The Human Resources Management (HRM) function includes a variety of activities, and

key among them is deciding what staffing needs you have and whether to use
independent contractors or hire employees to fill these needs, recruiting and training the
best employees, ensuring they are high performers, dealing with performance issues, and
ensuring your personnel and management practices conform to various regulations.
Activities also include managing your approach to employee benefits and compensation,
employee records and personnel policies. Usually small businesses (for-profit or
nonprofit) have to carry out these activities themselves because they can't yet afford partor full-time help. However, they should always ensure that employees have -- and are
aware of -- personnel policies which conform to current regulations. These policies are
often in the form of employee manuals, which all employees have.
Note that some people distinguish a difference between between HRM (a major
management activity) and HRD (Human Resource Development, a profession). Those
people might include HRM in HRD, explaining that HRD includes the broader range of
activities to develop personnel inside of organizations, including, eg, career development,
training, organization development, etc.
There is a long-standing argument about where HR-related functions should be organized
into large organizations, eg, "should HR be in the Organization Development department
or the other way around?"
The HRM function and HRD profession have undergone tremendous change over the
past 20-30 years. Many years ago, large organizations looked to the "Personnel
Department," mostly to manage the paperwork around hiring and paying people. More
recently, organizations consider the "HR Department" as playing a major role in staffing,
training and helping to manage people so that people and the organization are performing
at maximum capability in a highly fulfilling manner.

The Recruitment and Selection process promotes successful hiring decisions

that can truly impact the success of a department or faculty. The selection of a
candidate with the right combination of education, work experience, attitude, and
creativity will not only increase the quality and stability of the workforce, it will
also play a large role in bringing management strategies and planning to fruition.
The purpose of Recruitment and Selection is to match people to work. It is the most
important element in any organizations management of people because it is not possible
to optimize the effectiveness of human resources, by whatever method, if there is a less
than adequate match. So, its a great opportunity of acquiring practical knowledge
about recruiting employees in the bank, this internship report has been prepared.
Selecting people to work for an organization is as important as picking players for
number one team. And getting it right means using a planned and systematic
approach. The main objective of the report is:

To understand the present and future recruitment needs of the

organization.

To identify general practices that SIBL use to recruit and select

employees.

To know about the planning of the recruitment system of SIBL, i.e. how
Bank make plan for recruiting people.

To find out the problem in planning and effective recruitment practices

which affect organizational outcomes.

Social Investment Bank Ltd. (SIBL) became operational on 22 nd November 1995

with a clear manifesto to demonstrate the operational meanings of participatory
economy, banking and financial activities as an integrated part of an Islamic code
of life. It is an alternative concept of Islamic Banking with a unique human face
approach to credit and banking based on interest free economics and financial
transactions and income generating program for the millions of the urban and
rural poor and a profitable investment option for the rich to invest, earn and live in
a better society with greater security and peace at the operational level, SIBL is
operating three-sector banking, such as, Formal, Non-Formal and Voluntary
sector.

2.2. Mission and Vision of SIBL:

Mission
High quality financial services the latest technology.
Fast, accurate and satisfactory customer service.
Balanced & sustainable growth strategy.
Optimum return on shareholders' equity.
Introducing innovative Islamic Banking products.
Attract and retain high quality human resources.
Empowering real poor families and create local income opportunities.
Providing support for social benefit organizations - by way of mobilizing
fund and social services.

Vision
Social Investment Bank Ltd started its journey with the concept of 21 st Century
Islamic participatory three sector banking model: i) Formal Sector- Commercial
Banking with latest technology ii) Non-Formal Sector - Family Empowerment
Micro-Credit & Micro-enterprise program and iii) Voluntary Sector - Social Capital
mobilization through CASH WAQF and others. Finally, "Reduction of Poverty
Level" is our vision, which is a prime object as stated in Memorandum of

Association of the bank with the commitment "Working Together for a Caring
Society".

Organ gram of Social Investment Bank:

Board of Directors
Managing Director
Deputy Managing Directors
Executive Vice President
Senior Vice President
Vice President
Senior Asst. Vice President
Asst. Vice President
First Vice President
Senior Executive Officer
Executive Officer
4

Senior Officer
Officer

Junior Officer

Recruitment & Selection:

Recruitment is the process of identifying and attracting potential candidates from
within and outside an organization to begin evaluating them for future
employment. Once candidates are identified, an organization can begin the
selection process. This includes collecting, measuring, and evaluating
information about candidates qualifications for specified positions. Organizations
use these processes to increase the likelihood of hiring individuals who possess
the right skills and abilities to be successful at their jobs.

3.2. Prerequisite of Recruitment and Selection:

Job analysis is the prerequisite for recruitment and selection which is revealed in
the following chart:

Job Analysis

Job Description &

Job Specification

Recruitment &
Selection

Performance
Appraisal

Job Evaluation

Training
Requirement

Job Analysis:

Job analysis is the procedure for determining the duties and skill requirement of a
job and the kind of person who should be hired for. Job analysis includes Job
description and job specification.

Job Description (details of the role):

A job description is a key document in the recruitment process and must be
finalized prior to taking any other steps in the process. It should clearly and
accurately set out the duties and responsibilities of the job and must include:

The job title (which must be sex neutral)

The location of the job i.e. department/faculty/division/research group

Grade of the post

The post to whom the post holder is responsible

Any posts reporting to the post holders.

Main purpose of the job

Main duties and responsibilities

Any special working conditions (e.g. unsocial or shift working patterns,

the requirement for clinical posts to obtain health clearance, the
requirement for a criminal record check).

Items that should be included in job descriptions are:

A note that indicates that as duties and responsibilities change,

the job description will be reviewed and amended in consultation with
the post holder.
An indication that the post holder will carry out any other duties
as are within the scope, spirit and purpose of the job as requested by
the line manager or Head of Department/Division.

The language in job descriptions should:

Avoid jargon and unexplained acronyms and abbreviations.

Be readily understandable to potential applicants for the post.
Avoid ambiguity about responsibilities and be clear about the post
holders accountability for resources, staff, etc.

Many methods are used to analyze jobs. Some of these are outlined below:
Methods used to analyze job
1. Interview

Description
Using pre-prepared questions, talk with the
job holder about what is done and why.

2. Questionnaires

Standard form questionnaires are often

used. The analyst should be aware that
people often exaggerate their jobs to
impress their bosses. People are less
likely to do this face-to-face.

3. Workshops or group discussions

Small group discussions can be useful. But

the discussions should be on what the job
is not what it should be.

4. Observation

The jobholders are watched at work and

activities are recorded. The drawback is
that this is time-consuming and may make
the jobholder feel uncomfortable.

5. Diary/time log

The jobholders are asked to keep a

detailed record of activities during a set
period, e.g. a week, and the time spent on
each of them. What is actually done may
be different from what people think is done
or should be done.

Sources of candidates:
1. Internal Recruitment:
Internal appointments cost less and they signal to staff that there are
opportunities for growth and development. Opportunities for advancement may
not come up often, so staffs are likely to welcome an internal appointment. It will
also give the organization a better return on its investment in the recruitment and
training of employees. Generally bank can make recruitment or can fill a vacancy
from internal sources by various means such as:
Re-organization
Staff transfers or promotion

Job sharing
Flexible working
Computerization
Job posting and bidding, etc.

2. External Recruitment:
Identifying Candidates:
A successful recruitment campaign is not one that produces the largest number
of applicants. This suggests the net has been cast too wide and the job
described too broadly. A better objective, especially for the busy chief executive
of a small organization, is to produce a small number of applicants who can do
the job and who would fit in.
The following factors need to be considered:

 The nature and requirements of the job and the likely number of
candidates.
How much an organization can afford to spend on newspaper advertising,
agencies or consultants, and other recruitment-related costs.
How willing or able the organization is to assist with relocation for an outof-town appointee.

Sources of external candidates will include:

Sources of external
Description
candidates
Referrals from
Existing employees or volunteer workers may know
employees or volunteers people who are interested. There can be no
guarantees that these applicants will get preference
over others, but they offer some advantages.
They are already known to a member of the
organization and that person can provide comments
and assessments. The person who makes the referral
will probably help sell the organization to the
applicant and if the applicant is appointed, will support
that person in the job.

Sources of external
candidates
Former employees and
volunteers

Previous applicants

Description
The organization/company needs to ensure that
the employees leave for positive reasons and they
have good relationships with the people of the
organization. If so, they could make useful and
supportive employees.
People who have previously applied and missed
out may still be interested in joining the
organization. If so, they can be invited to apply.
9

Other organizations

A few telephone calls might identify suitable

candidates.

Employment agencies

Recruitment agencies, management consultants

and executive search firms all offer fee-based
services to help organizations recruit and select
employees at various levels.

Public employment
agencies

They can also help to find the right candidates.

Employment agencies

Electronic recruitment is increasingly common.

Each site works differently, so an organization
needs to check for one that suits its situation.
Advertisement can given on own internet site.

Internet recruiting

Advertising in newspapers and less often, in

magazines and on radio is the most frequent
method of external recruiting. It can be expensive,
depending on the publications used, the size and
style of advertisement and the number of
insertions.

. Recruitment and Selection Process in Brief

STAGE 1 ANALYSIS OF NEED
1. When an individual tenders their resignation, the manager must first
complete a termination form; forms are available as controlled stationery
from the department. The manager should also forward an exit
questionnaire to the staff members home address. The employee should
return this to Human Resources.
2. It is then important for the manager to review the post, job outline and
associated skill mix.
3. If from the above, there is a change in the established post i.e. grade, or it
is a new post, i.e. following a service change, the Manager must complete
a Variation of Establishment Form. This has to be agreed and signed off
by the appropriate members of the Directorate Management Team and the
changes notified at the next available directorate meeting.
STAGE 2 DECISION TO RECRUIT

10

1. When the decision has been made to recruit to the post the appropriate
forms within the recruitment pack must be completed.
2. All posts are required to have a job outline and person specification. Job
outlines should be reviewed if a post becomes vacant. It is not sufficient
to just resurrect the previous job outline. All job outlines and person
specification must be typed prior being sent to the department.
3. The manager is also required to draft an advertisement for all types of
advertising e.g. newspaper, web/internet, etc; using the appropriate proforma, adverts must be typed prior to being sent to the department.
4. At this point the panel is to be selected as per the selection arrangements.
At least one member of the panel needs to have received the
Organizations Recruitment and Selection Training.
5. All documentation should then be forwarded to Human Resources for
placing advert.

6. On receipt of the documentation, HR will complete the receipt to inform

the recruiting manager of the job reference number, the date of
publication, the closing date and the HR contact for the vacancy.
STAGE 3 REDEPLOYMENT
1. Upon receipt of the documentation, Human Resources will be able to
identify if there is a need for the post to be held for any possible
redeployment requirements for existing staff (i.e. ill health rehabilitation),
or any other at risk areas that may be identified. This will be discussed
with Human Resources Manager responsible for the post.
STAGE 4 ADVERTISING
1. Advertisements will also be placed, if appropriate, in web, newspapers etc
via the HR department with the organizations advertising agency.
2. Time permitting, the appointing Manager will be required to agree the copy
advert and associated costs prior to confirmation of the advert with the
agency.

11

3. Human Resources will prepare a job file, recruitment pack, and send out
the packs upon request based on information provided by manager on the
Vacancy Approval & Advertising Details Form.
4. Once the closing date has been reached, Human Resources will forward
the original application forms (with short listing and interviewing codes
attached) directly to the recruiting manager for short listing to take place,
HR will include a the blank Interview. Arrangements Form and short listing
form is also enclosed as guidance for the short listing panel.

STAGE 5 SELECTION
1. The panel undertakes the short-listing process (this must include at least 2
Members of the proposed interview panel)
2. The Interview Arrangements Form is to be completed and forwarded,
along with all the original application forms, to Human Resources (the date
for interview should allow at least two weeks for notification, from the date
of receipt in HR). If the panel information has not already been sent, this
should also be included.
3. The appointing manager must complete an interviewing/short listing codes
list, which is attached to each application form. This should be completed
for all unsuccessful applicants for monitoring purposes. This must be
done at both the short listing and interviewing stages.
4. Human Resources send letters out inviting candidates for interview as
appropriate.
5. The short-listed applications along with a panel letter informing of the
schedule of attendees, an offer form and the job outline/person
specification for the post will be forwarded to the chair of the interview
panel prior to the interview date. All other panel members will be sent a
schedule of the interviews only.
6. The day before/day of the interview, HR will telephone the recruiting
manager to confirm the attendance of the candidates.

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7. All interviews should include the use of a scoring system as a

measurement tool to aid the panels decision. An example-scoring sheet
can be found in appendix.
8. Interviews take place.

STAGE 6 APPOINTMENT
1. Following the interview, a decision on who to appoint to the post will be
made.
2. The recruiting manager should complete the offer form and then telephone
the successful candidate with a provisional offer. The manager must also
gain permission for HR to request references. The manager
must state that the offer is subject to references, occupational health
clearance and if applicable, criminal records check. Successful candidates
should be informed that they should not hand in their notice to their
present employer until the appropriate checks have been sought and the
offer has been confirmed in writing and a start date given.

3. The recruiting manager should also telephone the unsuccessful

candidates to inform them that their applications have been unsuccessful
on this occasion.
4. The manager should complete the interviewing codes for the successful
and unsuccessful candidates and then return all the original application
forms and the offer form to Human Resources. All other copies should be
destroyed.
5. Once HR has received the documentation to offer the post, an offer letter
can then be sent out to the individual confirming the provisional offer. The
individuals employment references will be requested at this point.

13

6. Human Resources will also confirm in writing to all the unsuccessful

candidates that unfortunately that their applications have been
unsuccessful.
7. Human Resources will then close the job file. A personal file will be
opened and all information for the appointed person will be forwarded to
the manager. On receipt of the employment references and occupational
health clearance, these will be logged and then forwarded to the
Appointing Manager.
8. Guidance for managers on references is available via Employment
References Guidance notes for managers. Two references should be
received for anyone appointed externally, one of which should be the most
recent employer. A minimum of one reference required for internal
candidates.
STAGE 7 PRIOR TO COMMENCEMENT
1. It is the mangers responsibility to ensure that references have been
received or to chase any further information required i.e. outstanding
references. Additional advice and support can be obtained from the HR
management team.
2. Once all the information/checks have been received and are satisfactory,
the manager can agree a start date with the appointee and must confirm
this in writing enclosing the arrangements for the new employees first day
of employment.

Flow chart of recruitment and selection policy and

procedure:
On the basis of discussion the recruitment and selection policy and procedures of
SIBL can be summarized as per model given below:Vacant post identified and reviewed
Decision to fill vacancy made
Prepare job description
Prepare person specification
Write job advert

14

Submit to monitoring group

Advertise
Decide selection panel
Receive application forms
Short listing by designated selection panel
Inform short listed candidates about interview dates, date for the selection test (where applicable)
and any other details
Take up references of short listed candidates
Panel preparation for interviews
Conduct selection interviews/tests
Make decision to appoint successful candidate
Undertake appropriate checks and administrative procedures
Inform successful candidates about the selection decision
Arrange for contract to be issued
Successful candidate commences duty

4.5. Recruitment and SelectionPolicy and Procedures:

1. Statement of policy:
1.1 The bank aims to attract, at reasonable cost, as wide a group of suitably
qualified and experienced people as possible and to appoint the right person to
each job, using a fair and consistent method of recruitment and selection.
1.2 Equal opportunities in recruitment and selection: Bank operates and
equal opportunities policy and is committed to appointment based solely upon job
related merit and ability. The procedure has been established to ensure a fair and
consistent approach. The only exception to this is where vacancies are to be
filled by redeploying existing employees.
2. The recruitment policy of SIBL should be as under:
The policy is based on 5-point guidelines on fixed percentage basis where its
threshold is opened for: -

15

i) Utilization of surplus labor of the society in its three sectors using concept of
social fellowship programs and opportunity cost.
ii) Appropriate use of surplus pool of talents in Bangladesh. (50% to 70% staff
should be drawn from this talent pool)
iii) Experienced / honest and dedicated pool of conventional Bank both Islamic
and secular banks. (20% to 25% of the staff for all new branches may be drawn
at this source.)
iv) The pool of retired personnel: the pool of wisdom (10% of the staff ca be
taken from this pool) and
v) Pool of eminent socially committed people (5% of such people can act as
honorary consultant/advisors)
The following six points which shall be considered by the interview committee so
constituted by the board for recruiting the future manpower of the bank.
a. Conventional bankers:

40% be filled up through recruitment from

experienced bankers and rest by promotion
subject to fulfillment of banks criteria and need.

b. Wisdom pool:

Preferably one/two officers in each branch might

be selected from wisdom pool.

c. Residency officer:

100% should be directly recruited.

d. Women/ ladies:

One or maximum 2 (two) ladies (preferably local

candidates) be selected for each branch.

e. Assistant Officer- I & II:

50% should be filled up by promotion and 50%

through recruitment from amongst experienced
bankers subject to availability.

f. MCG-Grade-II:

100% should be directed recruited on early

contract basis.

Drivers, messengers-cum- guard and cleaners etc. will be appointed on contract

basis but renewable on yearly basis subject to satisfactory job performance.
Their services might be absorbed after completion of 5 (five) years continuous
service in the bank with satisfactory performance.
3. Direct recruitment will be made at the entry points of the following
grades:

16

Residency Officer or equivalent.

Social Officer (residency or probationer)
Asstt. Officer Grade-II( General/ Technical)
Asstt. Social OfficerGrade-II.
Asstt. Field OfficerGrade-II.
Driver Grade-II or equivalent.
MCG-Grade-II or equivalent.
Mali / Cleaner.

4. The Board of Directors may, however, as its discretion, recruits persons

directly in the grades as and when required.
5. Recruitment will be made purely on merit basis.
6. Criteria for recruitment:
6.1. Residency Officer:

Master Degree or equivalent degree with at

least 9 points from a recognized University in
any subject of Commerce or Economics,
English, Mathematics/ Statistics, Public
Administration,
Journalism
&
Mass
Communication,
International
Relations,
Sociology/ Social Welfare, Arabic, Bengali
Literature, Islamic Studies, Kamil, B.Sc (Ag.)/
M.Sc. (Ag.), Graduate Engineers, MBBS (For
doctor cadre), MBA/ ICMA/ CA etc.
The criteria of 9 points may be relaxed to 8
points for recruitment of residency officer with
Information Technology (IT) background
provided the candidate is having qualification
of minimum 1 (one) year diploma course.

6.2. Asstt. Officer-Grade-II:

At least Bachelor Degree with 7 points

from a Recognized University.

6.3. Asstt. Officer-Grade-II:

(Technical)

At least Bachelor Degree with 6 points

from a Recognized University.

6.4. Asstt. Social Officer-Grade-I I : At least Bachelor Degree with 5 points

from a Recognized University.
6.5. Asstt. Field Officer-Grade-II:

At least H.S.C with 4 points from a

Recognized Board.

17

(Calculation of points : 1st Class /

division = 3 points, 2nd Class / division
= 2 points, 3rd Class / division = 1
points)
6.6. Driver- Grade- II or Equiv.

: At least Class Eight and minimum 5

years driving experience with Driving
License.

6.7. MCG-Grade-II or equiv/.

Mali / Cleaner.

: At least S.S.C

7. Age limit for direct recruitment of Residency Officer, Social Officer

(Residency/ Probationer), Asstt Officer-II, ASO- II, AFO- II< MCG- II,
Driver-II, and Mali/ Cleaner will be maximum 30 years.
8. The Board reserves the right to appoint any person at any level of the
bank on contract basis.
9. Approval to fill a Vacancy:
The following protocol is followed for employment at all levels:
i) Newly created positions:
Concerned Department Head submits an organization change request
form and completed requisition form to HR.
HR compares requisition with manpower plan and budget.
HR submits proposal to the Board of directors for review/ approval on the
new recruitment.
Department Head drafts the job description form & person specification
form in consultation with HR.
ii) For filling up an already approved and budgeted position:
Department Head submits completed personnel requisition form together
with job description & person specification form.
HR analyzes the personnel requisition and compares with current
workforce from approved organogram and job inventory.
10. Internal and external notification and vacancies:

18

HR makes internal and external notification and advertisement of the

approved job vacancies.
a) For internal recruiting:
Internal recruitment and placement is practiced as far as possible :
HR advertises internally about the vacant position(s) through the
companys e- mail system.
Employees should have at least six months in their present positions as of
vacancy announcement date to be eligible for applying for a higher-grade
position. An employee should also perform minimum six months before
they apply for a lateral transfer.

Employee consults with supervisor and / or department head to obtain

permission to participate in the selection process and to seek feedback on
her/ his readiness for the position vacant along with advises or
recommendations, if any.
Department Head either rejects the proposal showing appropriate ground
or accepts it by issuing a no objection certificate granting permission to
the employee in question to participate in the process.
b) For external recruiting the HR tries out following sources:
Employee referrals, University/ campus recruitment, own head hunt.
Advertising in newspaper and/ or other media. HR decides on a case by
case basis in consultation with the requesting department head on the
advertising strategymedia selection/ mix, advertising cost and productivity
and employer branding (or anonymity) approach of the content.
Employment agency and executive search/ head hunting firm.
Web enabled application systems or job portals.
11. Initial screening:
Upon receipt of applications, HR performs initial screening of candidates based
on parameters / criteria jointly developed by the Department Heads and HR.
Head of concerned department and HR jointly develops parameters/
criteria of evaluation.

19

 The department head may make variation to the criterion part with HR
vetting.
Based on parameters / criteria developed HR does the first phase
screening.
12. Selection committee:
Selection committee is formed. Composition of the selection committee is as
follows:
Position

Members of Selection Committee

AVP, SVP

Board of Directors

Probationary Officer

Management, Board of Directors,

Chairman, Shariah Board

Initial Level (Junior Officer)

Managing Directors

13. Written test for short-listing:

In case of a long list of candidates upon initial screening, HR conducts written
test as a secondary-screening tool. Written test is conducted for positions up
to the probationary officer.
Test format is drafted by the bank or through any other competent
institution / agency capable of undertaking such responsibility and
reviewed by the selection committee for clarity, fairness and relevance. The
test format is treated confidentially prior to administering the tests.
HR sets a minimum qualifying mark/ cut-off score for the test. The
qualifying marks in written test will be at least 50%.
The answer script will be got examined by the professionals of the bank or
by any other persons/ institutions/ agency capable of undertaking the
responsibility.
HR prepares short-list of candidates based on the result of the test.
14. HR and department head may jointly decide to employ other tools i.e.
leaderless group discussion, learning style inventory, personal profile
analysis etc. if deemed necessary for fine tuning the selection.
15. Interview:

20

a) HR arranges interview of short-listed candidates.

b) The selection committee (interview board) plans the type of standard
questions to be asked as well as a strategy about who asks which questions.
The selection committee may ask candidates salary expectations and
document the response, but the committee may only discuss salary and
benefits package in general terms.

16. HR prepares approval paper on successful candidate for approval/

review/ vetting by appointing authority.
17. Reference check:
HR conducts reference check for positions up to executive level. On the basis of
a positive feedback from the referees, the recommended candidates are invited
for discussion on possible employment.
HR sends the candidates for medical check-up, which is performed by a
competent and certified medical practitioner appointed by the company.
18. Appointment:
A. HR prepares employment offer letter to be sent to successful candidates
within one week from the date of approval.
B. Offer letters are signed by the Board of directors or chairman.
C. The offer letter to candidates includes the following:

Offered position
Offered salary & break up
Placement
Date of appointment
Instruction and time frame for acceptance of offer
Brief description of employment terms and conditions

D. Offer letter is considered invalid if candidate does not reply within fifteen
days of issuance of such letter.
E. Company does not pay any expenses involved for traveling by the
candidates for exam or any other related purpose.
21

F. If the candidate accepts offer, HR continues with the process. In case of

non-acceptance, HR offers next candidate in the list.
G. Selected person reports for duty.
a. HR administers orientation of new recruits which includes:
Company mission, vision, objectives and values
Overview on SIBLs organization structure
Overview on department candidate will be placed
Terms and conditions of employment
Relevant procedures
b. Selected person submits relevant document for personal file.
c. Selected person fills up Personal Data Form.
d. HR opens personal file containing the following items:
Completed Personal Data Form
Certificates of educational qualification
Photograph
Curriculum Vitae
Approval of appointment
Offer Letter.
Acceptance letter.
Placement letter (If any)
Nomination paper filled in by the candidate for PF, Gratuity etc.
Other relevant documents
H. Selected person reports to respective department.
I. HR sends a copy of appointment letter to finance department and also
informs them on the actual date of joining.
19. Probationary period:
The employees entering the service of the bank shall at the time of their
appointment, sign agreements in such forms as may be specified by the Board:
The employee shall sign an undertaking and oath of allegiance to the
corporative objectives of SIBL. This is obligatory for all employees.
On entering the service of the bank, each employee shall sign the
declaration of fidelity and secrecy in the form specified by the bank.

22

 An employee may be required to serve at any time at any place in

Bangladesh.
Quantifiable and non quantifiable performance in terms of (i) successful
accomplishment of ones present assignments (ii) deposit mobilization (iii)
contribution to institutional development will be observed.

20. Confirmation the job after probationary period:

HR processes confirmation of employees upon successful completion of
probationary period.
(a) Employee is due for confirmation upon working six continuous months for the
company, unless otherwise mentioned in the appointment letter. Procedure of
employee confirmation is as follows:
HR issues new employees confirmation form and probation period
performance appraisal forms to respective supervisor/ department head
one month prior to the confirmation date.
Supervisor/ Department head returns the completed form within 15 days
from date of receiving the same.
HR prepares and issues letter of confirmation if the employee is to be
confirmed and letter of extension of probation, early confirmation or letter
of termination if the employee is not to be confirmed.
(b) The Management shall have the discretion to either extend or shorten the
probation period depending on the performance and competence of the
employee concerned.
STAGE 8 COMMENCEMENT OF EMPLOYMENT
1. On the first day of employment with the organization, it is the responsibility
of the mangers to meet with the individual and complete the appropriate
commencement documentation, issue a Contract of Employment which
can be found in Contract of Employment section in HR policies and
procedures (if it is not possible to issue contract on the first day, this must

23

be issued within 8 weeks of commencement) and commence the

corporate and departmental induction process.

24