rofessional

+ualification R

:? 7hether the original certificates provided by the employeeapparently seem to be genuine and tally with the attested



46/79

copiesR

: 7hether the employee has provided character certificate from

( "two$ respectable personsR

:< 7hether the employee has provided reference of "two$

respectable persons acceptable to the ankR

': 3as the employee provided S5elease CrderG from his previous

employer "for lateral entrant only$

'' 3as the employee provided attested copy of S&ervice ookG

after verification of the with the original oneR

'( 3as the employee executed the Seclaration of %idelity and

&ecrecyG %romR

'9 3as the employee executed the SAgreement %romGR

' 3as the employee executed the Seclaration of EthicsG in

observance of 2ode of Ethics 2onduct in Export Import ank

of angladesh !imited R

'@ 3as the S&ervice AgreementG executed between the employeeand the ank been obtainedR

"for employees on S2ontract only$

'B 3as the employee executed S&ecurity ondGR

"for .CCJ;II 2ash Cfficer only$

'? 7hether the employee has submitted 0oining reportR

' 3as the employee completed Smembership %romG of Insurance

2ompany for inclusion of self and spouseGs names as SInsured

under the contractR

'< 3as the employee completed S>omination %ormsG for

rovident %und, Jratuity, Jroup Insurance and 7elfare %undR(: 3as the available information of the employee been recorded

in the MI& &oftwareG and 5egistersGR

5easons for >C>A4

UUUUUUUUUUUUUUUUUUUUUUUUUUUUU UUUUUUUUUUUUUUUUUU

Cfficer "Doining 6 Insurance$, 35 Cfficer "35I&$, 35

3.'? >erification of certification(

Management of the ank may, if necessary, verify, the genuineness of any 2ertificate

or all 2ertificates Testimonials submitted by any employee from any education oard

-niversity Institution

In the event of submission of any forget 2ertificate Testimonial by any employee,

Management of the ank shall take administration action including termination



47/79

dismissal removal against the concerned employee, considering the nature of each

case.

3.'@ >erification of ,a$t $er2ice Record$F Etc of Lateral Entrant$(

Management of the ank may, if felt necessary, en+uire into the past service records

of a lateral entrant or verify the authenticity of any certificate or all certificates

testimonials submitted by any lateral entrant regarding his her experience or

+ualification shall make himher liable for punishment as per Export Import ank of

angladesh !imited Employee "iscipline 6 Apparel$ 5ules;(::9.

3./ )i$7ualification for Recruitment(

35 epartment will consider the following as dis+ualifications for employment4

A person less than ' years of old shall not be recruited.

A person mentally unfit, incapable etc.

A person, who has been forced to retire or dismissed or removed

from government services or from the services of any organi/ation

as a result of disciplinary action taken in pursuance of relevant

rules or regulations in force.

3./' Re9Em,loyment$(

A former employee may be re;employed through a new recruitment without having any

relation to hisher prior employment.

%ormer staff may be considered for re;employment through open competition, if they

have been retrenched of if they resigned due to personal problem. The personal

confidential file to be reviewed to ensure that the person under consideration for re;

employment has not been marked as H)! N! RE&IRE


48/79

protest resignation

resigned during probationary period and

oor performing staff who resigned.

3.// >acancie$(

8acancies may occur when new positions are created or when the incumbent of an

existing position separates from E#C5T IMC5T A>= C% A>J!AE&3

!IMITE or is transferred to another position.

3./0 Eli%ibility to A,,ly (

All positions as a general rule will be opened to +ualified internal and external candidates.

E#C5T IMC5T A>= C% A>J!AE&3 !IMITE employees may apply for

any position if they are +ualified. Any employee with re+uisite +ualifications and

background can apply directly 35 epartment for the advertised position irrespective of

hisher present grade.

3./3 Re7uirement Analy$i$ By Re$,ecti2e )e,artment(

7hen a position becomes available within the company, concerned departmental head

will analysis the need of new employee. After determining the need a personnel

re+uisition forms "5%$ to be filled by the concerned department and send to 35

department. The 5% will contain the following information4

Dob position

5eporting to as per organogram

Dob description

Educationalrofessional +ualification

Experience details

ate to be filled up the position.

3./4 A,,ro2al of t+e Re7uirement(



49/79

35 department will analysis the whole thing and discussed with the top management of

the company for getting the approval of the recruitment.

3./5 External Source$(

A "AN)I)AE SEAR"&(

The 3uman 5esources function will source candidates and provide a shortlist for review

by !ine Management. 2ompany can hire employee through various external sources,

epends on companies needs. To source candidates the following methods should be

considered4 ata 2ompany of 28s

Advertisements "!ocal and International press$

Cnline 0ob circular

5eferrals.

B Liai$on #it+ Source$ of Su,,ly !f Labor And Ne#$,a,er Announcement$(

>otifications about vacancies will be circulated widely in daily newspapers or online

0obsite or 5ecruitment agency or -niversity campus and other media depending on

necessities. It may be circulated in one or two or all the media at a time, Management has

sole rights to take decision regarding this.

" uality "ontrol of Ad2erti$ement(

The advertisement will be reviewed against the standard format. 35M must ensure that

E#C5T IMC5T A>= C% A>J!AE&3 !IMITE external image is

maintained properly, and so that consistency between pro0ects is achieved.

3./6 Minimum Notice Period(

The minimum notice period between advertisement and competition closure is normally ?working days, but 35 dept will take final decision regarding this.



50/79

3./? "o$t A$$ociated Wit+ Inter2ie# !f "andidate$(

E#C5T IMC5T A>= C% A>J!AE&3 !IMITE no longer pays expenses ofcandidates for attending interviews.

3./@ "om,o$ition of t+e Recruitment Board(

The recruitment oard must consist of more than one employees including one

representative must from 35 epartment. It may represent diversity in terms of gender.

7hile it is vital that at least one member of the oard have ade+uate knowledge about the

0ob and have specific skills and competencies of the position being interviewer "generally

the line manager can do this$,it is e+ually important that others bring a broader

perspective about what Export Import ank of angladesh !imited does to the

recruitment process.

3.0 Screenin% of A,,lication$(

After receiving applications 35M will countcheck against the 35I& as the initial

screening process. 35M must ensure careful handling of applications at all stages of the

process to ensure that no applications are misplaced. 35M must also ensure the eligibility

of the candidates applying.

After completing all the screening process the short listed 28s will be sent to the 3ead of

the employing unitdepartment.

3.0' "om,ile a recruitment board(

%or short;listing, written test and viva voice, the recruitment board will be compiled as

follows, ensuring that all members are at least one Jrade above that of the position.



51/79

a$ &hort;listing;is generally done by one 35 5epresentative.

b$ 7ritten Test; is conducted by Vone person from other department and one 35

5epresentative.

c$ 8iva voice; is conducted by at least 9 persons, Manager of concerned ept, one

35M representative and one person from another epartment.

3.0/ Inter2ie#(

Interview +uestions should focus on areas relevant to the performance of the 0ob. The

same minimum set of +uestions must be asked of candidates, although the board may ask

additional +uestions at their discretion.

Any +uestion, scenario or situation given to candidates during written or oral tests must

bear a relevance to the re+uired skills or competencies for the position. uestion must

present a positive professional image of E#C5T IMC5T A>= C% A>J!AE&3

!IMITE and shall not cast doubt on the integrity or capacity of any person or unitwithin E#C5T IMC5T A>= C% A>J!AE&3 !IMITE or in another

organi/ation.

uring interview time there should be follow a candidate assessment form to look the

over view the candidate.

3.00 S+ort9Li$tin% of a,,lication(

efore starting, responsible person"s$ shall fix up strategy on the basis of number of

positions 6 number of applications received, it may be reduced through primary initial

screening A standard +ualitative screening tool may be utili/ed to ensure transparency.

2riteria should relate to competencies defined for the position and evidence of Export

Import ank of angladesh !imited re+uirements for employees.

3.03 !n9)i$crimination(



52/79

E#C5T IMC5T A>= C% A>J!AE&3 !IMITE believes in e+ual

employment opportunity. E#C5T IMC5T A>= C% A>J!AE&3 !IMITE

will not discriminate against a candidateGs religion, culture, physical handicap, age, etc.,

unless such aspect is directly related to re+uirements of the 0ob. 3owever, consideration

in a positive sense may be given to a personGs religions, sex, and ethnicity to promote

gender and diversity.

3.04 )i$7ualification of re,eat a,,licant$(

The candidates who are called for final selection or finally selected for 0oining but not

0oined or already 0oined the organi/ation and left at training period are dis+ualify from

further consideration.

3.05 No !b1ection from "urrent Em,loyer(

2andidates must produce resignation acceptance and release order in original forms from

his or her preceding organi/ation prior an appointment with Export Import ank of

angladesh !imited The original copy of the resignation acceptance and release order

on official letterhead must be verified first by 35. epartment before signing an

appointment letter. A verified copy of the S>o Cb0ectionG certificate, along with

educational and experience certificates will be maintained in the ersonal 2onfidential

%ile.

3.06 !t+er Intere$t out$ide Em,loyment(

efore starting the 0ob employee should inform the 35 epartment if he or she maintains

other income;sources.

a$ Cther income;sources "legal or illegal$4 Management of

E#C5T IMC5T A>= C% A>J!AE&3 !IMITE does not give

permission to employees other income;sources while he is a member of E#C5T

IMC5T A>= C% A>J!AE&3 !IMITE organi/ation.



53/79

PES !8 EMPL!EE( 8arious types of employees at Export Import ank of

angladesh !imited are as follows4

a A,,rentice(An apprentice is a learner who is paid allowances during the period

of his learning, >o other facilities shall be entitled to this post. Management has

sole right to take decision regarding appointment of apprentice.

uring the apprenticeship period management may terminate the apprentice

contract without assigning any reasons. An apprentice who wishes to terminate

his or her contract will provide '@ days notice.

An apprentice from apprenticeship program will not be eligible for applying for

E#C5T IMC5T A>= C% A>J!AE&3 !IMITE 0obs during the

apprenticeship period. 3owever, after successfully completion, she may apply for

any suitable position if vacancy announce.

b ran$fer Worker( E#C5T IMC5T A>= C% A>J!AE&3 !IMITE

reserves the right to locate staff to different location as re+uired by management

ob0ectives. &taffs recogni/e that E#C5T IMC5T A>= C% A>J!AE&3

!IMITE working areas are often favorable. Transfer of employees from one

location to another must have 35 Manager or 2ECGs or 2CCGs approval. efore

finali/ing a transfer decision, a minimum of seven days notice will be provided to

the staff.

d "a$ual Worker( The time of festival days or when work pressure is more

company can appoint some people as casual worker. Cnly consulted amount shall

be paid on contract basis. eople who are engaged indefinite 0ob or for definite

period, means employment is casual in mature, occasional.

e em,orary Worker(%or a very short period of a time company can appoint few

people on conduct basis. 7orker who has been engaged work which is essentially

of temporary nature and is likely to be finished within a limited period.

f Permanent Worker(A worker in order to be treated as permanent worker need not

re+uire appointment on permanent basis. It will be sufficient if he has



54/79

satisfactorily completed the period of probation. ermanent Employee is entitled

to get various allowances, bonus, provident fund and Jratuity etc.

3.0? Salary Ne%otiation(

Cnce the candidate is selected, t+e &uman Re$ource$ )e,artment #ill ne%otiate t+e

$alary to be offered.The employing department should be kept fully briefed of the status

and any problems that may develop.

The negotiation will take into account the %ollowing

Availability of the skills in the market.

2andidateWs current compensation package.

The market rate for the 0ob.

Internal parity vis;X;vis employees in similar 0obs with e+uivalent

experience levels and skills should be maintained.

3.0@ Reference "+eck$(

Cnce the selection is completed, 3uman 5esources epartment will carry out reference

checks on the candidate. These reference checks will include

ackground check5eference investigation4 5eference checks to verify

factual information previously provided by the applicant and to uncover damaging

information such as criminal record, suspended driving license etc.

The actual background investigation and reference can take many forms or any

single form depends on situation.

Management must try to verify an applicantGs current "or former$ position

and salary with his or her current "or former$ employer by phone. "Assuming doing

so was cleared with candidate$.

Management may call applicant current or previous supervisor to try to

discover more about the personGs motivation, technical competence and ability to

work with others.



55/79

5eferences from all previous employers "both verbal and written$. These

should be sent directly to the 3uman 5esources departments and not to

individuals suggested by the applicant.

Authentication of all education certificates directly with the

universitiesinstitutions.

>o candidate should start work until fully satisfactory references are received from

the last two employers and a release letter is obtained from the last employer.

3.3 Internal Recruitment Proce$$(

a Searc+Internal candidates will be given first preference for all vacancies unless the 0ob is

such that speciali/ed skills are re+uired, which are not available within the 2ompany.

The methods of sourcing internal candidates would be4

Identified candidates within the 2ompany as per succession plan.

Identification of candidates within the 2ompany with re+uired

profile and experience

b Screenin% of A,,lication$

The initial screening of applications would be done by 3uman 5esources

epartment and the immediate manager of the position being recruited. Initial

interviews of the short listed candidates would also be done 0ointly.

c Selection

The final shortlist of candidates will be interviewed by the 35 manager

department head. ased on this, a final decision to select the most appropriate

candidate will be made by the head of the department.

All candidates who had applied to the internal advertisement should be informed

on the final selection decision within a week of completing the selection exercise.

3.3 erm$ C "ondition$ of Em,loyment(

3.3.' Workin% &our$(

Cffice hours are from ':.:: a.m. to B.:: p.m. on &unday through Thursday.



56/79

A lunch break of ' "one$ hour between '.9: p.m. to (.9: p.m. will be facilitated.

The working hours and schedules of other activities are set in line with business needs

and will be based on a hours working week.

3.3./ !ffice &our$ durin% &artalJStrike(

5egardless of the political situation of the country the company has to ensure business

continuity and therefore 3ead Cffice remains open during 3artals1 until specifically

mentioned otherwise.

Employees are re+uested to attend office. 3owever, they are re+uested to use their own

0udgment and re+uired to attend office only if they feel that it is safe for them to travel

and there are no significant problems on the road. Employees must notify their !ine

Manager or epartment 2oordinator if she is unable to come to office due to security and

safety issues.

In case of absence due to security reasons, employees need to compensate the lost

working hours by working on weekends or working extra hours during holidays. !ine

Managers of the employee will keep track of compensatory working days. Employees

entitled for overtime and week end allowance need to compensate for lost working hours

during hartal1 before claiming overtime and weekend allowance.

In case an employee is unable to come to office1 she is re+uired to submit a leave

application. lease note that, no leave will be deducted, this is for record keeping

purposes only. !eave will be deducted only if this absence is not compensated according

to the above mentioned way.

Cffice timing remains flexible during 3artal days and employees may come to office at a

time they feel safe and comfortable on the road.

3.3.0 Public &oliday$(

The 2ompany will observe holidays as per the !ist of 3olidays announced at the

beginning of the year. The 2ompany will use the M22I "Metropolitan 2hamber of

2ommerce 6 Industry$ published list of holidays as the basis of determining the holidays

it will observe as 2ompany public holidays. 2ompany reserves the right to shift or ad0ust

ublic holidays according to the need of the 2ompany.



57/79

3.3.3 Probation(

All angladeshi permanent employees are re+uired to undergo a probationary period of '

year. If the performance of an incumbent is not found suitable during the first ' year1 the

probation period may be extended for another B months with clear targets. The duration of

the probation period may be varied at the discretion of the 2ompany.

3.3.4 "onfirmation(

35 will inform the !ine Managers two weeks in advance from the date of their

subordinateGs confirmation. All !ine Managers will evaluate their employees in the

prescribed robation Appraisal form and rate their performance during the probation

period. ased on the performance ratings1 35 may ad0ust the salary level for employees.

>o confirmation letter will be issued until a robation Appraisal form is completed and

duly signed by the !ine Manager and epartment 3ead.

3.3.5 ran$fer(

The 2ompany at its absolute discretion may transfer an employee from one 0ob to another

or one location to another or from one department to another, one 3ead Cffice entity to

another, within and outside ranch office should it be re+uired for business re+uirements

or training 6 development purposes or any other business re+uirements. The transfer will

be communicated through 3ead office. A copy of the transfer letter duly authori/ed will

be handed over to the employee only if there are changes in the terms and conditions of

employment.

3.3' )utie$ C Re$,on$ibilitie$(

The duties and responsibilities shall be those set forth by the company from time to time.

Additional duties may be assigned and the 0ob description may be modified from time to

time by the company in order to accommodate changing circumstances and business

needs. The duties and responsibilities shall be conducted in accordance with the company

policy, rules 6 regulations, standing orders etc. The Employee agrees to perform all the

duties set forth in hisher 0ob description as well as those assigned by the 2ompany.



58/79

Employees have the right to have a 0ob description. !ine Manager of the employee is

responsible to provide 0ob description with the assistance of 35 department.

3.3/ "onfidentiality(

uring the employment with 3ead Cffice and thereafter, an employee will keep strict

secrecy regarding the business of the 2ompany. &he will not divulge to any person, firm

or 2ompany, whosoever, other than to the irectors of this 2ompany or their authori/ed

representatives, or when re+uired by !aw, hisher salary, increments and benefits, and all

business related confidential information of any description, ac+uired by himher while in

35, 3ead Cffice service, concerning the business or the affairs of the 2ompany or of

any of its associates or branches, their customers and suppliers.

3.30 rainin% C )e2elo,ment(

This &ection is responsible for assessing training needs in collaboration with the

operatingline Managers and in advanced countries of the world. This &ection is also

responsible for the career planning of all the top Executives of the organi/ation.

8unction$ of &R) Section(

A$$e$$in% rainin% need$9Each unit will assess it ManpowerGs training needs on an

annual basis based the ob0ectives specified in the Annual Cperating lan as well as the

analysis of individual training needs defined in Individual Cperating lans emerging out

of the Annual erformance Appraisal process. rior to these annual planning exercises,

35 will provide instructions and guidance about how this planning should occur.

Re$,on$ibilitie$(

The responsibility for assessing training needs is shared4a$ Em,loyee$together with their supervisors will discuss competencies and areas that

need development as part of the annual appraisal process.

b$ Su,er2i$or$will negotiate with their employees about which areas can be feasibly

developed. The supervisor and coordination unit must provide the re+uired support

"financial, time, logistics$ needed to make the training happen.



59/79

c$ )e,artment need to assess their future directions and needs. Cut of this planning

process will emerge training priorities. It is important that senior managers are sincere

and transparent with information sharing about planned training events and approaches.

d$ &R)must play a coordinating role. esides compiling training plans, its role is to

match needs with planned initiatives.

O

"+a,ter 4(

Analy$i$ C 8indin%$



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4.' ANALSIS(

Table VA

&pecific 0ob Analysis rocess

-E&TIC>

>C

-E&TIC> >C.C%

5E&

5E&C>&EA F F 2 F

' Is there any

specific 0ob

analysis

process in

this

organi/ation

@ : ' (:

TCTA! @ ' (:

According to table A, for specific 0ob analysis process, it was found that out of @

respondents, respondents ":F$ think )yes* and 'respondent "(:F$ think )no

comments* for recruitment and selection process.



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Table;

Manpower lanning

-E&TIC>

>C

-E&TIC> >C.C%

5E&

5E&C>&E

A F F 2 F

' 2omment on

effectiveness

and

manpower

planning in

this

organi/ation

@ ' (: : ' (:

TCTA! @ ' (: :

According to table , for manpower planning, it was found that out of @ respondents, '

respondent "(:F$ think )very good* and respondents ":F$ think )good* for

recruitment and selection process.


!an"ower #lanning

4% 1%15%

3%

61%

1%

15%NO.OF R!"

R!" #

R!" %

R!" B

R!" %

R!" $

R!". %


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Table;c

Employee 5ecruitment

-E&TIC>

>C

-E&TIC> >C.C%

5E&

5E&C>&E

A F F 2 F F E F' According to

0ob analysis

processR

@ ( : ( : ' (:

( According to

pro0ect basisR

@ 9 B: ( :

9 According to

manpower

planningR

@ 9 B: ' (: ' (:

TCTA! '@ @ ':: 9 B: 9 B: :

According to table 2, for employee recruitment, it was found that out of '@ respondents,@

respondents "'::F$ think )always*, 9 respondents "B:F$ think )most of the time*, 9

respondents "B:F$ thinks )sometimes* and respondents ":F$ thinks )sometimes* and

respondents ":F$ think )not necessary* for recruitment and selection process.


$m"loee %ecruitment

5% 2%

36%

2%36%

0%0%0%0%1%

18%

NO.OF R!"

R!" #

R!" %

R!" B

R!" %

R!" $

R!" %

R!"

R!" %

R!"

R!" %


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Table;

&ource of Employment

-E&TIC>

>C

-E&TIC> >C.C%

5E&

5E&C>&E

A F F 2 F

' 7hat is the

source of

employmentR

@ ' (: :

TCTA! @ ' (: :

According to table , for source of employment, it was found that out of @ respondents, '

respondent "(:F$ think )external source* and respondents ":F$ think )both* for

recruitment and selection process.


&ource of %ecruitment

5% 0%0%1%

18%

4%

72%

NO.OF R!"

R!" #

R!" %

R!" B

R!" %

R!" $

R!" %


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Table;E

Dob 8acancy

-E&TIC>

>C

-E&TIC> >C.C%

5E&

5E&C>&EA F F 2 F

' 3ow do you

know about

0ob vacancy in

this

organi/ation

@ : ' (:

TCTA! @ : ' (:

According to table E, for Dob 8acancy, it was found that out of @ respondents,

respondents ":F$ think )newspaper* and I respondent "(:F$ think )recruitment agency*

for recruitment and selection process.



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Table;%

5ecruitment olicy

-E&TIC>

>C

-E&TIC> >C.C%

5E&

5E&C>&E

A F F 2 F' o you think the

recruitment

policy of your

organi/ation is

properR

@ @ '::

TCTA! @ @ '::

According to table %, for recruitment policy, it was found that out of @ respondents, @

respondents "'::F$ think )yes* for recruitment and selection process.


%ecruitment #olic

5 5

100

NO.OF R!"

R!" #

R!" %

R!" B

R!" %

R!" $

R!" %


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Table;J

&election rocess

-E&TIC>

>C

-E&TIC> >C.C%

5E&

5E&C>&E

A F F 2 F F' uring your

selection

process what

as you think is

the best

@ @ '::

TCTA! @ @ '::

According to table J, for &election rocess, it was found that out of @ respondents, @

respondents "'::F$ think )7ritten test* for recruitment and selection process.

Table;3

Induction Training

-E&TIC>

>C

-E&TIC> >C.C%

5E&

5E&C>&E

A F F 2 F

' Induction

training is

3eld for new

employee

@ 9 B: ( :

TCTA! @ 9 B: ( :

According to table 3, for induction training, 3 was found that out of @ respondents, 9

respondents "B:F$ think )2ommonly for all levels* and ( respondents ":F$ think

)sometimes* for recruitment and selection process.



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Table4 I

&atisfaction

-E&TIC>

>C

-E&TIC> >C.C%

5E&

5E&C>&E

A F F 2 F

' Are you

satisfied with

your 2urrent

positionR

@ ( : 9 B:

TCTA! @ ( : 9 B:

According to table I, for &atisfaction, it was fond that out of @ respondents, ( respondents

":F$ think )yes* and respondents "B:F$ think )no comments* for recruitment and

selection process.



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Table;D

Cpportunity for >ew Dob

-E&TIC>

>C

-E&TIC> >C.C%

5E&

5E&C>&E

A F F 2 F F E F

' 7hat factor

your will

consider

incase of an

opportunity

for new 0ob

in other

organi/ationR

@ ' (: 9 B: ' (:

TCTA! @ ' (: 9 B: ' (:

According to table D, for Cpportunity for >ew Dob, it was found that out of @

respondents, ' respondents "(:F$ think )&alary and facilities* 9 respondents"B:F$ think )Dob security* and ' respondents "(:F$ think )environment and

reputation of organi/ation ) for recruitment and selection process.

4./ SW! ANALSIS(


%ecruitment #olic

5 1

20

3

60

1

20

NO.OF R!"

R!" #

R!" %

R!" B

R!" %

R!" $

R!" %

R!"

R!" %

R!"

R!" %


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The &7CT analysis comprises of the Crgani/ationGs internal strength and weakness and

external opportunities and threats. &7CT analysis gives an organi/ation an insight of

what they can do in future and how they can compete with their existing competitors.

This tool is very important to identify the current position of the organi/ation relative to

others, who are playing in the same field and also used in the strategic analysis of the

organi/ation. That is why this section of the report discusses about &7CT analysis of

Export Import ank of angladesh !imited .

4./.' Stren%t+(

&ound profitability and growth with good internal capital generation.

Experienced and efficient management term and human resource

5ecruitment of brilliant MA, IM, A

uality products and services

etter infrastructural facilities and friendly corporate culture

Already established 2ompany reputation and goodwill as a leading ank

!ong historical banking experience in the region.

&trong %inancial osition

Excellent advertising efforts.

Motivated young people with strong commitment.

2ustomer loyalty.

7elfare for the society

&trong image and good reputation.

Always consumer focus.

2lear vision.

etter location of the branch

3ighly motivated and pro;active team of employees.

3igh +uality transaction processing across the Jroup.

%ocused and detailed marketing plan with prior concurrence from 2redit

Management.

%ull;fledged back Vup data center support.



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4././ Weakne$$(

Marginal capital ade+uacy

3igh concentration on fixed deposits and large;scale loans

!ack of ade+uate marketing "advertising and promotion$ effort

!ack of full scale automation

&maller number of branches in angladesh in comparison with the ma0or

competitors likes Export Import ank of angladesh !imited

!ack of proper motivation, training and 0ob rotation

2ustomer service booths are not available.

oor waiting arrangements at Moti0heel ranch leads to customer discomfort.

>ot flexible. 8ery compliant to rules and regulations.

&ome lack of experience and motivation at mid;level management.

Employees not have enough basic knowledge about computer. They only know

how can use the Mysis "&oftware$.

Jreater participation in management could be achieved.

Indicate working force

2onservative loan policy

&till the bank is not fully computeri/ed. &o manual registers are used some cases.

!ess interest payment then others in some accounts.

!ack of computer in the branch.

There is no IT manager. &o sometime simply problem kill the valuable time both the

client and employees.



72/79

4./.0 !,,ortunity(

&cope of market penetration through diversified products

Automation of transaction processes and online branch banking

JovernmentGs policy of encouraging heavy inflow of foreign investment

5egulatory environment favoring private sector development

8alue addition in products and services

Increasing purchasing power of people

Increasing trend in international business

5etail ankingNAsset based products like Mortgage loans, 2onsumer !oans "ex.

car loans$

Electronic anking could be installed.

ATM oth should be expanded.

%oreign Exchange policy liberali/ation to encourage foreign investments, thus

increasing the inter bank and corporate %# revenue.

evaluation of taka raised concerns for better %# management amongst corporate

customers, which will create more opportunities for %# corporate business.

&ophisticated customers service schemes of the Export Import ank of

angladesh !imited .

Market leadership of Export Import ank of angladesh !imited

The growth of banking business

4./.3 +reat(

Increased competition for market share in the industry

%re+uent changes of banking rules by the 2entral ank

Market pressure for lowering of lending rate



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>ational and global political unrest

efault culture of credit

Cther commercial banks operating in angladesh, e.g. &tandard 2hartered ank,utch angla ank, Islami ank !td.

olitical instability.

Intense competition

Market segmentation

Jovernment rules and regulation

4.0 B"G matrix(

The ortfolio Matrix is a tool for allocating resources. The portfolio Matrix was

developed by oston 2onsulting Jroup "2J$, so that it is also called 2J Matrix.

It shows the linkages between business growth rate and the market share. lacing

products in the 2J matrix results in categories in a portfolio of a company

usiness in the +uestion mark with a high growth rate 6 weak market share. It usually re+uires cash

investment. In $tar$business in the high growth rate 6 strong market share. It use large amounts of

cash and are leaders in the business so they should also generate large amounts of cash.

In the ca$+ co#, businesses have low growth rate and strong market share. They are usually

established in the market, such as4 multinational company. In the do%$Fthe business has low growth

rate and weak market share. This type of business are usually non profitable 6 generally should be

close that business.

In the 2J Matrix Export Import ank of angladesh !imited , stand in the Star$. ecause

they have high business growth rate and strong market share. If we see the last @ years performance,

we can see their business growth rate is gradually increasing compare to other leading bank in

angladesh. %or example4 Export Import ank of angladesh !imited

The !oan and advance department, deposit, foreign trade is growing up.

In (::9 loan and advance department portfolio of E#IM ank



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7as ((,(@?9'@ and in (::< that was 9B,?@.? million taka.

And Export Import ank of angladesh !imited was 'B


75/79

4.3 8IN)INGS(

The organi/ation have specific 0ob analysis process.

The organi/ation have good manpower planning.

The organi/ation employee recruitment is made always on the basis of Manpower

planning.

The organi/ation source of employment is internal and external.

The organi/ation 0ob vacancy published by newspaper.

The organi/ation recruitment policy is proper.

The organi/ation during selection everybody have to face written test.

The organi/ation induction training is held for all level of new employee.

The organi/ation have no comments for satisfied the position.

The organi/ation 0ob security will be considered for new 0ob in other organi/ation.



76/79

"+a,ter 5(

Recommendation C

"onclu$ion

5.' Recommendation(

Em,loyee Recruitment(



77/79

The recruitment process of the organi/ation is very lengthy and expensive. The

organi/ation should the cost and select the employee by restructuring the lengthy

process.

5ecruitment advertisement may be published in both newspaper and website.

There may be an option of application through online.

Crgani/ation may be issued regrets letter to them who were not selected for the

interview and shall be informed the reasons of regret.

5ecruitment and &election processes complex and involve human decision

making which could be imperfect. This needs careful monitoring to minimi/e

sub0ectivity and ensure fairness.

uality of employee recruitment decision must be ensured.

5ecruitment and &election process needs careful monitoring to minimi/e

sub0ectivity and ensure fairness.

3uman is most dynamic resource for an organi/ation. Jetting the best person is a

critical issue.

Jood and effective recruitment in effect is a 0ob well began in the dynamics of

organi/ationGs growth and progress.

The knowledge, skills, Experience and Dob specific competences assessment

framework currently development should reflect the guidance in the statutory

codes of practice, be non;discriminatory, transparent, promote e+uality of

opportunity and be ob0ective.

5ecruitment and selection are an integral component of 3uman 5esource

activities, which includes employees training development and compensation and

employee relation.

A comprehensive monitoring system, tracking applicants from application through

to appointment, should be developed and implemented.

5./ "onclu$ion(

###.A$$i%nment

Documents

Recruitment and Selection Procedure of ExIm Bank Ltd