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RECRUITMENTANDSELECTIONPROCESSIN
UNILEVERBANGLADESHLIMITED
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A Report
OnRECRUITMENTANDSELECTIONPROCESSIN
UNILEVERBANGLADESHLIMITED
Course Name: Human Resource Management
Course code no. BA-309
Submitted To:
Tania Afroze
Lecturer
Business Administration Discipline
Kulna !ni"ersit#
Submitted By:
$an%ida Kando&er
'D (o)
0*030+
MD) Atoa Ra,,i
'D (o)
0*0309
MD) Azarul 'slam
'D (o)
0*03-.
$a,uz $aa Ron#
'D (o)
0*03//
MD) (oor Hossain'D (o)0*03/
MD) Kamrul Hasan (oor'D (o)0*03*0
3rd
#ear st term
Business Administration Discipline
Kulna !ni"ersit#
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1anuar# /2
00
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1anuar# /2 00
Tania Afroze
Lecturer
Business Administration Discipline
Kulna !ni"ersit#
Dear $ir4
$u,%ect4 $u,mission of a report)
5it due regards and respect 6e state tat 6e are "er# tan&ful to #ou as #ou assigned us
tis report on 77Recruitment and $election process in !nile"er Banglades Limited8) 't is a
great opportunit# for us to acuire teoretical and practical &no6ledge a,out recruitment
and selection process of a reputed multinational organization) 5e a"e tried out ,est togater 6at 6e ,elie"e to ,e te most complete information a"aila,le)
:our &ind acceptance and an# t#pe of appreciation 6ould surel# inspire us) 5e 6ould
al6a#s ,e a"aila,le and read# to e;plain furter an# of te conte;t of te 6ene"er as&ed)
$incerel# #ours2
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MD) Kamrul Hasan (oor'D4
0*03*0
I
I
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=reface
'n an# compreensi"e 6or&2 li&e tis2 credit must go to te multitude of people) 5e are still
students and %ust no"ice) Hence2 6e a"e ta&en elp from different people for preparing our
report) (o6 ere is a petite effort to so6 our deep graduate to tose elpful people)
>irst2 6e commit oursel"es grateful to Alla for is unlimited &indness and ma;imum
elpful and in continuing our report preparation)
5e e;press our sincere gratitude to our onora,le course teacer2 Tania Afroze2
Lecturer2 Business Administration Discipline2 Kulna !ni"ersit#2 Kulna2 for teir guidance
and "alua,le remar& a,out te con"ention of te report)
Moreo"er2 6e are also "er# muc o,liged to >erdaus :ousuf2 H)R) ma,nager2 Da&a? Mr)
$oai, Amed2 Recruitmetn officer2 Head-oofice2 Da&a? Md) Masudur Raman2 territor#
manager2 !nile"er Banglades2 Kulna? =)@) Amed2 Media ontract? Ra#sal AmedC
Territor# Manager2 Barisal? for teir openearted closeness and elpful co-operation for
collecting our necessar# information to prepare our reuired report)
III
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Table of contents=
ag
e
>ore6ord ''
=reface '''
;ecuti"e $ummar# E'
Chapte !" Into#$ct%on
)4 Bac&ground of te $tud# 9
)4 Rational of te $tud# 9
)34 F,%ecti"e of te $tud# 9
)/4 $cope of te $tud# 0
)*4 Limitations of te $tud#
).4 Metods
)+4 Report =re"ie6
Chapte &" O'an%(at%onal Pat
)4 Te corporate o,%ecti"es of !nile"er Limited /
)4 orporate o,%ecti"es of !nile"er Banglades Limited
)34 Beliefs and "alues of !nile"er Banglades Limited
)/4 Ma%or operational Department of !nile"er Banglades Limited 0
)*4 !nile"er Banglades Limited at a glance +
Chapte )" L%teat$e Re*%e+ )!
Pat B
Chapte ," Rec$%t-ent %n Un%le*e Ban'la#esh L%-%te#
/)4 Recruiters ualification 39
/)4 Metods of recruitment /0
/)34 (ature of Application form /
/)/4 Recruitment- onstrains and callenges /3
Chapte ." Select%on pocess %n Un%le*e Ban'la#esh L%-%te#
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*
)
-
4 Reception of application /*
*
)
4 "aluating reference and ,iograpical data /*
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*)34 mplo#ment test /*
*)/4 Assessing candidate troug inter"ie6 /*
*)*4 ogniti"e a,ilit# test /.
*).4 =#sical a,ilit# test /.
*)+4 5or& samples /.
*)4 Hiring decision /.
Chapte /" Anal0s%s an# 1%n#%n's
.)4 Te t#pes of recruitment in !nile"er Banglades Limited /
.)4 Te t#pes of selection in !nile"er Banglades Limited /
.)34 Te freuenc# of recruitment ,# !nile"er Banglades Limited /
.)/4 Responses from te students G'nstitution regarding M( /
Chapte 2" Reco--en#at%on an# Concl$s%on
+)4 Recommendation *0
+)4 onclusion *0
BIBLIOGRAPH3 .!
Appen#%4 .&
Appendi;-A4 Ta,les
Appendi;-B4 Application >orm
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E4ec$t%*e S$--a0
!nile"er Limited is one of largest multinational ,usiness firm in te 6orld) F"er te lastfour decades2 !nile"er Banglades as ,een constantl# ,ringing ne6 and 6orld-class
products for te Bangladesi people to remo"e te dail# drudger# of life) F"er 90I of te
countr#Cs ouseolds use one or more of our products) 't pro"ides si;teen "erities ,rands
and tr# to mitigate all t#pes of uman demand ,# introducing 6it ne6 inno"ati"e products)
!nile"er Fperations in Banglades pro"ide emplo#ment to o"er 02000 people directl# and
troug its dedicated suppliers2 distri,utors and ser"ice pro"iders) 99)*I of !BL
emplo#ees are locals and te# a"e eual num,er of Bangladesis 6or&ing a,road in oter
!nile"er companies as e;patriates) !nile"er 6ants to attract te ,est graduates to %oin in
teir leadersip actions) Tis report enligtens 6at t#pe of recruitment opportunities
offered ,# !nile"er Banglades Limited for uni"ersit# students and o6 te students can
access tat opportunit#)
!nile"er loo& for passionate people 6o 6ant to do real ,usiness and a"e te potential to
,e igl# moti"ated ,# ,rands2 and are entusiastic2 creati"e and rigorous) Te# 6ant
people 6o are ungr# for success and can 6or& confidentl# in teams)
!nile"er create an en"ironment 6ere people 6it energ#2 creati"it# and commitment 6or&
togeter to fulfill am,itious goals) 'n addition2 te# all 6or& to te igest standards of
professional e;cellence and integrit#
Most career areas are open to graduates of an# discipline2 altoug tere are some
e;ceptions) 'f #ou &no6 6ic area interests #ou2 great J ,ut itCs good to &eep an open
mind and find out a,out all te opportunities te# offer)
!nile"er accomplis teir recruitment and selection process ,asicall# into tree criteria) Fne is
committed in distri,ution department 6ere emplo#s is selected on teir p#sical s&illed and
recruitment and selection process is committed ,# competenc# ,ased inter"ie62 case
VI
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stud# inter"ie62 ,ased on case stud# materials2 group discussion2 again ,ased on case
stud#materials) 't is arranged for entr#-le"el applicants) And in iger le"el %o, performer is
ired in special people8 %o, recruitment process) $pecial people 6o are alread# perform
6itin te organization or oter relati"e organization and promoted as a compan#Cs core
decision ma&er)
!nile"er Banglades a"e a certain connection 6it te consumers) Among oters2 loseup
inspires confidence2 Lu; ,elie"es in star po6er and $urf ;cel encourages all to learn
troug ne6 disco"er# and e;ploration) !nile"er ,elie"e in all tese insigts as 6ell) Te#
,elie"e te people 6o 6or& 6it us are confident of teir capa,ilities2 ,elie"e in noting
less tan star performances and of course are not afraid to 6or& ard at acie"ing goals)
VII
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CHAPTER !
'(TRFD!T'F(
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!5!" Bac6'o$n# of the St$#0
$uccessful uman resource department ma&es it possi,le for te organization to acuire te
num,er and t#pes of people necessar# to ensure te continued operation of te organization
,# te recruitment and selection process) $o it acts an important role in HR department) As
a part of BBA program2 our Human Resource Management course teacer Tania Afroz
assigned us to prepare a report on recruitment and selection process in a multinational
organization as related topic on Human Resource Management course) 5e a"e selected
our report topic asRecruitment and $election process in !nile"er Banglades Ltd)8) 5e
a"e made a sur"e# for reuired information in !nile"er Banglades Kulna regional office
and contact 6it !nile"er Banglades Ltd) ead office) 5e a"e prepared our report on
1anuar# 32 00 6ic 6ill ,e su,mitted ,# 1anuar# /2 00)
!5& Rat%onal of the st$#0
5e are 3rd #ear st semester students) After one and alf #ear2 6e 6ill ,e going to %o,
mar&et and competing 6it oter uni"ersitiesC graduates for getting a suita,le %o,) >or
getting an e;pected %o,2 6e need to concern a,out %o, mar&et condition from toda#) oing
to prepare recruitment and selection process in !nile"er Banglades as a Human Resource
Management course2 6e acuire reuired &no6ledge a,out !nile"er BangladesCs
recruiting and selection process tat elp us to percei"e a common picture a,out recruiting
and selection process in all multination compan# in Banglades) 5e can identif# our lac&s?
prepare oursel"es for future %o, mar&et) $o2 6e a"e te same opinion tat tis fruitful
report not onl# assure reasona,le grade mar& in our curriculum result ,ut also assure 6ell-
done feed,ac& for near future %o, mar&et)
!5)" Ob7ect%*e of the St$#0
5e a"e prepared tis report ,ased on t6o purposes) Tose are-
!5)5! P%-a0 Ob7ect%*e"
Te report aims to pro"ide information on te procedures of Recruitment and selection
tecniues follo6ed ,# te !BL troug HR department)
9
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!5)5& Secon#a0 Ob7ect%*e"
!nile"er is one of te 6orld greatest consumer goods companies) Te report is
strongl# informed 6it o6 tis multi-local multi-national compan# conducts te
aptitude ands ps#cometric for a candidate and o6 it elps tem to get o,%ecti"e2
relia,le and rele"ant information on candidates)
!nile"er al6a#s tr# to add "ariet# in life) At !nile"er te# a"e created an
en"ironment 6ere people 6it energ#2 creati"it# and commitment 6or& togeter to
fulfill am,itious goals) Tis report elps us to &no6 o6 te selection process of a
candidate leads im to ,ecome leader)
3 $election is te last step for iring a rigt emplo#ee) 'n !nile"er Banglades
Limited2 te selection ,oard lasts for an entire da# and co"ers a 6ide range of
acti"ities for fulfilling tis post) B# stud#ing te report2 6e 6ill &no6 6at t#pe of
acti"ities te# arrange for te entire da# to get te final candidate)
/ !nile"er 6ants to attract te ,est graduates to %oin in teir leadersip actions) Tis
report enligtens 6at t#pe of recruitment opportunities offered ,# !nile"er
Banglades Limited for uni"ersit# students and o6 te students can access tat
opportunit#)
!5," Scope of the St$#0
Tere is a certain ,oundar# to co"er tis report) Fur particular report onl# co"ers
recruitment and selection process in !nile"er Banglades Ltd) 5e mainl# focus on entr#-
le"el recruitment and selection process in !nile"er Banglades) And 6e also co"er
e;ecuti"e and iger-le"el emplo#sC recruitment and selection process) 5e sur"e#ed onl#
Kulna regional office of !nile"er Banglades Ltd) Toug tere is no HR department in
Kulna regional office2 ere 6e tal&ed 6it some of e;pert and e;perienced officials and
collect information a,out recruitment and selection process in !nile"er Banglades troug
saring teir e;perience) 5e communicate 6it !nile"er Banglades Ltd) HR department
in Da&a and a,le to collect some "alua,le information as 6ell as 6e gatered information
troug internet !nile"er Banglades Ltd) official 6e,-site) Moreo"er 6e got some
confidential information 6ic is not possi,le to disclose pu,licl#2 so tose data and
information ad to ,e ignored for tis report)
10
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!5." L%-%tat%ons of the St$#0
5e are luc enoug to get a cance to prepare a report on Recruitment and $election
process in !nile"er Banglades Ltd)8 5e tried eart soul to prepare a 6ell-informed
report) But unfortunatel# 6e faced some difficulties 6en preparing tis report) 5e tried to
o"ercome te difficulties) 'n spite of tr#ing our le"el ,est2 some difficulties tat amper our
scedule report 6or&4
!5,5! Shota'e of t%-e"
5itin a sort time2 6e need to prepare some oter coursesC reports for in tis session)
>or tis reason2 6e could not get a fluent time scedule for te report)
!5,5& L%-%tat%on of elate# +%th the o'an%(at%on"
Te emplo#ees of !nile"er Banglades Limited 6ere too ,us# of tere 6or&) >or tis2
te# did not sufficient time to fulfill our ueries and some of tem neglected us to
support)
!5,5) D%ff%c$lt0 %n collect%n' #ata"
Man# emplo#ers of te organization 6ere not 6ell &no6n a,out all information tat 6e
as&ed tem) Man# of tem also esitated to ans6er te uestions) Tese tings
ampered te information collection)
!5,5, Conf%#ent%al #ata"
5e got some confidential data 6ic is not possi,le to disclose pu,licl#2 so tose data
and information ad to ,e ignored for tis report)
!5/" Metho#s
>or ma&ing an# report most of te data sould ,e ta&en tat reflect actual situation) >or
our report 6e a"e collected "arious t#pes of primar# and secondar# data) 'n a
disciplined 6a# 6e can sa# tat te report input 6ere collected from t6o sources-
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!5/5! P%-a0 so$ces"
>ace to face con"ersation 6it te emplo#ees in Kulna regional office and sare
teir o6n e;perience in getting %o,)
!5/5& Secon#a0 so$ces"
) !nile"er Banglades Ltd) official 6e,-site
) Annual Reports
3) =rospectus
/) Brocures
!52" Repot Pe*%e+
'n te follo6ing pages2 te report is prepared for te practical &no6ledge a,out recruitment
and selection process) >irst 6e dra6 an o"erall picture of !nile"er Banglades Limited)
Ten2 6e tr# to point out recruitersC ualification2 recruitment metod and recruitment
constrains and callenges of !nile"er Banglades Ltd) After tat 6e descri,e selection
process in !nile"er Banglades Ltd) >inall#2 6e accumulate te findings2 anal#sis tem and
dra6 a conclusion and gi"e some recommendations for future steps)
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CHAPTER &
FRA('AT'F(AL =ART
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&5! The copoate ob7ect%*es of Un%le*e L%-%te#
!nile"erNs mission is to add "italit# to life) Te# meet e"er#da# needs for nutrition2
#giene2 and personal care 6it ,rands tat elp people feel good2 loo& good2 and get
more out of life)
&5!5! Top ten facts
O Teir 6orld6ide turno"er in 003 6as P/29/ million)
O !nile"er emplo# 3/2000 people in around 00 countries 6orld6ide)
3O "er# da#2 *0 million people coose teir ,rands to feed teir families and to
clean temsel"es and teir omes)
/O F"er alf of teir sales are generated ,# teir >oods ,rands2 6ic include Knorr2
>loraQBecel2 HellmannNs2 Lipton2 'glo Q Birds#e Q >indus2 Rama Q BlueBand2
$lim>ast2 Bertolli and te ice cream NeartN ,rand)
*O 'n man# parts of te 6orld te# lead te ome care mar&et 6it ,rands suc as
Fmo2 $urf2 $&ip2 if and omfort)
.O Teir leading personal care ,rands include Do"e2 Lu;2 $unsil&2 =ondNs2 A;eQL#n;
and Re;ona)
+O 'n 003 te# spent P20.* million on researc and de"elopment - )*I of teir
turno"er)
O Te# spent o"er P.. million on a 6ide range of communit# pro%ects in 0032
eui"alent to )*I of pre-ta; profits)
9O At te end of 0032 te# 6ere ,u#ing more tan alf teir fis from sustaina,le
sources)
0OTe# a"e / manufacturing sites certified to te international en"ironmental
management standard2 '$F /00)
&5!5& Co#e of b$s%ness p%nc%ples
Stan#a# of con#$ct
!nile"er conduct its operations 6it onest#2 integrit# and openness2 and 6it respect
for te uman rigts and interests of teir emplo#ees) Te# sall similarl# respect te
legitimate interests of tose 6it 6om te# a"e relationsips)
14
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Obe0%n' the la+
!nile"er companies and teir emplo#ees are reuired to compl# 6it te la6s and
regulations of te countries in 6ic te# operate)
E-plo0ees
!nile"er is committed to di"ersit# in a 6or&ing en"ironment 6ere tere is mutual trust
and respect and 6ere e"er#one feels responsi,le for te performance and reputation of
teir compan#) !nile"er 6ill recruit2 emplo# and promote emplo#ees on te sole ,asis
of te
ualifications and a,ilities needed for te 6or& to ,e performed) Te# are
committed to safe and ealt# 6or&ing conditions for all emplo#ees) Te# 6illnot use an# form of forced2 compulsor# or cild la,our) Te# are committed to
6or&ing 6it emplo#ees to de"elop and enance eac indi"idualCs s&ills and
capa,ilities) Te# respect te dignit# of te indi"idual and te rigt of emplo#ees to
freedom of association) Te# 6ill maintain good communications 6it emplo#ees
troug compan# ,ased information and consultation procedures)
Cons$-es
!nile"er is committed to pro"iding ,randed products and ser"ices 6ic consistentl#
offer "alue in terms of price and ualit#2 and 6ic are safe for teir intended use)
=roducts and ser"ices 6ill ,e accuratel# and properl# la,eled2 ad"ertised and
communicated)
Shaehol#es
!nile"er 6ill conduct its operations in accordance 6it internationall# accepted
principles of good corporate go"ernance) Te# 6ill pro"ide timel#2 regular and relia,leinformation on teir acti"ities2 structure2 financial situation and performance to all
sareolders)
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B$s%ness patnes
!nile"er is committed to esta,lising mutuall# ,eneficial relations 6it teir
suppliers2 customers and ,usiness partners) 'n teir ,usiness dealings Te# e;pect teir
partners to adere to ,usiness principles consistent 6it teir o6n)
Co--$n%t0 %n*ol*e-ent
!nile"er stri"es to ,e a trusted corporate citizen and2 as an integral part of societ#2 to
fulfill teir responsi,ilities to te societies and communities in 6ic te# operate)
P$bl%c act%*%t%es
!nile"er companies are encouraged to promote and defend teir legitimate ,usiness
interests) !nile"er 6ill co-operate 6it go"ernments and oter organisations2 ,ot
directl# and troug ,odies suc as trade associations2 in te de"elopment of proposed
legislation and oter regulations 6ic ma# affect legitimate ,usiness interests)
!nile"er neiter supports political parties nor contri,utes to te funds of groups 6ose
acti"ities are calculated to promote part# interests)
The en*%on-ent
!nile"er is committed to ma&ing continuous impro"ements in te management of teir
en"ironmental impact and to te longer-term goal of de"eloping a sustaina,le
,usiness) !nile"er 6ill 6or& in partnersip 6it oters to promote en"ironmental care2
increase understanding of en"ironmental issues and disseminate good practice)
Inno*at%on
'n its scientific inno"ation to meet consumer needs te# 6ill respect te concerns of
teir consumers and of societ#) Te# 6ill 6or& on te ,asis of sound science2 appl#ing
rigorous standards of product safet#)
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Co-pet%t%on
!nile"er ,elie"es in "igorous #et fair competition and supports te de"elopment of
appropriate competition la6s) !nile"er companies and emplo#ees 6ill conduct teir
operations in accordance 6it te principles of fair competition and all applica,le
regulations)
B$s%ness %nte'%t0
!nile"er does not gi"e or recei"e2 6eter directl# or indirectl#2 ,ri,es or oter
improper ad"antages for ,usiness or financial gain) (o emplo#ee ma# offer2 gi"e or
recei"e an# gift or pa#ment 6ic is2 or ma# ,e construed as ,eing2 a ,ri,e) An#
demand for2 or offer of2 a ,ri,e must ,e re%ected immediatel# and reported to
management)!nile"er
accounting records and supporting documents must
accuratel#
descri,e and reflectte nature of te underl#ing transactions) (o undisclosed or
unrecorded account2 fund or asset 6ill ,e esta,lised or maintained)
Confl%cts of %nteests
All !nile"er emplo#ees are e;pected to a"oid personal acti"ities and financial interests
6ic could conflict 6it teir responsi,ilities to te compan#) !nile"er emplo#ees
must not see& gain for temsel"es or oters troug misuse of teir positions)
Co-pl%ance 8 -on%to%n' 8 epot%n'
ompliance 6it tese principles is an essential element in teir ,usiness success) Te
!nile"er Board is responsi,le for ensuring tese principles are communicated to2 and
understood and o,ser"ed ,#2 all emplo#ees) Da#-to-da# responsi,ilit# is delegated to all
senior management of te categories2 regions2 functions and operating companies) Te#
are responsi,le for implementing tese principles2 if necessar# troug more detailed
guidance tailored to local needs) Assurance of compliance is gi"en and monitored eac
#ear) ompliance 6it te ode is su,%ect to re"ie6 ,# te Board supported ,# te Audit
ommittee of te Board and te !nile"er ;ecuti"e ommittee)
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&5& The copoate ob7ect%*es of Un%le*e Ban'la#esh L%-%te#
At te eart of te corporate purpose2 6ic guides !nile"er Banglades in its approac
to doing ,usiness2 is te dri"e to ser"e consumers in a uniue and effecti"e 6a#) Tispurpose as ,een communicated to all emplo#ees 6orld6ide)
!nile"er Banglades deep roots in local cultures and mar&ets around te 6orld gi"e tem
its strong relationsip 6it consumers and are te foundation for teir future gro6t) 't
6ill ,ring its 6ealt of &no6ledge and international e;pertise to te ser"ice of local
consumers J a trul# multi-local multinational)
!nile"er Banglades long-term success reuires a total commitment to e;ceptional
standards of performance and producti"it#2 to 6or&ing togeter effecti"el#2 and to a
6illingness to em,race ne6 ideas and learn continuousl#)
To succeed also reuires2 te# ,elie"e2 te igest standards of corporate ,ea"ior to6ards
e"er#one te# 6or& 6it2 te communities te# touc2 and te en"ironment on 6ic te#
a"e an impact)
Tis is teir road to sustaina,le2 profita,le gro6t2 creating long-term "alue for teir
sareolders2 teir people2 and teir ,usiness partners)
&5)" Bel%efs an# *al$es of Un%le*e Ban'la#esh L%-%te#
&5)5! Un%le*e9s bel%efs"
!nile"er ,elie"e SDirt is ood)S (ot surprisingl# te# are loo&ing for people 6o
arenNt afraid to get teir ands dirt#)
All teir ,rands at !nile"er Banglades a"e a certain connection 6it te consumers)
Among oters2 loseup inspires confidence2 Lu; ,elie"es in star po6er and $urf ;cel
encourages all to learn troug ne6 disco"er# and e;ploration) Te# ,elie"e in all
tese insigts as 6ell) Te# ,elie"e te people 6o 6or& 6it us are confident of teir
capa,ilities2 ,elie"e in noting less tan star performances and of course are not afraid
to 6or& ard at acie"ing goals)
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&5)5& Un%le*e9s *al$es"
Teir di"ersit# as a ,usiness elps tem understand teir ricl# di"erse consumers) But
as a team2 te# a"e common "alues and a sared set of management capa,ilities)
HereCs 6at te# are4
Pass%on to +%n
Because #ou a"e te energ# and dri"e to impro"e ,usiness results2 #ou o"ercome
o,stacles and are prepared to ta&e ris&s) :ou loo& for ne6 opportunities and are ne"er
satisfied 6it te status uo)
B$s%ness foc$s
:ou ne"er lose sigt of te needs of consumers and customers) :ou understand o6
te# are affected ,# trends and use tis &no6ledge to create "alue)
Intellect$al s6%lls
:ou see te N,ig pictureN and can ma&e an o,%ecti"e anal#sis of 6at needs to ,e done
,efore ta&ing action to get tere) :ouNre creati"e? #ou e;plore ne6 approaces and are
alert to ne6 trends and patterns)
People s6%lls
:our leadersip st#le inspires oters to raise teir standards and acie"e am,itious
goals) :ouNre adept at influencing and gaining support from colleagues) :ouNre &een to
understand oters and are an effecti"e team pla#er2 6it a commitment to team
o,%ecti"es rater tan #our o6n interests)
Inte'%t0
:ou a"e integrit#) :ouNre prepared to stand up for #our o6n con"ictions and "alues2
and ta&e difficult decisions tat callenge te norm) :ouNre a,le to learn from #our
mista&es and successes)
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:o6%n' +%th Un%le*e
At !nile"er people 6it energ#2 creati"it# and commitment 6or& togeter to fulfill
am,itious goals) Te passion of teir people is teir greatest strengt) At !nile"er2
te# 6or& togeter to te igest standards of professional e;cellence and integrit# to
ma&e a difference to peopleNs e"er#da# li"es)
People f%st
As a ,usiness2 te# consistentl# ran& among te 6orldNs most admired emplo#ers and
a"e a reputation for putting people first) TatCs ,ecause te# pro"ide opportunities for
all teir people to pursue teir careers goals2 de"elop professionall# and maintain a
ealt# ,alance ,et6een teir professional and personal li"es) Te#Cre committed to
teir people ,ecause te# recognize tat teir strengt comes from teir energ# and
passion) And te# ,elie"e tat di"ersit# ma&es us stronger2 troug indi"iduals
6or&ing togeter to deli"er outstanding results)
M$lt%8local -$lt%nat%onal
Teir ,usiness acti"ities reac rigt around te 6orld2 6it teir local companies
focusing on teir local mar&ets and communities) Teir commitment to de"elopingstrong local ,usinesses ma&es !nile"er uniue J and itCs 6# te# call temsel"es te
7multi-local multinationalC)
&5, Ma7o opeat%onal Depat-ent of Un%le*e Ban'la#esh L%-%te#
Tere are man# operational departments 6ere man# people can ma&e teir careers
6itin and in tis section #ou can find out more a,out tem)
) areer in Brands De"elopment
) areers in $uppl# ain management
3) areer in Human Resources
/) areer in >inance
*) areer in 'nformation Tecnolog#
.) areers in ustomer Management
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&5,5! Caee %n Ban#s ; De*elop-ent
reate2 de"elop and present te ,rand so memora,l# tat it stands out against fierce
competition in te mar&etplace)
Caee %n Ban#s
Brand Building careers are for mar&eting professionals 6o 6ould li&e to ta&e
inno"ati"e leads and gain teir sare of te consumersC 6allet in te local mar&etplace)
B$%l#%n' the ban#
Brand Management is an e;citing profession 6ere one is responsi,le for te gro6t
and profita,ilit# of te ,rand) Te %o, lies in ,uilding and presenting a ,rand so
memora,l# tat it stands out against fierce competition in te mar&etplace) atering
deep consumer insigt2 Brand Managers identif# and define ,rand personalit#) Fn te
one and te# loo& after te ,rands on a dail# ,asis4 planning and organising acti"ities
tat ,oost teir image and increase teir e;posure) Te %o, ,ecomes all te more
callenging in maintaining leadersip positions in a competiti"e mar&et2 as at !nile"er
Banglades most of teir ,rands are mar&et leaders)
Un#estan# cons$-e ten#s
!nile"er identifies consumer trends regionall# and Brand Managers a"e to 6or& 6it
tose insigts and ,uild te ,rand for te local mar&ets
An e4c%t%n' %nteact%on +%th cons$-es
=resenting te e;citing !nile"er Brands to te local mar&et2 te Brand managers 6or&
6it regional de"elopment teams to ,ring more e;citing ,rands to te mar&et2
co"ering a range of inno"ation acti"ities across te entire portfolio)
!nile"er De"elopment team e;plores ne6 ideas ,# gaining consumer insigt2 leading
researc and idea generation and 6or&ing on product design Gprocessing and
pac&aging) Te# are responsi,le for de"eloping cost effecti"e formulations and
pac&aging for te products and de"eloping and impro"ing te processes in"ol"ed in
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teir manufacture) Brand Managers troug acti"ation2 communication and
promotional acti"ities elp to fulfill consumer needs troug te ,rands)
>or Brands and De"elopment functions2 one needs to a"e4
O A real interest in consumers as 6ell as intuiti"e understanding of teir ,ea"iour2
and 6at 6or&s Gand doesnNt in specific mar&ets)
O Eer# strong interpersonal s&ills and te a,ilit# to lead cross functional team)
3O $trong anal#tical a,ilit#)
/O >or tose interested in De"elopment2 tecnical s&ills in areas of 6or& Gpac&aging
de"elopment and process de"elopment)
*O reati"it# inspired ,# a passion for gro6t)
&5,5& Caees %n S$ppl0 Cha%n -ana'e-ent
As one of te 6orldCs largest consumer goods companies2 teir suppl# cain
management is one of te most ad"anced2 efficient and callenging s#stems? from
finding te ra6 materials to deli"ering teir end product)
The 6e0 state'%c #%*e
$uppl# cain is a &e# strategic dri"er in a compan# li&e teirs 6ic produces o"er
one undred $toc& Keeping !nits G$K!s to meet te e"er#da# needs of people
e"er#6ere) =roper planning2 impro"ising =rocurement =rocesses2 >irst Time Rigt
Manufacturing and timel# Distri,ution are crucial strategies tat significantl# affect
te profita,ilit# of te compan#
$uppl# ain is responsi,le for all te stages from sourcing ra6 materials to
deli"ering te end product to te end consumer - a process often referred to as
=lanning2 =rocurement2 Manufacturing and Distri,ution)
Eff%c%enc0 an# o$tstan#%n' se*%ce
'n suppl# cain2 using ad"anced tecnolog# and s#stems2 #ouNll ,e responsi,le for
ensuring tat factories run efficientl# and customers recei"e outstanding ser"ice) 'n
oter 6ords2 #ou 6ould contri,ute significantl# in optimizing te suppl# cain2
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e;pediting inno"ation and meeting efficientl# customer needs) :ou 6ill ,e at te eart
of te process of ,ringing ne6 products to te mar&et2 dealing 6it ,u#ing2
manufacturing2 de"elopment and mar&etingQcustomer management organizations)
Ne+ technolo'%es
Astute sourcing of ra6 materials2 pac&aging and non-production items greatl# reduces
teir ,usiness costs) 'n tis "ital and callenging role #ou 6ill ,e responsi,le for e"er#
interface ,et6een suppliers and te ,usiness) 5it #our colleagues in suppl# cain and
de"elopment2 #ou 6ill pla# a ma%or role in te inno"ation of ne6 tecnologies2 often
in partnersip 6it a supplier) :ou 6ill also need to focus energ# to de"elop intimate
&no6ledge of suppl# mar&ets on a glo,al scale and dri"e troug ne6 6a#s of
6or&ing ,et6een suppliers and te ,usiness)
Cost effect%*e
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O Relationsip and alliance management s&ills
O An entrepreneurial approac to te inno"ation and cost sa"ing opportunities in
suppl# mar&ets
3O Te a,ilit# to 6or& 6it oter ,usiness cultures2 and to organize effecti"e
lin&s ,et6een tem and teir ,usiness
&5,5) Caee %n H$-an Reso$ces
!nile"erCs people are teir most important asset) 'n Human Resources GHR2 #ouCll
support and de"elop tose people2 ena,ling tem to deli"er outstanding ,usiness
performance)
State'%c b$s%ness patnes
=eople in"ol"ed in uman resources are strategic ,usiness partners to all functions
facilitating2 guiding2 and elping in implementing te peopleNs process for gro6t)
Te# pla# ,ot a tactical and a strategic role 6itin e"er# aspect of ,usiness partners2
talent management2 recruiting2 management de"elopment2 training2 remuneration2
communications2 emplo#ee relations2 and 6elfare) Te# also act as arcitects2 of te
organisations and facilitate and e;pedite te de"elopment of indi"idual potential)
1oste%n' lea#esh%p ; 'o+th
'n Human Resources2 one is te ancor for ,uilding organizational capa,ilit#2 "alues
and ,eliefs) :ou 6ill ,e responsi,le for fostering leadersip and gro6t in te
organization)
To do tis #ou need4
O A real interest in o6 people dri"e te ,usiness)
O $trong interpersonal and leadersip s&ills)
3O Te strengt and integrit# to ta&e toug decisions 6en necessar#
/O $trong understanding of te o"erall ,usiness)
*O An interest in coacing and de"eloping people)
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&5,5, Caee %n 1%nance
>inance in !nile"er Banglades Ltd) is a,out ,eing S=artners in Ealue reationS4 itNs
a,out seizing opportunities to create "alue and 6or&ing 6it teir ,usiness teams to
set and deli"er aggressi"e targets)
I-po*%n' o*eall co-pan0 pefo-ance
F"er time #ou 6ill acuire tremendous ,readt and dept in finance s&ills and
,usiness e;perience) :ouNll gain a toroug grounding in teir compan#2 ,ecoming
familiar 6it its processes2 operations and ris&s and elping impro"e o"erall
performance) >rom tere te opportunities are di"erse2 ranging from positions in
ontrolling and 'nternal Audit to Treasur# and Management or >inancial Accounting)
O*e*%e+ of b$s%ness pocesses
A finance manager in !nile"er Banglades is uniuel# positioned to ta&e a ,road
o"er"ie6 of ,usiness processes2 &nitting togeter acti"ities across ,rands and
professions) 5it a deep understanding of all te strategic dri"ers of gro6t and
profita,ilit#2 #ouNll 6or& on o6 te# can cange and de"elop teir ,usiness to
,ecome 6orld class in all tat te# do)
>or >inancial management #ou need4
O $ound ,usiness a6areness? te dri"e to ensure te# get "alue for mone#2 it teir
financial targets and increase teir profita,ilit#? a talent for seeing ,ot detail and
te ,igger picture)
O A pro-acti"e approac to impro"ing te ,usiness and te communication s&ills to
6in support for #our ideas)
3O Te personal commitment to o,tain a professional accounting ualification2 if
reuired2 alongside #our initial de"elopment programme)
&5,5. Caee %n Info-at%on Technolo'0
A career in 'T gi"es at !BL #ou te opportunit# to impro"e te 6a# te# do ,usiness)
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Inno*at%*e technolo'0
As 6ell as loo&ing at inno"ati"e 6a#s of using and managing information2 #ouNll
e;plore ne6 6a#s of ta&ing us to mar&et2 impro"e ,usiness processes and use
tecnolog# to find ne6 6a#s of 6or&ing)
'f #ouNre interested in 6or&ing on a uge range of pro%ects2 a career in 'T at !BL could
,e for #ou) :ou could ,e part of a team de"eloping ne6 6a#s for us to 6or& 6it oter
organisations2 e;ploring ne6 mar&etplaces2 enancing teir connecti"it# 6it teir
distri,utors across te countr# and creating electronic e;canges) :ou could ,e on a
pro%ect team in partnersip 6it a ma%or retailer2 de"eloping a 6e,-ena,led tool for
promotions planning) :ou could e"en ,e part of te teams managing teir o6n
tecnolog# infrastructure)
5ate"er #our role is2 te# 6ill as& more from #ou tan %ust tecnical &no6-o6)
:ouNll need te communication s&ills to elp #our colleagues ma&e te most of #our
teamNs inno"ations) And2 of course2 te#Nll continue to train and de"elop #our tecnical
and ,usiness2 and competenc# s&ill sets)
1o %nfo-at%on technolo'0 0o$ nee#
O Te tenacit# to use tecnolog# to create ,usiness cange)
O ;cellent communication2 interpersonal and influencing s&ills)
3O A igl# logical approac to pro,lem sol"ing)
/O Te a,ilit# to understand tecnolog# and discuss 'T 6it non-tecnical colleagues)
&5,5/ Caee %n C$sto-e Mana'e-ent
Te ustomer Management team is responsi,le for te o"erall sales and distri,ution of
teir ,rands across te countr#) Te# are te ,ridge ,et6een te Brand Management
team and te onsumers)
Ban#s that -eet people=s nee#s
Te ustomer Management team ma&es sure tat te#2 as a compan#2 meet te
e"er#da# needs of people e"er#6ere troug ensuring tat teir ,rands are al6a#s
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6itin te reac of teir customers and consumers) To do so2 pioneering ne6 cannels
of distri,ution2 ensuring "isi,ilit# of teir ,rands troug attracti"e mercandising2
and de"eloping teir distri,utors to enance teir penetration and co"erage are crucial
responsi,ilities entrusted upon teir ustomer Management team)
Relat%onsh%p -a6et%n'
'ncreasing competition and te ad"ent of modern trade as compelled customer
management to sift from STraditional $alesS to STrade Mar&etingS) 5it more trade
sopistication2 te role of ustomer Management is e"ol"ing into Relationsip
Mar&eting 6ere annel De"elopment2 Mercandising2 and Distri,utor De"elopment
pla# a crucial part in &eeping te compan# aead of competition and in outpacing
mar&et cange)
>or customer management one needs4
O reat passion to acie"e targets)
O Eer# strong people management s&ills2 good anal#tical a,ilit#)
3O $trong customer orientation and te a,ilit# to de"elop action plans tat can meet
,ot te needs of teir customers and te ,usiness)
/O Real entusiasm and te pace for competiti"eness at retail)
*O =ractical creati"it# tat focuses on results)
.O Real dri"e to lead a team)
+O 5illingness to 6or& an#6ere in Banglades)
&5." Un%le*e Ban'la#esh L%-%te# at a 'lance
F"er te last four decades2 !nile"er Banglades as ,een constantl# ,ringing ne6 and
6orld-class products for te Bangladesi people to remo"e te dail# drudger# of life) F"er
90I of te countr#Cs ouseolds use one or more of our products)
&5.5! T0pe of b$s%ness
>ast Mo"ing onsumer oods ompan# 6it local manufacturing facilities2 reporting
to regional ,usiness groups for inno"ation and ,usiness results)
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&5.5& Opeat%ons
Home and =ersonal are2 >oods
&5.5) Const%t$t%on
&5.5, Po#$ct cate'o%es
Houseold are Fral are
>a,ric leaning Hair are
$&in leansing =ersonal rooming
$&in are Tea ,ased Be"erages
&5.5. Un%le*e ban#s
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5eel Eim
Lu; $ur f ;cel
Lif e,uo# Re;ona
>air Lo"el# Do"e
=ondNs Easeline
lose !p La&me
$unsil&
Lipton Taaza
=epsodent
lear
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&5.5/ Man$fact$%n' fac%l%t%es
Te compan# as a $oap Manufacturing factor# and a =ersonal =roducts >actor#
located in ittagong) Besides tese2 tere is a tea pac&aging operation in ittagong
and tree manufacturing units in Da&a2 6ic are o6ned and run ,# tird parties
e;clusi"el# dedicated to !nile"er Banglades)
&5.5/ E-plo0ees
!nile"er Fperations in Banglades pro"ide emplo#ment to o"er 02000 people directl#
and troug its dedicated suppliers2 distri,utors and ser"ice pro"iders) 99)*I of !BL
emplo#ees are locals and 6e a"e eual num,er of Bangladesis 6or&ing a,road in
oter !nile"er companies as e;patriates)
!nile"er 6ants to attract te ,est graduates to %oin in teir leadersip actions) Tis
report enligtens 6at t#pe of recruitment opportunities offered ,# !nile"er Banglades
Limited for uni"ersit# students and o6 te students can access tat opportunit#)
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CHAPTER )
L'TRAT!R RE'5
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)5! Def%n%t%on of ec$%t-ent
Recruiting is te process of finding attracting capa,le applicants for emplo#ment) Te
process ,egins 6en ne6 recruits are sougt ends 6en teir applications are su,mitted)
Te result is a pool of applicants from 6ic ne6 emplo#ees are selected)
According to Ro,ins2 Te ideal recruitment effort 6ill attract a large no of ualified
applicants 6o 6ill ta&e te %o, if it is offered) A good recruiting program sould attract te
ualified not attract te unualified) Tis dual o,%ecti"e 6ill minimize te cost of
processing unualified candidates8)
$o recruiting is a process of disco"ering potential candidates for te actual or anticipated
organizational "acancies) Fr from anoter perspecti"e2 it is a lin&ing acti"it#-,ringing
togeter tose 6it %o,s to fill and tose see&ing %o,s)
)5& 1actos Infl$enc%n' Rec$%t%n' Effot
Altoug e"er# organization engages in recruiting acti"it# some do so to a muc larger
e;tent tan oters)
a5 S%(e"
Large organization 6it uge manpo6er 6ill recruit muc more tan smaller
organization)
b5 E-plo0-ent con#%t%on"
'n te communit# 6ere te organization is located 6ill influence o6 muc recruiting
ta&es place)
c5 The effect%*eness of past ec$%t%n' effot"
't so6s itself in te organizationCs istorical a,ilit# to locate and &eep people 6o
perform 6ell) 'f it is effecti"e num,er of recruitment process 6ill ,e fe6)
#5 :o6%n' con#%t%on> sala0 ; benef%t pac6a'e"
Tese influence need for turno"er2 terefore te future recruiting of te organizations)
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e) Go+th of the o'an%(at%on"
Frganizations tat are not gro6ing2 or tose tat are actuall# decline2 ma# find little
need to recruit) Fn te oter and2 organizations tat are gro6ing rapidl# 6ill a"e moreneed of recruiting)
)5& Poss%ble Consta%nts on Rec$%t%n' Pocess
Te pool of ualified applicants ma# not a"e included te 7,estC candidate or te 7,estC
candidate ma# not 6ant to ,e emplo#ed ,# te organization) Tere are fi"e possi,le
constraints 6ic limit te managerCs freedom to recruit)
a5 The %-a'e of the o'an%(at%on"
'f te image percei"ed to ,e lo62 ten te li&eliood of attracting a large num,er of
applicants is reduced) Ten te image of te organization2 tere for2 sould ,e
considered a potential constraint)
b5 Attact%*eness of 7ob"
'f te %o, is unattracti"e2 recruiting a large ualified pool of applicants 6ill ,e
difficult for e)g) position for p)s) since tese %o,s traditionall# appealed to females
6oman a"e a 6ider selection of %o, opportunities) 't as resulted in a se"ere sortage
of secretarial %o,s)
c5 Intenal o'an%(at%onal pol%c%es"
'nternal organizational policies2 suc as =romote from 6itin 6ere"er possi,le8 6ill
gi"e priorit# to indi"iduals inside te organization) $uc a polic# 6ill ensure tat all
positions e;cept entr# le"el positions 6ill ,e filled from 6itin te ran&s) Altoug tis
is promising once one is ired2 it ma# reduce te num,er of applicants)
#5 Un%on e
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suc as p#sical appearance2 se; or religion ,ac&ground) o"ernment ma# impose
restrictions on tese matters)
f5 Rec$%t%n' Cost"
Recruiting ,# an organization is e;pensi"e sometimes containing a searc for long
period of time is not possi,le ,ecause of ,udget restrictions) $o recruiting cost can ,e
one of te important constrain of recruiting efforts)
)5) Rec$%t%n' So$ces
Recruiting is more li&el# to acie"e its o,%ecti"es if recruiting sources reflect te t#pe of te
position to ,e filled) ertain recruiting sources are more effecti"e tan oters for filling
certain t#pes of %o,s) Mainl# te sources can ,e di"ided into t6o 6a#s) Te# are discussed
,elo64
)5)5! Intenal so$ces
Man# large organizations 6ill attempt to de"elop teir o6n emplo#ees for positions
,e#ond te lo6est le"el) (o6 some internal sources are discussed ,elo64
a5 ?ob post%n'"
=osting notice of %o, openings on compan# ,ulletins ,oards is an effecti"e internal
recruiting metod) 't informs emplo#ees a,out openings reuired ualifications
in"ites ualified emplo#ees to appl#) Te notices usuall# posted on compan# ,ulletin
,oards or electronics ,ulletin ,oards or are placed in te compan# ne6spaper)
@ualifications oter facts are dra6n from te %o, anal#sis information) Te t#pes of
candidates ma# appl# ere in eiter of t6o 6a#s-troug G' $elf nomination and G''
Recommendation of a super"isor2 emplo#ees 6o are interested in te posted opening
report to te HR Department appl#)
b5 Depat%n' e-plo0ees"
Departing emplo#ees are tose 6o lea"e te organization ,ecause te# can no longer
6or& te traditional fort#-our 6or&6ee&2 cild care needs2 education or oters are te
common reasons) 'f tis situation is occur ten te emplo#er use Bu#,ac&) Bu#,ac&
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means 6en an emplo#ee resigns to ta&e anoter %o,s te original emplo#er out,ids
te ne6 %o, offer)
)5)5& E4tenal so$ces
'n addition to loo&ing internall# for candidates2 it is customar# for organizations to open
up recruiting efforts to te e;ternal communit#) Tese efforts are discussed ,elo64
a. A#*et%se-ent"
5en an organization 6ises to communicate to te pu,lic tat it as a "acanc#
ad"ertisement in one of te popular metod used) 5ant ad descri,es te %o,2 te ,enefits
and tells tose 6o are interested o6 to appl#) 't is te most popular metod) 't can ,e
placed in te factor# gate or 6idel# dispersed) (ormall# ,lue color %o,s are ad) outside
te plant gate) Te iger te position2 te more specified te s&ills2 or te sorter
suppl# of resources in te la,or force2 te more 6idel# dispersed te ad"ertisement is
li&el# to ,e) Te %o, anal#sis information is a ma%or source of information to place in
te ad"ertisement)
b. E-plo0ee efeals@eco--en#at%ons"
Recommendation from a current emplo#ee) An emplo#ee 6ill recommended if e
,elie"e te indi"idual can perform adeuatel#) mplo#ee referrals also ma# a"e
acuired more accurate information a,out teir potential %o,s) Te recommender often
gi"es te applicant more realistic information a,out te %o, tan could ,e con"e#ed
troug emplo#ment agencies or ne6spaper ad"ertisement)
c. E-plo0-ent a'enc%es"
5e 6ill descri,e tree forms of emplo#ment agencies4 =u,lic or state agencies2 =ri"ate
emplo#ment agencies2 managements consulting firm) Te ma%or difference ,et6een
tese sources is te t#pe of clientele ser"ed)
Gi Public agencies: 't is designed ,ot to elp %o, see&ers to find suita,le
emplo#ment and to elp emplo#ers to find suita,le 6or&er 6itout an# fee) Te
indi"iduals 6o are registered 6it te pu,lic agencies 6ill get te unemplo#ment
,enefits) $o it tends to attract list indi"iduals 6o are uns&illed or a"e ad minimum
training)34
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GPrivate agencies: =ri"ate agencies are ,elie"ed to offer position applications
of a iger cali,er) Te ma%or difference ,et6een tese t6o is tere image. =ri"ate
agencies ma# also pro"ide a more complete line of ser"ices) Te# ma# ad"ertise te
position2 initial screening2 pro"ide a guarantee) Te pri"ate emplo#ment agenc#Cs fee
can ,e totall# a,sor,ed ,# eiter te emplo#er or te emplo#ee2 or it can ,e split) 't
depends on te demand-suppl# situation in te communit# in"ol"ed)
G3 Head hunters/Management consultant: 't is special t#pes of pri"ate emplo#ment
agencies) Te# specialize in mid-le"el2 rare important top le"el e;ecuti"e placement
of te reputed organizations) >ees are paid ,# te emplo#er) 't is considered as unetical
,ecause te# engage 7stealingC) $o it is called ead unters)
d. Te-poa0 helps Se*%ce"
Tese t#pes of different organization can ,e a source of emplo#ees 6en indi"iduals are
needed on a temporar# ,asis) Temporar# emplo#ees are particularl# "alua,le in meeting
sort-term fluctuations in HRM needs) 't does not pro"ide recruits) Te# are a source of
supplemental 6or&ers) Te temporar# 6or&ers actuall# 6or& for te agenc#) During
"acation and pea& season-tese agencies can ,e a ,etter alternati"e)
*) Schools colle'es ; $n%*es%t%es"
5ate"er te educational le"el reuired for te %o, in"ol"es a ig-scool diploma2
specific "ocational training2 or a collage ,ac&ground 6it a ,acelorCs2 masterCs2 or
doctoral degree2 educational institutions are an e;cellent source of potential emplo#ees5
f. Pofess%onal o'an%(at%ons"
't includes la,or unions? operate placement ser"ices for te ,enefit of teir mem,ers)
Te =rofessional organizations include suc "aried occupations as industrial
engineering2 ps#colog#2 accounting2 legal2 academics) Tese organizations pu,lis
rosters of %o, "acancies distri,ute tese lists to mem,ers5
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g. E-plo0ee leas%n'"
5ereas temporar# come into an organization for a sort-term pro%ect2 leased
emplo#ees t#picall# remain 6it an organization for long periods of time) !nder a
leasing agreement2 indi"iduals 6or& for te leasing firm) 5en an organization as a
need for specific emplo#ee s&ills2 it contracts 6it te leasing firm to pro"ide a certain
num,er of trained emplo#ees)
)5, Select%on
$election is te process of select te ,est candidates for te %o, ,# using "arious tools and
tecniues)
According to R)M) Hodgetts2 $election is te process in 6ic an enterprise cooses te
applicants 6o ,est meet te criteria for te a"aila,le position)8
$o 6e can conclude tat2 it is te process in 6ic candidates for emplo#ment are di"ided
into t6o classes? tose 6o are to ,e offered emplo#ment and tose 6o are not)
)5. Test%n' '$%#el%ne
$ome ,asic testing guidelines are follo6ed in selection process 6ic are4
!se tests as supplements
Ealidate te tests for appropriate %o,s
3 Anal#ze all current iring and promotion standards
/ Be6are of certain tests
* !se a certified ps#cologist
. Maintain good test conditions
)5/ Def%n%t%on of %nte*%e+
'nter"ie6ing candidate is a potential screening tool tat gi"es an opportunit# to ma&e
%udgment on te candidatesC entusiasm intelligence to access su,%ecti"e aspects of te
candidatesC facial e;pression2 appearance2 ner"ousness so fort to predict future %o,
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performance on te ,asis of te o,tained information) 'nter"ie6 gi"es #ou a cance to size
up te candidate personall# and to pursue uestioning in a 6a# tat test cannot)
)5 T0pes of Inte*%e+
'nter"ie6s can ,e classified according to structured inter"ie6 and unstructured inter"ie6)
a St$ct$e# %nte*%e+"
't is &no6n as directi"e inter"ie6) 't is an inter"ie6 follo6ing a set of uestion
response are specified in ad"ance)
b Unst$ct$e# %nte*%e+"
't is &no6n as non-directi"e inter"ie6) 't is an unstructured con"ersational- st#le
inter"ie6) @uestion is as&ed as te# come to mind) 't allo6s te inter"ie6er to as&
follo6-up uestions2 ,ased on te candidateCs last statement)
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CHAPTER ,
RR!'TM(T '( !('LER BA(LAD$H
L'M'TD
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,5!" Rec$%tes irst2 !nile"er is suc a ,ig organization tat reuires uge man po6er e"er# #ear for its al6a#s ,oosting
operations in "arious le"el and arena) Ho6e"er for common ,usiness operations te# need
Tree t#pe of manpo6er
) 1esh 'a#$ates as 6no+le#'e +o6e>
) Spec%al%st e4pe%ence# people fo spec%al p$pose
3) People fo S6%lle# an# labo base# e*ents
$o in our discussion 6e 6ill focus on all te tree t#pes)
1esh 'a#$ates as 6no+le#'e +o6e
ommonl# 6e discuss and learn ma%or a,out tis le"el recruitment and selection) Te fres graduatesC
recruitment is in fact te main and ma%or recruitment e"ent for !nile"er)
>rom across te countr# te# get people for teir recruitment) Te uni"ersities in te countr# pro"ide te
people to ,e &no6ledge 6or&er in ,ig organizations li&e unile"er and suc) >or tis te# igl# suit te
,usiness graduates =assed from reputed ,usiness scool or institutes ,ot from countr# and from a,road)
Te discussion is no6 designed as to te follo6ing four terms4
) =ersonnel planning and "acanc# announcement
) (ature of Application form
3) Recruiters ualification
/) cannels of recruitment
*) Recruitment- onstraints and callenges
/)) Pesonnel plann%n' an# *acanc0 anno$nce-ent
Human Resource department eaded ,# Te HRM2 recei"es data a,out need of personnel2 te "acanc#
information is ten anal#zed ,# HRM in colla,oration 6it te finance department 6it financial
feasi,ilit# of te recruitment) After %udging te feasi,ilit# te appro"ed num,er of "acancies is informed
to te %o, mar&et troug strong mass media) As means of media te# use
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Te internet2
O Fnline ,ased %o, portals
O nglis and ,angla ne6s paper
3O Fn campus recruitment
/O >rom 'ntern in"entor#)
/)) Rec$%tes9
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:al6s8 %ns an# +%te8 %ns
5al&s in are %o, see&ers 6o arri"e at te HR department in searc of a %o,? 6rite ins are
tose 6o send a 6ritten inuir#) Bot groups normall# are as&ed to complete an application
,lan& to determine teir interests and a,ilities) !sa,le applications arte &ept in an acti"e file
until a suita,le opening occurs at te !BL) Tese occurs mainl# for s&ill ,ased la,or 6or&erand for part time pro%ect %o,s or contract ,asis program implementing or running %o,
) E-plo0ee efeals
>or lo6er le"el 6or&ers2 !nile"er follo6 te emplo#ee referrals procedures) Tis is te
procedures 6en e;isting emplo#ees refer one ne6 and te ne6 is considered to ,e furter
%udgment) >or "arious dail# operations li&e tra"elling te product carr# and collecting small
mar&et re"enue) !BL needs trust6ort# root le"el 6or&er) Te#2 so follo6 ere te reference
of oter emplo#ee in te organization so tat guaranteeC performs securel#)
) A#*et%s%n'
!BL ne;t to emplo#ee referrals in fact for fres graduates ma%orl# follo6 te ad"ertisement
procedure for recruiting purposes) Te# ad"ertise in te reputed nglis and Bengali (ational
papers) Te# also use te internet for online application)
>or te online recruitment te applicants get Trac&ing (um,er tat is a uniue num,er
automaticall# generated ,# te Fnline $#stem at te time of E su,mission) Te applicant
pro"ides te pass6ord at te time of filling te E >orm) Bot te Trac&ing (um,er and
=ass6ord 6ill ,e needed if one 6ants to editQupdate ones E Fnline) To updating te E isenoug2 entering te trac&ing num,er and pass6ord after clic&ing at te S!pdate ES lin& at te
!nile"er Banglades areer =age)
UFnline do6n loada,le form address is added at te end of te report teV
/) P%*ate place-ent a'enc%es ; Pofess%onal seach f%-s"
!nile"er use se"eral pri"et placement and uman resource management assisting firm for
teir recruitment tose are
-) Te onsumer& tat 6or&s in te Da&a U666)consumer&)comV
)
Te intellectual propert# rigt organization Banglades
U666)ipro,)orgV
3) 1o,scncl)com Da&aU666)%o,s)comV
/)
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E#$cat%onal %nst%t$t%ons ; Pofess%onal assoc%ates
More o"er te organization ta&es its manpo6er from te uni"ersities and educational
institutions across te countr#) Te nation6ide uni"ersities and its important institutes
pro"ide te potential graduates as te emplo#ee of te organization) !nile"er does te same
%o, 6it te ,usiness scools of te countr#2 oter discipline fres graduates ands especial 'Tand engineering graduates passed from reputed engineering uni"ersities of te countr#)
>rom discussion 6it HRM it 6as &no6n tat teir preferred institutions range from 'BA2
B!T2 D!2 K!2 Brac !2 ($!2 A'!B2 1!2 to ittagong !ni"ersit# and suc) Again tis
uni"ersit# campus is often eaded ,# often a panel of associates) Te =rofessor of tese
institutes 6o 6or& for !LB refers or primaril# places te recruitee to central HRM)
*) Intenat%onal ec$%t-ent
$ometimes2 especiall# in importance of cases international recruitment occurs in !LB)
Ho6e"er suc rare e"ents appen if te candidate sta#s in a,road or are 6or&ing ininternational compan# on foreign land) Anoter 6itin te organization recruitment in most
senior post occurs 6it international recruitment process) Te process is done troug -
recruitment) $uc case occurs in inter su, continental recruitment of !('LER 5orld)
,5&5! Intenal ec$%t-ent channel
urrent emplo#ees are a ma%or source of recruits for all ,ut entr# - le"el positions of unile"er
Banglades ltd)) 5eter for promotions or for lateral %o, transfers2 internal candidates alread# J
&no6 te alread# informal organization and a"e detail information a,out its formal policies) 'n
fact for unile"er tis sort of recruitment is occurred onl# 6it especial purpose e;perienced
emplo#ee recruitment) 't is freuentl# occurred in te Brand Management department) >or seniorposts in Brand Management2 emplo#ees recruitment ta&e cannel troug te internal uman
resource in"entor#
1o, posting programs appens in te 6a# tat te Regional $ales Manager R$M in Kulna is
ne6l# appointed on Da&a as te sales cief)
,5)" Nat$e of Appl%cat%on fo-
After getting information2 uge applicants appl# for !nile"erCs entr# le"el posts) Te posts are designed
6it different title for different ,ranc of operation li&e earlier stated . departments for operation -
Brands De"elopment>$uppl# ain management>Human Resources>>inance>
'nformation Tecnolog#>ustomer Management5
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Te application forms are produced o"er internet on online as 6ell printed copies to campus of
different institute) >or all te le"els te form are ali&e) 'nterested candidate for different ,ranc6ill mention te interested field
'n te online tere are different forms one for entr# le"els anoter for e;perienced people) A
dumm# of application form collected from te internet 6ill ,e produced at te end of te report)
Te# ta&e some elp from consumer mar& ltd) A uman resource management and mar&eting
assisting organization of Banglades for teir customized needs of recruitment and selection)
,5, Rec$%t-ent " consta%nts an# challen'es
Recruiters face suc common constraints 6ic are4
) B%asness"
Most of te time2 te organizationCs emplo#ers tr# to appointment teir relati"es2 familiar
person)
) Rec$%te hab%t
A recruiterCs past success can lead to certain a,its) Admittedl# a,its can eliminate time-
consuming decisions tat #ield te same ans6ers2 ,ut a,it ma# also continue past
mista&es or a"oid more effecti"e alternati"es)
3) Co-pet%t%on of talent
Tere is a lac& of "ast talent people in Banglades for te special tas&) Te potential %o,
applicants most of te time canCt meet up !nile"er reuirement) >e6 talent gu#s 6o as
alread# appointed 6it oter multinational compan#) And unile"er need to compete 6it
oter multinational organization to ire s&illed manpo6er)
/) ?ob e
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CHAPTER .
$LT'F( =RF$$ '( !('LER
BA(LAD$H L'M'TD
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$election is te process of select te ,est candidates for te %o, ,# using "arious tools and
tecniues)
'n our countr#2 recruitment and selection process 6or& simultaneousl#) Tose are %oined
term as emplo#ment function of te organization and tis emplo#ment function is stated
ere for !nile"erCs practices)
.5!" Recept%on of appl%cat%on
After accomplising te recruitment process2 !nile"er go to te selection process 6ere
te# start te process 6it te reception of application form filled up troug internet
online form) After scrutinizing te data2 te# select applications for 6ritten test)
.5&" E*al$at%n' efeence an# b%o'aph%cal #ata
At te second stage of e"aluating te data2 te# "erifies te "alidit# autenticit# of te
information presented on te form as 6ell as reference of te emplo#ee troug references)
.5)" E-plo0-ent test
Tis 6ritten test measures te candidates
) Anal#tical a,ilit#
) omputation a,ilit#
3) Eer,al s&ill
/) 5ritten s&ill
*) eneral &no6ledge
More a,o"e .*I mar&s ensures applicants pass)
.5," Assess%n' can#%#ate tho$'h %nte*%e+
Mainl# tree steps are follo6ed in te selection procedure) 'n te first stage te candidates
are in"ited for a "i"a 6it sales and training manager2 Da&a in is ulsan office) A
uman resource manager also e;ist tere) 'n tis "i"a te candidates situation andle
a,ilit# is measured)
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Secon# phase"
't is te "i"a 6it te general sales and operation manager G F$M2 and trade mar&eting
manager )in tis stage indi"idual s&ill is measured) Te uestion tries to measure out te
fitness of te candidate for te post)
Th%# phase"
'n tis stage te applicant face te HRD customer de"elopment team GDT tis pase
measure te applica,ilit# of te applicantsC potential for te %o,s) 'n tese stage 6# te
applicant prefers te !nile"er and 6# it 6ould li&e to %oin te e;pected team) Te
uestions tr# to measure te passion and te trill in te emplo#ees or !nile"er)
.5." Co'n%t%*e ab%l%t0 test
Tere is no recognized cogniti"e a,ilit# test for !nile"er selection process) Ho6e"er2 te
6ritten test troug its anal#tical uestions te dose te cogniti"e test on applicantCs
mentalit#)
.5/" Ph0s%cal ab%l%t0 test
Te p#sical test is administered ,# Apollo Hospital Da&a to measure te H'E2 Hepatitis
B2 or suc man# diseases in its applicantCs ealt and fitness for %o, effort)
.52" :o6 sa-ples
>or some tecnical %o,s !nile"er follo6s te 6or& sample test on particular emplo#ee li&e
te one of >inance and 'T)
.5" H%%n' #ec%s%on
>inall# te e"er# step success ensures an applicant %oin in te !nile"er famil#)
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CHAPTER 2
RFMM(DAT'F( A(D F(L!$'F(
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25! Reco--en#at%on
After going troug te report 6e dra6 some recommendations 6ic are4
) 5e a"e to suggest !nile"er Banglades to arrange on campus8 recruitment) 'n our
sur"e# 6e get a common scenario tat on campus8 recruitment process moti"ates
te student to entusiastic2 creati"e and rigorous) $tudents tr# to so6 e;tra ordinar#
performance and perform teir inno"ati"e ideas) inno"ati"e) Te# come 6it ne6
idea and 6or& ear and soul to accomplis teir tas&) Fn campus8 recruitment
assures students to get a ,etter %o, after completing graduate) As a result 2 it reduces
teir 6aste of time to searc a ,etter %o, and compan# get genius and meritorious
people 6o are ungr# for success and perform teir inno"ati"e acti"ities 6it fullof entusiasm)
) !nile"er entr#-form is so complicated and some information 6ic is as&ed for
appl# is not a"aila,le all time) Fur recommendation to minimize te entr#-form and
ma&e it eas# presentation for all potential applicants)
25& Concl$s%on
Te report as attempted to point out recruitment and selection process in !nile"er
Banglades) Toug tere is no HR department in !nile"er Banglades Kulna regional
office) $o 6e face some little ,it pro,lem to collect te necessit# information) 5e can get
little information a,out recruitment and selection process in !nile"er Banglades) 5e a"e
to communicate 6it !nile"er Banglades ead-office in Da&a) After fe6 refusals2 at last
6e are a,le to collect information from !nile"er Banglades HR department ,ut it curtails
our time duration to prepare a ric full report) 5e also ta&e support ,# some secondar#
reports as 6ell as internet and !nile"er report pu,lication) 5e a"e to ignore some
confidential data)
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CHAPTER /
ANAL3SIS AND 1INDINGS
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/5!" The t0pes of ec$%t-ent %n Un%le*e Ban'la#esh L%-%te#
!nile"er follo6 tree t#pe of recruitment process2 6ic are4
O >res graduates as &no6ledge 6or&er2
O $pecialist e;perienced people for special purpose
3O =eople for $&illed and la,or ,ased e"ents
/5&" The t0pes of select%on %n Un%le*e Ban'la#esh L%-%te#
!nile"er follo6 some selection e"aluation test to select te ,est candidate2 6ic are4
O mplo#ment test
O Assessing candidate troug inter"ie6
3O ogniti"e a,ilit# test
/O =#sical a,ilit# test
/5)" The fe
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BIBLIOGRAPH3
Refeence Boo6s
Dessler ar#2 Human resource management2 0t
edition2 =rentice Hall2(e6 1erse#2 00*
Da"is Keit 6erter 5illiam2 Human resource Management2 *t
edition2 Mcra6 Hall2 (ort America2 99.
Repot
Annual report 003-00/2 !nile"er Banglades Limited)
Intenet
+++5 cons$-e5co-
+++57obscnel5co-
+++5%nno*at%on(en5co-
+++5$n%le*e5co-5b#
Spec%al Than6s"
>erdaus :ousuf2 H)R) ma,nager2 Da&a
Mr) $oai, Amed2 Recruitmetn officer2 Head-oofice2 Da&a
Md) Masudur Raman2 territor# manager2 !nile"er Banglades2
Kulna =)@) Amed2 Media ontract
Ra#sal AmedC Territor# Manager2 Barisal
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5
1