A Survey Analysis of Recruitment Process A CASE STUDY ON

YOUR PARTNER FOR GROWTH

A Survey Analysis of Recruitment Process: A CASE STUDY ON

JAMUNA BANK LIMITED
YOUR PARTNER FOR GROWTH

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TABLE OF CONTENT

Serial No.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Particulars
Acknowledgement Executive Summary Orientation of the Study An over view of Jamuna Bank Ltd Banking Scenario in Bangladesh General Banking Remittance Cash receipt Q- Cash Customer Survey Report Summary of Findings Recommendation Conclusion Bibliography Appendix

Page No
07 08 09-10 11-17 18-19 20-24 25-33 33-38 39 40-66 67 70 71 72 73

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Acknowledgement
It gives me immense pleasure to thank a large number of individuals for their cordial cooperation and encouragement who have contributed directly or indirectly in preparing this paper. The Department of Business Administration, East West University helps me to get the opportunity to do the internship in Jamuna Bank Limited, Foreign Exchange Branch. I convey sincere gratitude to my Supervisor Senior Lecturer & Assistant Proctor Mr. Md. Arifur Rahman, Department of Business Administration and North South University. Particularly I would like to acknowledge gratefully to Mr. M A Salam, Senior Executive Vice President (S.E.V.P & Branch In charge), Mr. Md. Pervez Hossain A.V.P, Mr. Mohammad Faisal J.A.V.P, Mr. Muhammad Shamsul Alam F.E.O. Mrs. Nasreen Ara J.A.V.P, Mrs. Sufia E.O, Mr. Md. Jalal Uddin Haider F.E.O, Mr. Mohammad Mahmubub Paramanik F.E.O, Mr. Mohammad Moyeez F.E.O, Mr. Mohammad Mashok F.E.O, Mr. Mohammad Morshed F.E.O, Mrs. Nilufar Yesmin Officer, Mrs. Jesmin Akhter Officer Cash, Mrs. Halima Khatun Officer Cash, Mr. Harun Or Rashid Officer Cash who helped me very much to complete my work smoothly in Jamuna Bank Limited, Foreign Exchange Branch.

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Executive Summary
General Banking provides the foundation of banker- customer relationship. This is an era of keen competition among Banks. It is the most important and preliminary work of a bank. The regular service given to customers such as depositing or drawing money, selling of instruments to them for remittance purpose, collection of instruments, providing other ancillary services to keep the customers satisfied. "The Overall Banking Operation of the Jamuna Bank Limited” is my assign project. So, I am working in the Different Divisions. Lending is the core function of commercial bank. For a bank, good loans or credits or advances are most profitable assets. The largest portion of operating income is derived from lending. A commercial bank usually wins over its competitors only on the quality and quantity of lending. It is therefore, indispensable for a bank to have a well thought policy for executing its lending its lending operation. Foreign trades refer to the trade between the different sovereign nations of countries. Foreign trade mainly categorizes into export trade and import trade. For development of the economy in a country foreign trade is important. Financial institution like bank can help the foreign trade of a country through financial accommodation to the foreign trade.

The performance of the Jamuna Bank Limited as a whole is said to be quite standard.

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Orientation of the Study
Origin of the Study:

This is the last part of BBA program. As a professional degree, it is essential to fulfill all the requirements the program demanded. Only after preparing & submitting the report this program becomes completed. Ascertainment of the Dean, Department Of Business Administration of East West University, I compare this report from my practical experience I earned at the time of my internship (14th January 07 to 15th April 07) in JBL at Foreign Exchange Branch; which should be submitted on 2007.
Back -ground of the Study:

After completion of 120 (One hundred twenty) hours BBA program demands a report on practical experience. To fulfill this requirement every school of business arrange a program of internship. Here we get a chance to apply our theoretical knowledge that we acquired from class lectures, books, journals, case studies, seminar, project, workshop etc and compare them with practical settings.
Purpose of the Study:

This is the most essential part of BBA program. This report is prepared as the final term paper of the degree.
Objective of the study:

The ultimate objective of the study is to gain real life exposure in the banking sector get a clear idea about banking operations. i.e.

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1) Building habit of work and learning responsibility on the duration of internee. 2) Gaining knowledge about a banks source of fund. I.e. how a bank collect money from different sources. 3) What the implication of that fund. i.e. in which sectors a bank invest As funds and 4) Matching himself with new people & environment.

Scope of the Study:

Jamuna bank is a very new bank in the private sector. This report is a model of the banking service provided by JBL.

Methodology of the Study: I tried to use both primary and secondary data. That I have gathered from different sources. Primarily I got some data from face-to-face speech of different employees of JBL at Foreign Exchange Branch and some from different reports and features of the bank. At the time of my internship period I observed different parties and their transactions from a very close eye. All of these observations and data are included in this report.

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Limitation of the Study: I have faced a few limitations to prepare the report. These are: # It is very difficult to provide any specific example from any file about certain document, as the matter is very sensitive for the client as well as for the bank. # As a financial organization, a bank has some restriction to serve all the real data of the bank to the general people. # Insufficient time.

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AN OVERVIEW OF JAMUNA BANK LIMITED
Jamuna Bank Limited (JBL) is Banking Bank registered under the Companies Act, 1994 with its Head Office at Printers Building (2nd & 8th Floor), 5, Rajuk Avenue, Dhaka-1000. The Bank started its operation from 3rd June 2001. Jamuna Bank Limited is a highly capitalized new generation Bank with an Authorized Capital and Paid-up Capital of Tk.1600.00 million and Tk.429.00 million respectively. By June 2007 the paid up capital of the Bank will be doubled. Currently the Bank has 23 (Twenty Three branches: 09 in Dhaka, 04 in Chittagong, 03 in Sylhet and 02 in Naogoan, 01 in Munshigonj, 01 in Narayangonj, 01 in Bogra, 01 in Dinajpur, 01 in Gazipur (including three Rural Branches). More branches will be opened soon. The Bank undertakes all types of banking transactions to support the development of trade and commerce of the country. JBL's services are also available for the entrepreneurs to set up new ventures and BMRE of industrial units. Jamuna Bank Ltd., the only Bengali named new generation private commercial was established by a group of winning local entrepreneurs conceiving an idea of creating a model banking institution with different outlook to offer the valued customers, a comprehensive range of financial services and innovative products for sustainable mutual growth and prosperity. The sponsors are reputed personalities in the filed of trade, commerce and industries. The Bank is being managed and operated by a group of highly educated and professional team with diversified experience in finance and banking. The Management team is headed and led by Mr. S.A. Chowdhury who is the only person of the country having experience in working as Managing Director/CEO of five different banks. The Management of the bank constantly focuses on understanding and anticipating customer’s needs. The scenario of banking business is changing day by day, so the 10

bank's responsibility is to device strategy and new products to cope with the changing environment. Jamuna Bank Ltd. has already achieved tremendous progress within only two years. The bank has already ranked the top out as a quality service provider & is known for its reputation. Jamuna Bank Ltd. offers different types of Corporate and Personal Banking Services involving all segments of the society within the purview of rules and regulations laid down by the Central Bank and other regulatory authorities.

THE MISSION STATEMENT: To become a model banking institution in offering to valued customers, both depositors and borrowers, a comprehensive range of financial services and tailor-made products for sustainable mutual growth and prosperity.

CAPITAL STRUCTURE AND CORPORATE PROFILE: Jamuna Bank has a sound capital base. Its Authorized Capital is Tk. 1600 million. It started its journey with a paid Up Capital of Tk. 429 million. The Registered office of the Bank is in Dhaka, Bangladesh. The sponsors of the Bank are leading business personalities and reputed industrialists of the country. Engr. Md. Atiqur Rahman, Chairman of the Bank, is one of the leading industrialists of the country. He is a social worker and a philanthropist. The Directors of the Bank are successful entrepreneurs and eminent business personalities having stake# in various squints of the national economy.

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Mr. S.A. Chowdhury, the Managing Director of the Bank is a senior banker of the country having decades of experience to his credit in top and responsible positions. His leadership quality and innovative ideas, knowledge and acumen, strategy and dynamism is helping the Bank in the achievement of the corporate goals. Before joining Jamuna Bank, he worked as Managing Director in Sonali Bank, Janata Bank, Investment Corporation of Bangladesh, Bangladesh Krishi Bank and Bangladesh Shilpa Rin Sangstha. CORPORATE GOVERNANCE: Organizations are open system that needs careful management. Jamuna Bank discreetly pursues the principles of openness, disclosure and compliance to regulatory authorities, transparency in performance, integrity in dealings, ethics in banking and accountability to the shareholders in corporate governance. Jamuna Bank is pledge-bound to keep it free from the clutches of loan default culture. All our units are the centers of excellence. Our underlying commitment to professionalism and a single-minded devotion to service to our customers characterizes our style in all operations. We involve with the changing needs of our customers. And the process goes on. The Bank ensures orderly relations between clearly defined functions of the Board of Directors and the management. Their role remains sharply bifurcated. The Board formulates policies and frames procedures. Be management implements them and acts within norms. The management enjoys full independence in managing the banking industry, especially its credit portfolio without any undue influence from outside. It, however, functions in a reutilized, efficient, suitable and dynamic way to foster progress, promote general welfare of the society and infuse its people to serve the nation. In corporate governance, we strictly comply with the requirement of companies Act-1994, Bank Companies

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Act1991, rules and regulations of Bangladesh Bank and other regulatory authorities.

SERVICES / PRODUCTS OFFERED: Retail Banking Deposit schemes Remittance and collection Import & Export handling and financing Corporate Banking Loan Syndication Project Finance Investment Banking Consumer Credit Tele Banking SMS Banking Internet Banking Lease Finance Hire Purchase Personal Loan For Women 24 hours banking: Q-Cash ATM Facility

               

OBJECTIVES:  • To earn and maintain CAMEL Rating strong

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 • To establish relationship banking and improve service quality through development of Strategic Marketing Plans  • To remain one of the best banks in Bangladesh in terms of profitability and assets quality  • To introduce fully automated systems through integration of Information Technology  • To ensure an adequate rate of return on investment  • To keep risk position at an acceptable range (including any off balance sheet risks)  • To maintain adequate liquidity to meet maturing obligations and commitments  • To maintain a healthy growth of business with desired image  • To maintain adequate control systems and transparency in procedures  • To develop and retain a quality work force through an effective Human Resources Management System.  • To ensure optimum utilization of all available resources.  • To pursue an effective system of management by ensuring compliance to ethical norms, transparency and accountability at all levels.

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STRATEGIES • To raise capital up to Tk. 1000.00 million by March 2008 • To manage and operate the Bank in the most efficient manner to enhance financial performance and to control cost of fund • To strive for customer satisfaction through quality control and delivery of timely services • To identify customers credit and other banking needs and monitor their perception towards our performance in meeting those requirements • To review and update policies, procedures and practices to enhance the ability to extend better services to customers •To train and develop all employees and provide them adequate resources so that customers' demand can be responsibly addressed. •To promote organizational effectiveness by openly communicating bank plans, policies, practices and procedures to all employees in a timely fashion •To cultivate a working environment that fosters positive motivation for improved performance •To diversify portfolio both in the retail and wholesale market

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•To increase direct contact with customers in order to cultivate a closer relationship between the Bank and its customers. THE FUTURE TRUST • Full on-line Banking • Introducing more innovative products and services • Opening new branches • Expansion of business network at home and abroad CORPORATE CULTURE Employees of JBL share certain common values, which helps to create a JBL Culture. The client comes first Search for professional excellence Openness to new ideas & new methods to encourage creativity Quick decision-making Flexibility and prompt response A sense of professional ethics

     

TARGET MARKET FOR LOANS & ADVANCES Agro processing industry Textile spinning, Dyeing & Printing Export Oriented garments, Sweater 0 Food & Allied 0 Paper & Paper Products N 16

   

            

Engineering, Steel Mills 0 Chemical, pharmaceutical products, etc. Telecommunications Computer software and Information Technology Manufacturing of artificial flowers Electronics Infrastructure Oil & Gas Jewellery and diamond cutting & polishing Liquefied Petroleum Gas (LPG) Compressed Natural Gas (CNG) Tiles Ceramics Small &Medium Enterprises (SME)

Operational Areas: Ours is a full- service Bank with a diverse array of comprehensive range of carefully tailored financial services and customer-friendly uncomplicated banking products geared 11or the needs of all customer segments, Innovation and tradition will go hand in hand. Our operations will encompass: Export and Import handing and financing. Commercial Banking. Project Finance. Syndicate Loan. Investment Banking. Hire Purchase Loan. Mortgage loan. 17

      

  

Retail Banking. Internet and Telephone Banking. Inland and foreign remittance handling.

Client Commitments: Ours is a customer driven modern banking institution. It's competence center where quality customer services is both a source of professional pride and a recipe for success. Our defined client commitments are:  Belief in professionalism.  Personalized banking service basing on mutual trust.  Continuity of facilities.  Use of new and latest banking technology in service.  Building life-long customer banker needs  Sharing value and belief.  Distinctive competence.  Tie with customer's thinking.  Highest safety.  Time saving one point service.  Mutual growth.  Financial advice.  Solving customer's problems.  Innovative products and services. We shall make our Bank into a diversified financial institution that clients will trust above all others.

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Customer Service & Automation: Out- bank will extend fully automated set-vices with quickness and accuracy. We shall use latest banking technology to reinforce internal control, improve the accuracy of records maintained, to facilitate introduction of new products and services, to reduce cost and increase productivity. Bank starts Computerized banking operations from day one. There is plan for on-line banking set-vice. Creed of our People, Our Corporate Goals, Strong

Capitalization: Creed of People:  Service to the nation with hard work.  Flexibility.  Discipline and obedience.  Constructive thought.  Honest and fairness.  Quest for professional excellence.  Goal orientation.  Adjustment and assimilation. Corporate Goals:  Steady return on shareholders equity.  Deep commitment to the society.  Well being of employees.  Balanced and disciplined growth strategy.

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 Personalized customer service in good days and in adversity. Strong Capitalization:  Competitive pricing of products and services.  High standard business ethics.  Fully automated banking service.  Making our lending rewarding to the borrowers. We shall allocate corporate resources to areas having the greatest growth opportunities and national interest. Social Commitment: As a commercial bank, we long for earning profit. But we shall never be oblivious of our commitment to the society where we operate. Apart from contributing to the national exchequer, Jamuna Bank will keep aside a chunk of its profit for social work, relief to distressed humanity and sponsoring cultural and sporting events. Our commitment today will ensure a brighter tomorrow.

Banking Scenario in Bangladesh

a

At middle of 2001 there were 52 scheduled Banks. But during 2000, two foreign banks. "Standard Chartered Bank" and ANZ Grind lays Bank PLC" have been Marge as standard chartered Grindlays" reducing the total number of scheduled Bank in Bangladesh to 51.Thus there are 51 scheduled Banks in Bangladesh of which 4 are nationalized, 29 are private Banks of which 5 are Islamic Banks, 12'are foreign Banks including on Islamic Bank and 5 are specialized Banks.
What is Bank?

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The functional definition of bank is that "it is a financial institution, which accepts money from its customers as deposit and gives money as loan to the borrowers" According to a prominent economist R.S. Sayers, " A Bank is an institution whose debts are widely accepted in settlement of other peoples' debts to each other. Another economist C. Cross defined, "A Bank is financial intermediary-a dealer in loans and debts."
Development of Modern Banking- Institutions

Year of Establishme nt 1171 1178 1584 1556 1656 1694 1800 1834

Name of Bank

Special Feature

The Bank of Venice The Bank of Son Georgio The Banco di Rialto The Bank of Sweden

First organized bank of the world The discoverer of America Mr. Columbus was the first customer of this bank. First public bank started in Venice, which did business both in the deposit and exchange branches. It is the state bank of Sweden. This bank has the credit of having invented Bank Notes.

The Risk Bank of Sweden The Bank of England The Bank of France This is the central bank of France and Napoleon established it. London Joint Stock Bank

Union Bank of England London Country Bank In India the first bank, The Bank of Hindustan was established in 1700. During the 18" and 19" century there were several banks like The Bank of Calcutta, Central Bank of India, The Bank of Madras, and The Bank of Bombay established.

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Banking companies Ordinance

The Banking Companies Ordinance was promulgated on the 7th June 1962. This has been adopted in Bangladesh and is applicable to the banking companies only. Nothing of this ordinance shall apply to a co-operative bank registered under the cooperative Securities Act. (1912).
Main Forms Of Business Of Banking Companies

Borrowing, raising or taking up money The lending or advancing of money either upon or without security Dealing in securities and investments Other business is detailed in section 7.
Negotiable Instrument Act

The Negotiable Instrument Act, 1881 is the legislative enactment of the Law relating to three classes of Negotiable Instruments namely: Promissory Notes, Bills of Exchange and Cheques, which are in common mercantile use in the monetary instructions. It came into force on 1st March 1882. The law relating to negotiable instruments is not the ' law of our country or of one nation. It is the law of the mercantile world in general. It consists of "Certain principles of equity usage's of trade, which general convenience and commonness of justice had established to regulate the dealings in merchants and mariners in the commercial countries of the civilized world. "

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ROLE OF PRIVATE COMMERICAL BANKS IN ECONOMIC DEVELOPEMNT IN BANGLADESH:

A bank is usually defined as a financial institution, which in money. Today, however, the functions of a bank have increased so much that it is consider a very vital agent of development in a country like ours. Because of their positive involvement in trade, industry, business finance and a host of other allied services, bank today form a very important part of an economy.

GENERAL BANKING
Account Opening:
Opening of an account binds the Banker and Customer and into a contractual relationship. Banker-Customer relationship establish through opening, an account. Generally who are receiving bank's service we may call them as a customer. But bank consider them as a customer who have an account with them. Banker's his to maintain some common principles and procedures for open almost all deposit accounts. There are different types of accounts. We may classify, the deposit accounts based on their operation and nature of account holder. A brief discussion regarding the procedure of opening different types of account in local currency (based on nature of organization) is described as under.

PROCEDURE FOR OPENING AN ACCOUNT:

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Major information's are essential for identification of the account holders individually so that banker can discharge his obligations to every one correctly and to the extent due. Following are the customer must complete the formalities:
     

Application on the prescribed form Furnishing photographs (2 copies) Introduction by an account holder Recording of specimen signature in the specimen card. Mention nominee on the prescribed form. Furnishing nominee's photograph (one copy)

CLASSIFICATION OF ACCOUNT:

            

Saving Account (SB). Current Account (CD). Short Term Deposit (STD). Fixed Deposit Receipt (FDR). Millionaire Deposit Scheme (MDS). Marriage Deposit Scheme (MDS). Kotipati Deposit Scheme (KDS). Double Growth Deposit Scheme (DGDS). Monthly Benefit Scheme (MBS). Lakhpati Deposit Scheme (LDS). Education Savings Scheme (ESS). Triple Growth Deposit Scheme (TGDS). Monthly Savings Scheme (MSS).

OPENING VARIOUS TYPE OFACCOUNT:

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A. Individual/Joint

Two copies of photograph of the Account holder(s) person(s) who will operate the account.

B. Proprietorship Firm

Two copies of photograph of the Account holder (s) person(s) who will operate the account. Certified copy of Valid Trade License. Seal must be used.

 

C. Partnership Firm

Two copies of photograph of the Account holder(s) person(s) who will operate the account Certified copy of Valid Trade License. Certified copy of Partnership Deed duly signed by all the Partners. Partnership Account Agreement (Draft enclosed)

  

D. Limited Bank:
 Two

copies photograph of the Account holder(s) / person(s) who will copy of the Memorandum & Articles of Association. copy of certified or incorporation. copy of Certified of Commencement of Business (in case of

operate the account.
 Certified  Certified  Certified

operation of the Accounts (Draft enclosed)

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E. CLUB/SOCIETY/ SCHOOL/COLLEGE ETC:

Two copies of photograph of the Account holder(s)/ person(s)who will operate tile account Certified copy of the Memorandum & Articles of Association. Certified copy of byelaws & Regulations/ Constitution. Certified copy of Resolution for operation & operation of the Account. Up-to date List of office Bearers / Governing Body/Managing Committee.

   

F. Trust •Two copies of photograph of the Account holder (s) person (s) who will,

operation the account. •Up-to date List of Members of the Trustee Board. •Certified copy of Deed of Trust. •Certified copy of Resolution of the Trustee Board for opening & operation of the Account.
G. Foreign Currency Account (For Bangladeshi Wage Earners):

  

Photocopy of tile first 07 (seven) papers of valid passport. Photocopy of Employment contract/ Appointment Letter/ Work Permit. Two copies of passport size photograph of each Account holder and nominee attested.

Note. Account Holder's Photograph shall be attested by introducer if any or by dealing officer; Account holder shall attested photograph of Nominee. If Account

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intended to be opened from abroad all original papers/ document shall be attested by Bangladesh embassy except the photograph of Nominee which to the attested by the account Holder himself.
H. Foreign Currency A/C (For Foreign National/ Bank / Firm):

Two copies of photograph of the Account holder for individual and operation of account holder. of relevant pages of the passport duly attested by Dealing officer for

 Copies

individual and operators of the Account Holder.

Copy of set-vice contract/ appointment letter/work permit, if any for individual. Copies of the Registration in Bangladesh with Board of investment /Bangladesh bank Foreign Joint Venture Firm. Copies of the Memorandum of association. Articles of association, laws, Byelaws, etc. Or Joint Venture Agreement for Joint Venture Bank/Foreign Bank. In case of partnership copy of the Partnership Deed duly attested.

Note: 1. Introducer must. 2. All Original Documents shall be verified by Dealing Officer.

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SCHEME
Monthly Saving Scheme (MSS):
MONTHLY SAVINGS SCHEME INTEREST CHART: Period 5 years Tk.500.00 36,738.00 Tk.1000.00 73,477.00 Tk.5000.00 3,67,384.00 Tk.10, 000.00 7,34,769.00

 No introduction is required  Installment chosen at the time of opening of account is not changeable  A depositor may open more than one account of different size of installment in different name of his family members.  Account in the name of minors can be opened which a guardian shall operate.  The specified amount on maturity shall be paid after one month from the date of deposit of the final installment.  If any depositor desires to discontinue the scheme before maturity, interest shall be allowed as per following rate.
Period Rate of Interest

Within 6 (six) months No Interest After Completion of 6 (six) months and before end of 7.00% 1(one) year After Completion of 1(one) year and before end of 2(two) 7.25% years After Completion of 2(two) years and before end of 7.50% 3(three) year After Completion of 3(three) year 6 (six) months and 7.75% before end of 4(four) years After Completion of 4(four) years and before end of 7.85%

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5(five) years After Completion of 5(five) years * * * working day) of every month.

8.00%

Installment shall be payable by the 10th day (incase of holiday the next Advance payment of any number of installments is always acceptable. Incase of failure to deposit any installment timely penalty shall be charged @5% on the overdue installment with minimum of Tk. 25.00 payable with the installment of subsequent month.

RATES OF INTEREST ON DEPOSIT:
S/N
1. 2. 3. 4 5 6

Particulars
STD Saving Deposit: Rural/Urban FDR For 1 month FDR For 3 months FDR For 6 months FDR For 1 year

Existing Rates
6.50% 7.00% 8.00% 11.50% 11.75% 12.00%

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REMITTANCE ISSUANCE & PAYMENT OF DD, TT, PO, SDR, STOP PAYMENT & ISSUANCE OF DUPLICATES INSTEAD OF LOST ONES
INTRODUCTION:

Commercial bank in Bangladesh offers the facility of transferring funds, from one place to another, to their customers as well as to the general public. Such transfer of funds can be affected either through Demand Draft or Telegraphic Transfer or Mail Transfer. The aforesaid methods of remitting money from one place to another within the country are known as Remittance. While, it is for outside Bangladesh the same is called foreign remittance. The advantage of this facility is the quick transfer of money with minimum cost and also the risk of physical transportation of cost is eliminated. A demand Draft is a written order of one branch upon another branch of the same bank, to pay a certain some of money to or to the order of a specified person. Drafts are not issued payable to bearer. In practice drafts are not to be drawn between branches within the same city. Drafts drawn by one branch of bank on another payable to order where any draft that is an order to pay money drawn by one on a bank upon another office of the same bank for a sum of money payable to order on demand, purports to be endorsed by or on behalf of the payee, the bank is discharged by payment in due course. From the above provisions as to Crossing, Endorsement, Collection and Payment in due courses are the same as for cheques.

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ISSUE OF DEMAND DRAFTS:

 The customer is asked to complete filling in a form, which is treated as an application as well as voucher. The application form should be checked carefully.  Commission charge are calculated and inserted in the case provided in the form.  The voucher given to the customer to deposit the cash with the cashier  The cashier receives the cash and delivers the voucher to remittance, department against initial in his books.  Draft is prepared and entered in drafts issued register.  Branch wise serial number is given on the draft besides the oriented number putting on oblique between. The amount of the draft protect graphed.  The draft number is written on the voucher.  Draft block and the voucher along with the register are sent to officer in charge for checking and signatures. He signs the draft and voucher and initials the counterfoil of the draft and the register.  Then the draft and the voucher are sent to the Manager / second officer for second signature.  The draft is crossed if customers desires and delivered to him against his acknowledgement on the voucher.  If a cheque tenders the amount, the drawer to the cheque and the purchaser of the draft should be the same person, i.e. the signature on the cheque and on the application form must tally.  A memorandum is issued to the stoner if the desires.  The cheque is sent for passing and cancellation.  After the cheque is passed similar, procedure as explained above is adopted for issuing draft.  Telegraphic intimation under test is sent to the drawee much for drafts of Tk. 50,000/- and over in or as per the existing of the bank. 31

ISSUE OF DUPLICATE DEMAND DRAFT:

 On receipt an application form the purchaser of the draft its loss and issue of duplicate one, the signature of the applicant is verified from the original application.  The drawee branch is informed of the loss of draft and requested to exercise caution by letter or telegram as desired by applicant. The telegram charges if incurred are recovered form him.  On receipt of confirmation from the drawee branch that the draft is still outstanding in their books and that caution being exercised by them, a duplicate draft is issued to the purchaser after obtaining an indemnity Bond.  The draft is issued marked duplicate in red ink, without altering the printed number and repeating the original number.  A note to this effect is made on the original form and the draft issues register.  Drawee branch is advised of issue of the duplicate draft.
CANCELIATION OF DEMAND DRAFT:

The purchase may request to cancel the draft purchased by him and ask for refund of money. For cancellation is draft the following points should be kept in mind.  One receipt of application along with the demand draft for its cancellation the signature of the applicant is verified from the original application form and the geniuses of the demand draft are examined.

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 Before the draft is cancelled it is ascertained that no duplicate draft has been issued.  If the date of issue of the draft is much earlier, consent of the payee in writing should be obtained.  If the draft is in favor of a bank, semi-government official, consent of the payee in writing is essential.  The signatures of officers on the draft should be crossed but in no case torn, and the draft be marked "cancelled". The note in respect of cancellation should be made in the draft issued register and on the application.  The cancelled draft should be attached to debit voucher along the request letter of the purchaser.  The drawee branch may be advised an\bout the cancellation of the draft.  If the draft is in favor of a bank, semi-government official, consent of the payee in writing is essential.  The signatures of officers on the draft should be crossed but in no case torn, and the draft be marked "cancelled". The note in respect of cancellation should be made in the draft issued register and on the application.  The cancelled draft should be attached to debit voucher along the request letter of the purchaser.  The drawee branch may be advised about the cancellation of the draft.

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REVALIDATION OF DRAFT:

 A draft like cheque becomes stale after lapse of six months from the date of issue. The purchaser of the draft may approach the issuing branch to revalidate the draft to make it payable again.  The draft should be ermined and there must be no alteration in the draft.  The purchaser must give a letter in writing requesting for the revalidation of the draft. An officer should duly verify his signature on the letter.  All particulars of the draft should be compared from the draft issued register. Before the draft is revalidated it is ascertained that no duplicate draft has been issued, a note about revalidation of the letter particular draft be made in the register.  A Rubber stamp being "Revalidated on -------------- should be affixed on the draft Linder the signatures if two authorized official.  The drawee branch should be intimated about the revalidated of the draft. A note to this effect in the remarks column against the relative entry in the draft payable register should be made at the drawee branch.
PAYMENT OF DEMAND DRAFT: Record of information

a) Record of loss: On receipt of information from the drawee branch about the loss of any draft, caution is noted in red in the remarks column of the register if the draft is not yet paid. The drawee branch is informed accordingly.

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b) Record of Duplicate Draft: On receipt of information from the issuing branch in respect of cancellation of draft, note to this effect is made in the register c). Record of cancellation: On receipt of information from the issuing branch in respect of cancellation of draft, note to this effect is made in the register. d) Record of Revalidation: On receipt of information from the issuing branch in respect of cancellation of draft, note to this effect is made in the register.
PAYMENT OF OPEN DRAFT:

1. When a demand draft is presented for cash payment it should be examined that the draft is not crossed and it is drawn on your branch and the same was not issued more than six months curlier. It also examined that intimation is received about the DD. Lost, cancelled or duplicate issued. 2. Proper identification of the payee is required. If the payee is the customer of the branch his signature can be verified from the S.S card. In other cases, a person acceptable asks identification from a customer of our bank or to the draft and the signature is verified by an offer. 3. The date, amount in words and figures and signatures on the draft is checked. 4. If the draft is tested, test should be verified. 5. Payment date is noted in the register. 6. Draft together with the register is sent to the officer in charge for cancellation and after 7. Cancellation the draft sent to cash department for payment.
PAYMENT OF CROSSED DRAFT:

Under N.I. Act crossed draft cannot be paid in cash, except to a banker, who collects the same for credit to his customer's account. Such DD s should be credited to payee's account in the drawee branch or should presented either in clearing/ transfer delivery by a bank or cash payment with a name of request where there is no clearing House. The paying banker in such cash should examine

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the discharge of the collecting banker and payment be made on being fully satisfied. In case of any irregularity in the draft an advice letter is sent obtain the confirmation of the issuing branch.

Recruitment & Selection Procedure
An Analysis of Survey

Chapter-1 Introduction
Today's job market is very complicated, due to diversified business world. Also importance of total quality management put emphasis on job market. As a result the essence of HRM is introduced in today's organization and we know that. HRM sets up the job by virtue of job evaluation; job analysis & job design and also ensures the HR laws and keeps in organization's mind about government rules and regulations. The HR department of today's organizations deals with recruitment process. HR officer's job is to make the recruitment and selection process pretty much accurate, in order to ensure that, all other factors related to organization are handled quite effectively. Therefore, HR officer has to concern about dealing with recruitment process as well as selection process due to the importance of recruiting cost. Further more, he has to make the image of the bank more attractive, nice working condition, good benefit & compensation. Because, these are the part of HR recruitment process. Some of the constraints have to be follow in the real world while setting up recruitment process. We are trying to mention this in the following way: • • • • • • If the organization needs very less employee, than the salary should be high to attract the candidate. If the organization has a better working condition, good applicant will be attracted. Compensation and benefit should be standardized. Technically sound people. Government rules and regulations should be in consideration. Economic condition of the overall economy should be in mind of HR officer. 36

These are the prime constraint or consideration be kept in mind or HR officer while dealing with recruiting.

Chapter: 2 Survey Methodology
"Recruitment Process" is indeed a tough job to find out. Because several people are involved with recruitment process and they differ from each other by their perception, experience, interest etc. With this process, there is another part; the part is known as "Candidate", who wants to build a "Dream Career" by forwarding different steps.
By preparing this paper we have to find out:

• The steps involved with recruitment • Biasness towards the recruiters • Types of question asked • Priority in male and female • Preference in groups minor or only major? All types of related questions would be revived and answered in this term paper to visualize the current phenomenon.

Research Objective
Broad Objective: To analyze the present "Human Recruitment Processes" of JAMUNA BANK LIMITED. 2. 1.2 Specific objective:  To determine the steps involved with recruitment processes.  To determine the roles of recruiters in recruitment.  To identify the type of questions is asked in recruitment.
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 To forecast the effectiveness of recruitment process.

2.2 Theoretical/ Conceptual Model of the Study:
• Information needed to find out the facts required for this paper • Theoretical Framework

2.3 Hypothesis & Assumptions:
• Political situation is more or less stable. • Almost all staffs are anyhow involved with recruitment process. • There are certain rules and regulations for recruitment process. • There is a great demand for JAMUNA BANK LIMITED.

2.4 Scope of the Research:
Since it is related with JAMUNA BANK LIMITED the scope of the "Term Paper" will be limited within this organization.

2.5 Benefits of the Study:
• It will help to find out the "Hypothetical Recruitment Process" of JAMUNA BANK LIMITED , • The study will help to develop models & apply them effectively in

• The study will help us to identify the type of problems that the companies usually face & it will overcome the problems.

2.6 Sources of Data:
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The sources of data or information are divided into two parts that are; primary and secondary sources. 2.6.1 Primary Data: In the primary source, data are collected directly from interviewing their Managers, Directors, Managing Directors and other related personnel. According to the questionnaire, staffs were also interviewed to determine the responding factors that are extremely related with "Recruitment Process".

2. 6.2 Secondary Data: In the secondary source, different textbooks and journals relating to the theoretical frame work of the project was accessed to define and to determine "Recruitment Process". Moreover, annual reports, bank projects profile, related preserved data, financial statements and brochure had been collected from the JAMUNA BANK LIMITED.

2.7 Research Design:
 Data Instruments: Raw data were collected by closed-minded questionnaire (enclosed with the research). Data were analyzed by the spreadsheet program of the MS EXCEL. The excel program was also used for the table & graphical presentation.

Beside these, the universal report writing software MICROSOFT WORD '2000 was used to process all necessary research writing, charts, graphs & tables.  Sampling
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The staffs who are involved with the recruitment process and the candidates, who face the interviews, are considered the specific population of this "Term Paper".

2.8 Study Period: February-April 2008 2.9 Limitations & Constraints:

The present study suffered from certain limitations noted below:  In case of interview, the answer varied depending on the background of person to person and amount of interest he/she took in it.  Lack of website information to reach on any nice ending.  Within this limited period it is a bit tough to track all the facts accurately.

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Chapter: 3 Literature Review
The Role of Human Resource Recruitment HRP helps determine the number and type of people an organization needs. Job analysis and job design specify the task and duties of jobs and the qualifications expected from prospective job holders.
Human Resource Planning Determine Recruitment and Selection Needs

Job Analysis

Human resource recruitment refers to any organizational activity that is designed to affect

(1)The number of people who apply for vacancies. (2) The type of people who apply for then and or (3) The likelihood that those applying for vacancies will accept positions if offered.

4.1 What Recruitment all about:
In simple terms, recruitment is understood as the process of searching for and obtaining applicants for jobs, from among whom the right people can be selected. A formal definition of recruitment is:
It is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected.

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According to Datles Beach "Recruitment is the development and maintenance of adequate HR resources, It involves the certain of available labor union whom the organization can depend upon when it needs additional employees,” So the function of recruitment is two (A) To discover sources of HR (B) To attract an adequate number of prospective employees. Though, theoretically, recruitment process is said to end with the receipt of applications, in practice the activity extends to the screening of applications so as to eliminate those who are not qualified for the job. 4.2 Purpose and Importance Recruitment The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specially, the purposes are to: 1. Determine the present and future recruitments of the organization in conjunction with its personnel planning and job -analysis activities. 2. Increase the pool of job candidates at minimum cost. 3. Help increase the success rate of the selection process by reducing the number of visibly under qualified or overqualified job applicants. 4. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. 5. Meet the organization's legal and social obligations regarding the composition of its workforce. 6. Begin identifying and preparing potential job applicants who will be appropriate candidates. 7. Increase organizational and individual effectiveness in the short-term and long term. 8. Evaluate the effectiveness of several of recruiting techniques and sources for all long term.

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4.3 Factors Influencing Recruitment Efforts:
The factors that influence the recruiting efforts are as follows: • Image of the organization • Working condition of the organization • Environment of the organizations • Colleagues whom he have to work with • Economic condition of the country • Technological condition of the country • Recruitment cost • Government influence

4.4 Factors Governing Recruitment
Recruitment is the process of finding and attracting capable applicants for employment. Given its key role and external visibility, recruitment is naturally subject to influence of several factors, these include external as well as internal forces:

External For ces
• Supply and Demand

Recruitment

Recruit m en

Fig 2: Factors influencing Recruitment

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4.4.1 External Factors:
External factors of recruitment refer to prospective candidates outside the enterprise. Following are the most common external factors.

 Supply and Demand: Supply and Demand is a specific skill in the labor market. If the demand for a particular skill is high relative to the supply, an extraordinary recruiting effort may be needed. For instance, the demand for programmers and financial analysts is likely to be higher than their supply, as opposed to the demand-supply relationship for non-technical employees.  Unemployment Rate: When the Unemployment rate in a given area is high, the bank's recruitment process may be simpler. The number of unsolicited applicants is usually greater, and the increased size of the labor pool provides better opportunities for attracting qualified applicants. On the other hand, as the unemployment rate drops, recruiting efforts must be increased and new sources explored.  Labor-market:
Labor-market conditions in a local area are primary importance in recruiting for most non-managerial, supervisory and middle- management positions, however, so far as recruitment for executive and professional positions is concerned, conditions of all market are important.

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 Political-Social: Political-Legal is another external factor in recruitment. There is a strong case for giving preference to people hailing from less-advantage sections of the society. Reservation has been accepted as inevitable by all sections of the society. The Supreme Court also has agreed upon 50 percent reservation of seats and jobs.  Sons of soil: It is another political factor in recruitment. Political leaders’ clamor that preference must be given to the people of their respective states in matters of employment.

 Image:
The bank's image also matters in attracting large number of job seekers. Blue cheap companies attract large number of applications. Often, it is not the money that is important. It is the perception of the job-seekers about the bank that matters in attracting qualified prospective employees. There are some other external factors which influencing the recruitment. Advertising Employment agencies Employment exchange Educational institutions Recommendations

4.5.2 Internal Factors:
Internal factors include the HR already on the pay-roll of the organization whenever any vacancy arise somebody from within the organization may be looked in to.

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 Recruiting Policy: Most organization have a policy on recruiting internally (from own employees) or externally (from outside organization). Generally, the policy is to prefer internal sourcing, as own employees know the bank well and can recommend candidates who fit the organization culture. Another related policy is to have temporary and part-time employees. An organization hiring temporary and part-time employees is in a less advantage position in attracting sufficient applications.  HRP: A major internal factor that can determine the success of the recruiting program is whether or not the Bank engages in HRP. In most cases, a bank can not attract prospective employees in sufficient numbers and with required skills overnight. It takes time to examine the alternatives regarding the appropriate sources of recruits and the most productive methods for obtaining them. Once the best alternatives have been identified, recruiting plans may make. Effective HRP greatly facilitates the recruiting efforts.  Size of the firm: Size is another internal factor having its influence on the recruitment process. An organization with one hundred thousand employees will find recruiting less problematic than an organization with just one hundred employees.  Cost: Cost of recruiting is yet another internal factor that has to be considered. Recruiting costs are calculated per new hire and the figure is considered now a days. Recruiters must, therefore, operate within budgets. Careful HRP and forethought by recruiters can minimize recruitment costs. One

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cost-saving measure, for instance, is recruiting for multiple jobs operating simultaneously. The best solution is to use proactive personal practices to reduce turnover, thus, minimizing the need for recruiting. Evaluating the quality, quantity and costs of recruitment helps ensure that it is efficient and cost effective.

 Growth and Expansion: An organization registering growth and expansion will have more recruiting on hand than the one which finds its fortunes declining. There are some other internal factors which influencing the recruitment: • Promotion-' Promotion means shifting of an employee to a higher position carrying higher responsibilities, facilities, status and salary. Various positions in an organization are usually filled up by promotion of existing employees on the basis of merit or seniority. • Transfer: Transfer refers to a change in job assignment. It may involve a promotion or demotion. A transfer may be either temporary or permanent depending on the necessity of filling jobs.

4.5 External versus Internal Recruitment:
 Advantages of external sources of recruitment: 1. Wide options External sources bring in a large number of applicants. This will permit the enterprise to have a free hand in making the selection. 2. Infusion of new blood: The enterprise can expect to set fresh, talented candidates from outside. This means infusion of new blood and new ideas into the enterprise. 3. Elements of competition: Internal candidates have to complete with

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outside candidates for the vacancies. This is a healthy feature from the point of view of the enterprise. 4. Benefits of new skills, new talents and new experiences to organizations 5. Compliance with reservation policy becomes easy. 6. Scope for resentment, jealousies and heartburn are avoided.  Disadvantages of external sources of recruitment: (1) Frustration among existing employees: Recruitment from outside may cause dissatisfaction and frustration among the existing employees who aspire for the jobs by promotion or transfer. (2) High expense: The process of recruitment of candidates from outside involves considerable expense in the form of advertising for vacancies. (3) Time consuming: External recruitment takes more time than the internal recruitment since the enterprise has to publicize about vacancies and wait for their response. (4) Better morale and motivation: Better morale and motivation are associates with internal recruiting are denied to the organization. (5) Negative and positive errors: Chances of creeping in false positive and negative errors. (6) Adjustment: adjustment of new employees to the organizational culture takes longer time.  Advantages of internal sources of recruitment: (1) Familiarity: The organization and its employees are familiar to each other. The organization knows the ability and skills of the candidates since they are insiders - similarly employees also know about the working conditions job requirements of the vacancies.
(2) Economy: the cost of recruitment internal employees is minimal. The

enterprise does not need any expenditure on informing and inducing its employees to apply. (3) Motivational value'- Internal recruitment is a source of encouragement and motivation for employees. The employees can look for promotion
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and transfer with hope and thereby do their jobs well. (4) Less costly: it is less costly. (5) Better knowledge: organizations have better knowledge about the internal candidates. (6) Good performance is rewarded.

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 Disadvantages of internal sources of recruitment: (a) Restricted Choice: Internal recruitment restricted the options and freedom for the enterprise in choosing the most suitable candidates for the vacancies. The enterprise may have to compromise on quality of its choice of candidates. (b) Absence of completion: In absence of completion from qualified candidates from outside employees are likely to expect automatic promotion by seniority. (c) Conflict: these may be chance of conflict among those workers who aspire for promotion to the vacancies. Those who are not promoted are unhappy and their efficiency may decline. (d) It perpetuates the old concept of doing things. (e) It abets raiding. (f) Candidates' current work may be affected. (g) Politics play greater role. (h) Morale problem for those not promoted.

4.6 Steps in Recruitment Policy:
The recruitment process consists of the following steps: (1) The first step in the recruitment process is the requisition from the department. The requisition consists of the following information-' • The positions to be filled • Number of persons to be recruited • Qualifications required from the prospective candidates. • Duties to be performed • Terms and conditions of employees • The time by which the person should be available

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(2) The next step is locating and developing the source from where the persons are made available (3) Identifying the prospective employees with required features. (4) The HR Department is then to communicate the information about the organization the job and the terms and conditions of the service. (5) Encouraging the identified prospective candidates to apply for the job in the organization. (6) The last step in the process is to asses the effectiveness of the recruitment.

I 4.7 Recruitment Process:

Fig 3: Recruitment Process
Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of qualified job applicants. The process comprises five interrelated stages. These are: (1) Planning (2) Strategy development (3) Searching (4) Screening (5) Evaluation and Control

Recruitment Planning:

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The first stage in the recruitment process is planning. Planning involves the translation of likely job vacancies and information about the nature of these jobs into a set objectives or targets that specify to be contacted. These are: (a) Number and (b) Type of applicants
(a) Number of Contacts: Organization, nearly always, plan to attract more

applicants than they will hire. Some of those contacted will be uninterested, unqualified, or both. Each time a recruitment program is contemplated; one task is to estimate the number of applicants necessary to fill all vacancies with qualified people. (b) Types of Contacts: this refers to the type of recruits are required. The type of people depends on the task and responsibilities involved and the qualifications and experience expected. These details are available through job description and job specification. Strategy Development: According to strategy development, there are considering five way to set up in recruitment process. These are: (a) 'Make' or 'Buy' Employees (b) Technological Sophistication (c) Geographic Distribution (d) Source of Recruitment (e) Sequence of Activities
(a) 'Make' or 'Buy' Employees: Organization must decide whether to hire

less skilled employees and invest on training and education programs, or they can hire skilled labor and professionals. Essentially, this is the 'make' (hire less skilled workers) or 'buy' (hire skilled workers and professionals) decision.

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(b) Technological Sophistication: Technological advancement has made it possible for job seekers to gain better access. They have begun sending video tapes about themselves to number of organization without wasting time and without spending money of travel.
(c) Geographic Distribution: Generally, organizations look in to the

national market for managerial and professional employees, regional or local areas for effective employees, and local markets for clerical and blue-collar employees. (d) Source of Recruitment: There may be two sources categorized. These are: (1) Internal Recruitment (2) External Recruitment

(1)

Internal Recruitment: Internal recruitment seeks applicants for position form those who are currently employed. Internal sources include present employees, employee referral, former employees and former applicants. External Recruitment: External sources far outnumber the internal methods. Specifically, sources external to an organization are professional or trade associations, advertisement, employees’ exchanges, college/university/institute placement services, walk-ins and write-ins, consultants, contractors, displaced persons, radio and television, acquisitions and mergers, and competitors.

(2)

(e) Sequence of Activities: An effective recruiting strategy must determine to sequence of activity that decide on the timings of events besides knowing where and how to look for job applicants. Searching: Once a recruiting plan and strategy are worked out, the search process can be categorized in to two steps. These are:

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(a) Source Activation (b) Selling (a) Source Activation: Typically, sources and search methods are activated by the issuance of an employee requisition. This means that no actual recruiting takes place until line managers have verified that a vacancy does exist or will exist. If the organization has planned well and done a good job of developing its sources and search methods, activation soon results in a flood of applicants and/or resumes. Selling: In selling the organization, both the message and media deserve attention. Message refers to the employment advertisement With regard to media, it may be stated that effectiveness of any recruiting message depends on media. Media are several such as some have low credibility (employment exchange, for example), while others enjoy high credibility (advertisement in business magazines, for example). Selection od medium and media needs to be done a lot of care.

(b)

Screening: Screening of applications can be regarded as an integral part of the recruiting process. Applications received in response to advertisements are screened and only eligible applications are called for an interview. The purpose of screening is to remove from the recruitment process, at an early age. Those applicants who are visible unqualified for the job. Effective screening can save a great deal of time and money. In screening, clear job specifications are invaluable. It is both a good practice and a legal necessary that applicants' qualifications be judged on the basis of their knowledge, skills, abilities and interests required to do the job.

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Evaluation and Control: Evaluation and control is necessary as considerable costs are incurred in the recruitment process. The costs generally incurred are: i. Sales for recruiters. ii. Management and professional time spent on preparing job description, job specifications, advertisement, agency liaison and so forth, iii. Cost of advertisements or other recruitment methods that is agency fees. iv. Cost of producing supporting literature. v. Recruitment overheads and administrative expenses vi. Costs of overtime and outsourcing while the vacancies remain unfilled vii. Cost of recruiting suitable candidates for the selection process. Evaluation of Recruitment Process: The recruitment process has the objective of searching for and obtaining applications from job seekers in sufficient numbers and quality. Keeping this objective in mind, the evaluation might include; 1. Return rate of applications sent out. 2. Number of suitable candidates for selection. ] 3. Retention and performance of the candidates selected. 4. Cost of the recruitment process. 5. Time lapsed data. 6. Comments on image projected.

Low Anxiety
High Anxiety

Fig 4: The Negative Effect of Dual-Purpose interviews.

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4.8 Internal versus External Recruiting:
One desirable feature of a vacancy, which we mentioned earlier, is that it, provides sample opportunity for advancement and promotion. One organizational policy that affects this is the degree to which the bank "promotes from within" that is, recruits for upper-level vacancies internally rather than externally. We discuss internal versus external recruiting both here and in "Recruitment Sources" later because this policy affects the nature of both the job and the individuals who apply. For now, we focus on the effects that promote from within policies have on job characteristics, noting that such policies make it clear t6o applicants that there are opportunities for advancement within the bank. These opportunities spring not just form the first vacancy but from the vacancy created when a person in the bank fill that vacancy. For example, in a bank with three levels of management, a vacancy at the third level that is filled from within may "trickle down", creating a vacancy at the second level, this, in turn, creates a vacancy at the first level. The retailing industry is an example of an entire sector of the economy that is increasingly being perceived as an area with good opportunities for internal advancement. This is especially the case for the superstores, such as Wal-Mart, Home Depot, and Target, where thousands of managers must be hired and promoted each year to run new outlets. Whereas the prestigious corporate giants in manufacturing and banking are cutting back personnel, Target chains hired 1,000 college graduates in the spring of 1996. In fact, as noted by Leonard Berry, director of the Center for Retailing, "these days, Wal-Mart and K-Mart are two of the biggest recruiters on some college campuses." Applicants who used to shun retailing job are now attracted to then because of the opportunities for advancement. A newly minted college graduate who goes to Target can have responsibility for 20 employees and $8 million department 12 weeks out of school. These trainees, if successful, can become managers of small stores in as little as three years. Some employees who started with Target

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when they were 24 years of age are regional senior vice-presidents by the time they are 30. Led-the-Market Pay Strategies: Because pay is an important job characteristic for almost all applicants, companies that take a "Lead-theMarket" approach to pay-that is, a policy of paying higher-than -current market -wages-have a distinct advantage in recruiting. Pay can also be used to make up for a job's less desirable features- for example, paying higher wages to employees who have to work midnight shifts. Employment-at-Will Policies: Employment -at-will policies state that either party in the employment relationship can terminate that relationship at any time, regardless of cause. Companies that do not have employment-at-will provisions typically have extensive due process policies. Due process policies formally lay out the steps an employee can take to appeal a termination employee with impunity. To protect themselves from wrongful discharge suits, employees have been encouraged to state explicitly, in all formal recruiting documentation that the employment is "at will".
Some authors have gone far as to suggest that all mention of due process should be eliminated from bank handbooks, personnel manual and recruiting brochures. Although this may have some legal advantages, job security is a feature to many job applicants. Organizational recruiting materials that emphasize due process, rights of appeal, and grievance mechanisms send a message that job security is high; employment-at-will policies suggest the opposite. Research indicates that job applicants find companies with due process policies more attractive than companies with employment-at-will policies.

Image Advertising: Organizations often advertise specific vacancies. Sometimes, however, organizations advertise just to promote themselves as a good place to work, in general. Image advertising is particularly important for companies in highly competitive labor markets that perceive themselves as having bad image. We noted earlier that the challenge and responsibility of a job is an attractive characteristic for many people. These

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advertisements focused on the challenge associated with jobs. They also attempted to offset certain negative attributes of the work, such as the fact that, in some of its jobs at certain times, other people are systematically trying to kill you. Although the programs described here try to promote the employer in the labor market in general, other image advertising programs target specific groups within the overall labor market. For example, may large corporations with agricultural ties, such as DuPont and Cargill, struggle to attract minority applicants. Statistics indicate, for example, that Hispanics, Asians, and African Americans constitute a mere 4 percent, 3 percent and Spercent of all agriculture and food scientists, respectively. Lisa Barrios, a Mexican American who grew up in Chicago, typifies many urban minorities when she notes that "I assumed everything was just framing if you didn't have a rural background, then you wouldn't be able to do it." After working at a special minority internship program at Monsanto's Hybritech unit in Indiana, however, Barrios changed her major from chemical engineering to agricultural engineering. Direct Applicants and Referrals: Direct applicants are people who apply for a vacancy without prompting from the organization. Referrals are people who are prompted to apply by someone within the organization. These two sources of recruits share some characteristics that make them excellent sources from which to draw.
First, many direct applicants are to some extend already "sold" on the organization. Most of them have done some homework and concluded that there is enough fit between themselves and the vacancy to warrant their submitting an application. This process is called "self-selection", and when it works effectively, it takes a great deal of pressure off the organization's recruiting and selection systems. A form of aided self-selection occurs with referrals too. Current employees (who are knowledgeable of both the vacancy and the person they are referring) do their homework and conclude that there is a fit between person and the vacancy; they then sell the person on the job. Indeed, research shows that new hires that used at least one informal source reported having greater pre hire knowledge of the organization than those whom relied exclusively on formal recruitment sources. Those who report having multiple sources were even better, however, in terms of both pre hire knowledge about the position and subsequent 58

turnover. In fact, the turnover rate for applicants who came from multiple recruiting sources was half that of those recruited via campus interviews or newspaper advertisements.

When one figures into these results the low costs of such sources, they clearly stand out as one of the best sources of new hires. Indeed, some employers even offer financial incentives to current employees for referring applicants who are accepted and perform acceptably on the job (e.g., stay 180 days). Other companies play off their good reputations in the labor market to generate direct applications. For example, minorities constitute 26 percent of the 6.500 managerial and professional employees at Pubali Bank Ltd, and this enhances the firm's ability to recruit other minorities. As Mr. Ibrehim Khaled, managing director at Pubali Bank, "I get a lot of resumes from people of all cultures and ethnicity's because Pubali Bank has a good reputation," and this precludes the need for expensive and sometimes unreliable outreach programs. Of course, referrals don't necessarily have to come just from current employees. The importance of good community relations to recruitment can be seen in the experience of Islami Bank Ltd, which was rated number one on Business Week's list of 100 best Banks in last year. Islami Bank Ltd is one of the fastest growing banks in the Bangladesh, once relied on classified ads to find drivers and store employees. This method was highly unreliable, however, because the bank did not have the facilities to develop sophisticated tests of people's skills and attitudes. Store managers are now encouraged to make professional contacts within their communicates such as with the principal or guidance counselor at the local high school, leaders of church groups, and coaches in youth sports leagues. Store managers can then use these contacts to help generate referrals among promising young applicants. These community relationships help connect the Islami Bank to potential employees who have established good reputations in their community for reliability and trustworthiness. Advertisements in Newspapers and Periodicals: Advertisements to recruit personnel are ubiquitous, even though they typically generate less
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desirable recruits tan direct applications or referrals, and at greater expense. However, since few employers can fill all their vacancies with direct applications and referrals, some form of advertising is usually needed. Moreover, an employer can take many steps to increase the effectiveness of this recruitment method. The two most important questions to ask in designing a job advertisement are: • What do we need to say? • To whom do we need to say it? With respect to the first question, many organizations fail to adequately communicate the specifics of the vacancy. Ideally, persons reading an ad should get enough information to evaluate the job and its requirement, allowing them to make a well-informed judgment regarding their qualifications. This could mean running longer advertisements, which costs more. However, these additional costs should be evaluated against the costs of processing a huge number of applicants who are not reasonable qualified or who would not find the job acceptable once they learn more about it. In terms of whom to reach with this message, the organization placing the advertisement has to decide which medium it will use. The classified section of local newspapers is the most common medium. It is a relatively inexpensive means of reaching a large number of people within a specified geographic area who are currently looking for work (or at least interested enough to be reading the classifieds). On the downside, this medium does not allow an organization to target skill levels very well. Typically, classified ads are read by many people who are either over- or under qualified for the position. Moreover, people who are not looking for work merely read the classifieds, and thus this is not the right medium for luring people away from their current employers. Specially targeted journals and periodicals may be better than general newspapers at reaching a specific part of the overall labor market. In addition, employers are increasingly using
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television-particularly cable television-as a reasonably priced way of reaching people. Public Employment Agencies: The Social Security Act of 1935 requires that everyone receiving unemployment compensation be registered with a local state employment office. These state employment offices work with the Employment Service to try to ensure that unemployed individuals eventually get off state aid and back on employer payrolls. To accomplish this, agencies collect information from the unemployed about their skills and experiences. Employers can register their job vacancies with their local state employment office, and the agency will attempt to find someone suitable using its computerized inventory of local unemployed individuals. The agency makes referrals to the organization at no charge, and these individuals can be interviewed or tested by employer for potential vacancies. Private Employment Agencies: Public employment agencies serve primarily the blue-collar labor market; private employment agencies perform much the same service for the white-collar labor market. Unlike public agencies, however, private employment agencies charge the organization for the referrals. Another difference between private and public employment agencies is that one doesn't have to be unemployed to use a private employment agency.
One special type of private employment agency is the so-called executive search firm (ESF). These agencies are often referred to as "headhunters" because, unlike the other sources we have examined, they operate almost exclusively with people who are currently employed. For example, when BMW sought to open it new U.S. plant, it used an executive search firm to help "liberate" Alien Kinzer and Edwin Buker form Honda, looking to re-create the success that Honda had by recruiting these individuals.

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Dealing with executive search firms is sometimes sensitive process because executives may not want to advertise their availability for fSear of their current employer's reaction. Thus, ESFs serve as an important confidentiality buffer between the employer and the recruit. ESFs are expensive to employ for both direct and indirect reasons. Directly, ESFs often charge one-third to one-half of the salary of the executive who is eventually placed. Indirectly, employers who use ESFs wind up having to lure people not form unemployment but from jobs that they may be quite satisfies with. A bank in a growing industry may have to offer as much as 50 percent more than the executive's current pay to prompt his or her to take the new job. Colleges and Universities: Most colleges and universities have placement services that seek to help their graduates obtain employment. Indeed, oncampus interviewing is their graduates obtain employment. Indeed, oncampus interviewing is the most important source of recruits for entrylevel professional and managerial vacancies. Organizations tend to focus especially on colleges that have strong reputations in areas for which they have critical need (chemical engineering, public accounting, etc.) For example, Standard Charted Bank has a five-part college recruiting strategy. First, the bank concentrates it efforts on 25 to 30 selected universities, trying not to spread itself too thin. Second, it has a commitment to these selected universities and returns each year with new openings. Third Standard Charted Bank uses a large number of line managers in its recruiting interviews; because they have better real world knowledge about the job and working conditions relative to improve narrowly informed human resource staff. Fourth, the HR staff is used to coordinate the line managers' activities with the university' staff, making sure that the same person works with the same university year in and year out to achieve "continuity of contact." Finally, Standard Charted Bank strives for continuous improvement by frequently asking students they have recruited to give them feedback on the process and, where possible, to compare and contrast Standard Charted Bank's process with the process used by other firms recruiting at the same university.

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Many employers have found that to effectively compete for the best students, they need to do more than just sign prospective graduates up for interview slots. One of the best ways to establish a stronger presence on a campus is with a college internship program. For example, HSBC funds a summer intern program for minority M.B.A students and often hires these interns for full-time positions when they graduate. These kinds of programs allow an organization to get early access to potential applicants and to assess their capacities directly. Another way of increasing one's presence on campus is to participate in university job fairs. In general, a job fair is a place where many employers gather for a short time to meet large numbers of potential job applicants. Although job fairs can be held anywhere (e.g., at a hotel or convention center), campuses are ideal locations because of the large number of welleducated, yet unemployed, individuals who live there. Participation in job fairs is a rather inexpensive means of generation an on-campus presence, and it can even provide some one-one-one dialogue with potential recruitsthe kind of dialogue that could not be achieved through less interactive media like newspaper advertisements. Finally, as more organizations attempt to compete on a global level, the ability to recruit individuals who will be successful both at home and abroad is becoming an increasing concern, and many organizations feel that college campuses are one of the best places to search for this type of transportable talent. Commercial Bank of Cylon , for example, is a U.S technology firm with 8,000 employees- only 2,000 of whom lives in the United States. Commercial Bank of Cylon derives 70 percent of its $950 million in annual sales from outside the United States, and thus the majority of workers are expatriates, local nationals, or foreign service employees. Three critical aspects of Commercial Bank of Cylon's recruitment strategy are critical to its success in attaining an internationally talented work force.

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Final Commercial Bank of Cylon focuses on recruiting college students. As one manager at Commercial Bank of Cylon states, "We have had more success molding younger people into this bank and into overseas assignments than taking more experienced people who've worked for other companies." Second, Commercial Bank of Cylon recruits many foreign national students (especially M.B.A. who are studying in the Universities for assignments back in their native country. These individuals have the best of both worlds, in terms of having a formal education in business practices and also having a firm understanding of both the language and culture of their home country. Finally, when recruiting students, Commercial Bank of Cylon requires that each person hired be fluent in both English and one other language. This commitment to multilingual competency can be seen at the national headquarters, where 15 different languages are spoken.
Electronic Recruiting: As we highlighted in the vignette that opened, many of the advantages of a typical job fair can now be gained without the need to place the recruiter and recruit in the same physical location. Computer recruitment networks allow employers to conduct searches that are widely distributed geographically, without ever leaving the home office. Within the last few years, the use of computer networks to recruit employees has expanded a great deal.

Evaluating the Quality of a Source: Because there are few rules about the quality of a given source for a given vacancy it is generally a good idea for employers to monitor the quality of all their recruitment sources. One means of accomplishing this is to develop and compare yield ratios for each source. Yield ratios express the percentage of applicants who successfully move from one stage of the recruitment and selection process to the next. Comparing yield ratios for different sources helps determine which is best or most efficient for the type of vacancy being investigated. Data on cost per hire is also useful in establishing the efficiency of a given source. The following table shows hypothetical yield ratios and cost-per-hire data for five different recruitment sources. For the job vacancies generated by this bank, the best two sources of recruits are local universities and

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employee referral programs. Newspaper advertisements generate the largest number of recruits, but relatively few of these are qualified for the position. Recruiting at nationally renowned universities generates highly qualified applicants, but relatively few of them ultimately accept positions. Finally, executive search firms generate a small list of highly qualified and interested applicants, but this is an expensive source compared with other alternatives.
Table 10.4 : Hypothetical Yield Ratios for five Different Recruitment Source

Resumes generated Interview offers accepted Yield ratio Judged acceptable Accept employment offers Yield ratio Cumulative yield ratio Yield ratio Cost Cost per hire

Local University 200 175

Recruiting Source Renowned Employee Newspaper University Referrals Ad 400 50 500 100 45 400

Executive Search Firm 20 20

87% 100 90

25% 95 10

90% 40 35

80% 50 25

100% 19 15

90% 90/2000 45% $30000 $333

11% 10/400 3% $50000 $5,000

88% 35/50 70% $15000 $428

50% 25/500 5% $20000 $800

79% 15/20 75% $6000 $ 6,000

4.9 Recruiters:
In many cases, by the time a recruiter meets some applicants, they have already made up their minds about what they desire in a job and what the current job has to offer. Moreover, many applicants approach the recruiter with some degree of skepticism. Knowing that it is the recruiter's job to sell

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them on a vacancy, some applicants my discount what the recruiter says relative to what they have heard from other sources. For these and other reasons, recruiters' characteristics and behaviors seem to have less impact on applicants' job choice than one might expect. Moreover, as shown in the following figure, whatever impact a recruiter does have on an applicant lessens as one moves from reaction criteria (i.e., how the applicant felt about the recruiter) toward job choice criteria (i.e. Whether the applicant takes the job).
Recruiter's Functional Area: Most organizations must choose whether their recruiters are specialists in human resources or experts at particular jobs (e.g. supervisors or job incumbents). Some studies indicate that applicants find a job less attractive and the less credible when he or she is a personnel specialist. This does not completely discount the role of personnel specialists in recruiting, but it does indicate that such specialists need to take extra steps to ensure that applicants perceive them as knowledgeable and credible.

Recruiter's Traits: Two traits stand out when applicants' reaction to recruiters are examined. The first, which could be called "warmth," reflects the degree to which recruiter seems to care about the applicant and is enthusiastic about his or her potential to contribute to the bank. The second characteristic could be called "informative ness." In general, applicants respond more positively to recruiters who are perceived as warm and informative. These characteristics seem more important than such demographic characteristics as age, sex, or race, which have complex and inconsistent effects on applicant responses.

Fig 5: Relative Impact of die Recruiter on Various Recruitment Interview Outcomes.

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Recruiter's Realism: Perhaps the most well researched aspect of recruiting deals with the level of realism that the recruiter incorporates into his or her message. Since the recruiter's job is to attract candidates, there is some pressure to exaggerate the positive features of the vacancy while downplaying the negative features. On the other hand, if the recruiter goes too far, the candidate can be misled and lured into taking the job under false pretenses. This can lead to a serious case of unmet expectations and a high job turnover rate. Many studies have looked at the capacity of "Realistic Job Previews" to circumvent this problem and help minimize early job turnover. On the whole, the research suggests that the effect of realistic job previews on eventual turnover is weak and inconsistent. Certainly, the idea that one can go overboard in selling a vacancy to a recruit has merit. However, the belief that informing people about the negative characteristics of the job will "Inoculate" them to such characteristics seems unwarranted, based on the research conducted to date. Thus, we return to the conclusion that the decisions an organization makes about personnel policies that directly affect the job's attributes (i.e., pay, security, advancement opportunities, and so on) will probably be more important than recruiter traits and behaviors in affecting job choice. Enhancing Recruiter Impact: Although research suggests that recruiters don't have much influence on job choice, this does not mean recruiters cannot have an impact. Most recruiters receive little training, and recent research has attempted to find conditions in which recruiters do make a difference. Based on this research, an organization can take several steps to increase the impact that recruiters have on those they recruit. First, recruiters can provide timely feedback. Applicants react very negatively to delays in feedback, often making unwarranted attributions for the delays (e.g., the organization is uninterested in my application). Second, recruiters need to avoid behaviors that might convey the wrong organizational impression. Third, recruiting can be done in teams rather than by individuals. As we have seen, applicants tend to view line
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personnel (e.g., job incumbents and supervisors) as more credible than personnel specialists, so these kinds of recruiters should be part of any tern. On the other hand, personnel specialists have knowledge that is not shard by line personnel (who perceive recruiting as a small part of their "real" job), so they should be included as well.

4.10 Prerequisites of a good Recruitment policy:
Prerequisites of a good recruitment policy: 1. It should be flexible enough to meet the changing needs of an organization. 2. It should provide job security and continuous employment. 3. It should assure employees of fairness in all employment relationship including promotion and transfer. 4. It should not be against the relevant public policy. 5. It should provide equal chance to each employee to develop his knowledge and skills the maximum possible extent.

4.11 Recruitment Alternatives
There are some recruitment alternatives. They are• Temporary help service • • Employee leasing Independent contractors

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Chapter 5: Recruitment Process of JAMUNA BANK LIMITED
JAMUNA BANK LIMITED follows comprehensive and extensive selection procedures in their search for the most ideal and competent professionals. The testing methods are effectively designed in order to accurately evaluate the required competence and skill for particular jobs.

5. 1 Sources of Talents:
JAMUNA BANK LIMITED try to discover industrious and innovative people ready to embark on a challenging career in JAMUNA BANK LIMITED. During their search for talent, they carry out a number of activities such as:

Collect CVs from Job Fairs, reception and various alternative sources.

• Advertise in daily newspapers. • Provide on-line database. • Accept hard-copy submission of CV s in their office. • Accept on-line application in their office.

5.2 Online Job Application System of JAMUNA BANK LIMITED
This is about “Application System of JAMUNA BANK LIMITED. JAMUNA BANK LIMITED encourages all candidates to apply using their on-line process. From this online system they can easily process candidates’ application quickly and candidates will receive an acknowledgement that candidates’ application has been safely received. This Online Application System allows candidate to apply for any vacant position in -JAMUNA BANK LIMITED- through Internet. From now on, candidate doesn't have to mail his or her resume to the Bank. What he/she has to do, he will just fill up the Online Application/Resume Form
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and Click Submit option, JAMUNA BANK LIMITED will receive his/her application/resume. Please note that, a candidate does not have to submit, his/her resume twice if he already has resume posted at the JAMUNA BANK LIMITED Job Application System

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5.3 Recruitment & Responsibilities:
• A Candidate Has to Read Carefully the Following Instructions Before Apply Online for His Desired Positions. He should go through the detail job requirements & responsibility before applying for any position • A candidate should not apply for any position that doesn't match with his job requirements. • He should select, from the vacancy list, the particular Job Vacancies (not more than 2 jobs) he wants to apply for.

He should click at "Apply Online" to get the Application/ Resume Form.

• He can also download and Save the Application/Resume Form, fill it off-line to submit it online later on. • He will be given a tracking number, which he can use for any further reference with respect to his application in JAMUNA BANK LIMITED.

5.3.1 Instructions for Editing
• This online Application System provides the facility to edit/update Posted Resume any time. • A candidate should remember the Password he has entered at the time of Resume Submission. Also he has to remember the tracking number he is given by the system once his Application/Resume has been successfully posted.

If he has not got the tracking number and a password, he can log in to the 'Edit Resume1 Box and make necessary update of your provided information (including the particular position applied for) • Please note that, a candidate doesn't have to submit resume every time a new vacancy is announced by JAMUNA BANK LIMITED he has to do isjust log in to his resume account and select the new job opening from the

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list.

5.4 Recruitment Process:
Recruitment is the process of finding and attracting capable individuals to apply for employment. Success in recruiting is not simply measured by the number of applications received. The right type of applicant is far more important than the number of applicants Job analysis information is key to the success of the endeavor. It ensures that the incumbent will meet the requirements of the job as well as individual attributes deemed necessary. Job analysis information exists in job descriptions and specifications. If this information does not exist, manager’s comments become invaluable. For example, requirements may involve knowledge, but not experience, leading to recruitment efforts in local educational institutions. Identifying experience as a requirement would eliminate educational institutions from recruitment efforts with the exception of continuing education. Consider the Following in Determining Recruitment Needs: • When consulting the job description for the position, identify actual duties and look for other attributes that might be helpful. • Determine the characteristics of organization' s culture. What attributes might a person need to fit in? • Who will be supervising the position? What attributes should a person possess to serve as a complement to this boss? • With what other individuals will this person have day-to-day contact? Are there certain group characteristics that need to be taken into account? • Look around your environment. What other factors might have to be taken into consideration to assure a thorough assessment of position characteristics?
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Understanding the constraints on recruitment is also key to success. As the labor market tightens, it becomes even more important to determine the most appropriate recruitment sources. In that way, budgets are spent in a manner that will provide a positive return on investment.

5.4.1 Application Screening
An organization’s overall effectiveness and success depends on the quality and caliber of the employees it hires. Skills and qualifications must closely match the organization’s culture and strategic requirements. The selection process begins with evaluating resumes and cover letters effectively. The key to evaluating a resume is to remain impartial, particularly if the candidate is known. Look specifically at the following components: Overall Appearance • Are there spelling errors? • Is everything in the proper tense? • Does it have a "textbook" appearance - did the applicant or a professional prepare it? t* What impresses you positively and negatively? Organization • Does the resume tell you what you want to know? • Has care been taken to include information that will help you in the decision making process? • Does it ramble?

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Are individual entries consistent and understandable?

• Do you find the information you need when looking under the logical category? Education • Look at the motivation of an applicant who possesses more education than the position requires. • Look for irregularities with education listed. More than 30% of all applicants lie on resumes, particularly about education. Experience • Does the applicant provide parameters from which to judge responsibility? (number supervised, size of budget, amount of sales) I* Duties vs. responsibility - what did they actually do? • Do they provide a list of accomplishments, which give an indication of work ethic and working knowledge? • Is this a real job title? Many applicants can be pretty free with descriptions. • Note the frequency of job changes - is this contract work or a job hopper? References • Use the phone. Most references are more likely to be honest over the phone or in person rather than in a formal letter. • Seek information on job - related behavior. Ask for details such as tardiness and absenteeism, rather than personality traits, such as ambition and intelligence, which are hard to evaluate.

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• Do ask, "Would you rehire this employee?"
• •

Do ask, "How is this person’s behavior in a group setting?"

Watch out for phrases with hidden meanings. Most references do not blatantly lie, they simply don’t tell the whole truth. A person described as someone who is deeply committed to family and friends may be someone who will not work beyond five o' clock. Cover Letter • Is it written in proper business format? • Is there care shown in the preparation of the letter? Is it addressed to you or "Dear Sir"? • Is it an original letter or are you one of 399 recipients? Look for references specific to your organization rather than canned phrases. • Is the spelling and grammar correct?

Does the letter achieve its objective? Does it impress you with the applicant’s focus and reasons for wanting the job?

• Will the marketing quality that sells you on the applicant contribute to your organization?

5.4.2 Screening Applicants by Telephone
Once a HR manager has determined the qualified applicants, consider his first contact as a screening tool. Phone calls offer tremendous opportunities to gather information about a person’s background, level of confidence, communication skills, etc. It is also a faster process than personal interviews since conversation tends to be shorter. It eliminates
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the hassle of scheduling, reserving rooms and other tasks an extra time. Phone interviews are viewed as less formal and are therefore more relaxed. However, this is not to replace personal interviews entirely. Preparation for Telephone Interviews is Critical • Develop clearly worded questions and outline what you expect for answers. Ensure you ask the same questions to all applicants. • Prepare what you will say about the job and organization when screening applicants. • Prepare an evaluation form that will be used for all applicants. Notes will not provide the same clarity as a form, which gives a summary of experience in the same place for each applicant. Ensure you treat everyone the same. • Prepare for the common questions that applicants are most likely to ask. • Rehearse the screening process. • Block out time to screen applicants so you will not be interrupted. 5.4.3 Personal Interviews Recognize that the best person for a job is one who finds the job challenging and is able to do the majority of it upon hiring. The rule of thumb is to select someone who can do 80% of the job. Instead of asking the predictable questions, "Tell me about yourself" and the like, consider asking the person to tel-1 you a story about a time when they had to deal with a difficult customer. What was the situation? How did the person attempt to handle it? What was the result? What did the person learn? A story allows insight into the person' s poise, attitude and ability to communicate. Use phrases such as "Help me understand---"
Each candidate should be interviewed in the same way. Questions, exercises and tasks should not vary and must all be job-related. Try to schedule interviews in the morning since those interviewed late in the afternoon tend to suffer in the evaluation process. 76

Develop questions with care given to how they are formed. Each question should address defined criteria for the job. Questions will fall into five categories • Career goals/occupational objectives • Education • Work experience • General skills and aptitudes related to job criteria • Attitudes and personality characteristics When Conducting Interviews, Keep These Tips in Mind : • Review the candidate’s application materials before you walk into the interview. • Prepare the location to make sure things are in order and that no interruptions will occur. • Put the candidate at ease. Don' never hurts. t make them wait. A little small talk

• Outline the interview process, but do not identify a time frame. If the interview goes poorly, end it quickly. • Keep an open mind by trying not to prejudge the candidate based on the first 30 seconds of contact. • Let the candidate do the talking • Be attentive. • Observe body language - is there a level of enthusiasm and confidence? • Take notes. • Maintain control - be careful not to let the interviewee take over. • Probe incomplete answers. • Test for character - after a person has given the answer, ask them about their approach and reasoning. • Keep reactions to yourself. • Close the interview on a positive note. Refrain from announcing a decision.

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Write an interview summary.

5.4.4 Second Interviews
Second interviews are always a good idea, but absolutely necessary whenever more than one candidate is outstanding. They are an opportunity for further assessment. Clarify applicant' s needs, desires and qualities. Misunderstandings usually prove costly. Look for hot buttons during your conversation that reveal the person’s real priorities and interests in the position. Especially look for clues in comments about success, needs for recognition or monetary reward or challenge. A sample question might be, "What things are important to you in your career development?"
Use your intuition. If something doesn’t feel right, investigate. Don’t be afraid to sell if your top candidate is in high demand, "What will it take for you to come to work for us?" Get them to identify all concerns and desires and then address each one.

5.4.5 Notifying Candidates
Efficient decision-making reduces the loss of excellent candidates. The entire selection process for any candidate should take no more than three weeks. Every unsuccessful applicant who has been interviewed should receive a response within two or three days by mail. Form letters can be very helpful to ensure a clean process. You are not obligated to explain your reasons for rejection.

5.5 Part-time Employment:
Whether he is a professional seeking greater challenges or a student embarking on an exciting new career, JAMUNA BANK LIMITED will enhance him potentials and even help him to discover himself. If he is a full-time or a part-time student (internship) wishing to gain work

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experience and financial support, then Hr department is just the place for him to apply. HSBC follows comprehensive and extensive selection procedures in their search for talent. The testing methods are effectively designed in order to accurately evaluate the required competence and skills for particular jobs. Their Procedures for Recruitment Involve the Following Steps • Primary screening based on job descriptions • Written tests that evaluate the technical know-how according to required disciplines • Evaluation of written communication and analytical skills • Well-structured and paneled interviews that evaluate competence of required positions • Final selection • Appointment The duration for a part-time job is about 3 to 6 months. No advertisements are made for part-time recruitment.

5.6Internship:
Here a student has an opportunity to get valuable work experience as a student. A student’s internship marks the end of his education and, more often than not, decides his future by indicating the beginning of his career. This indepth study requires special attention since it may mark the beginning of your life as a professional. JAMUNA BANK LIMITED offers students the perfect opportunity to gain on-the-job experience by supporting and .guiding them during their internship programs in many of JAMUNA BANK Limited’s business areas. After all, JAMUNA BANK LIMITED knows that today’s students could become tomorrow’s most efficient employees.

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JAMUNA BANK LIMITED hosts a steadily increasing number of students seeking practical experience through internships. They collect list of interns from various Universities and look out for the appropriate opportunity to find provisions for interns in the bank. Candidates are then called for interviews, which may be paneled and sequential. Interns are selected on the basis of interview findings, which evaluate the necessary qualifications required for the following of their business departments: • Retail Banking • SME • Credit card Division • Human Resource • Cash Students conducting internships at JAMUNA BANK LIMITED are offered competitive pay according to the scale of interns' token pay. An internship program lasts for a maximum duration of 3 months

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Chapter 6: Analysis of Questionnaire
The questionnaire has been surveyed to find out or to visualize the "Human Recruitment Process of JAMUNA BANK LIMITED. I surveyed it among 25 staffs or employees of JAMUNA BANK LIMITED. After survey, I did the work of interpretation, means, whatever, we found. Our findings are listed below according to the serial of the questionnaire: In the interpretation of questionnaire, I have used same graphs, because of, • For making it more clear. • For avoiding mistakes.
I have already mentioned in the assumption that, all staffs are, anyhow, involved with recruitment process for making the survey easier, because it is a little bit difficult task to make the survey in "High Level Management". We believe, today's "Mid Level Managers or Officers" are the part of future "High Level Management".

I did the survey in the "Customers Relation Division". So, all the employees, took part in the survey, were from "Customers Relation Division". In a short period of time, it was not possible for us to provide more affords or to survey in another divisions. Sometimes, the questionnaire did not reflect the "Actual Information" of the manager, might be he or she did not show his or her best interest in the questionnaire. I already mentioned that, the survey has been done within 25 employees or staffs or officers. The result has been converted to "100" for making the meaning easily understandable.

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Age of Employees

100 80 60 40 20 0 25-35 35-45 60 32 8 >45

Fig. 6 : Age of Employee- It is clear that maximum respondents are from 25-35 that is the young to mid level.

Educational status of Employees
100 80 60 40 20 0 Gradaute Masters 52 48

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Fig 7 : Educational level- Though it is nearly the same (the graduates and masters’ level of respond) the maximum respondents are fresh and matured graduates. It also indicates the balance between educational status of employees and age of employee (in this and above figure).

Do you prefer “External Source” than “Internal Source” For Recruitment?
80 60 40 20 0 External Source Internal Recruitment source

Fig. 8 : Recruitment source- External is more popular than internal sources. This is because external sources bring the opportunity to collect from a vast range of people with different levels of education. Moreover it advertises for the bank along with a great help for the respondents to learn about the bank in details. Also, it increases the recognition of the bank in the market.

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Do you prefer “Internet” than “Newspaper” for Recruitment?

80 80 60 40 20 0 Internet Newspaper 20 Media

Fig. 9 : Media- internet is preferred more than newspaper both for the recruiters and the respondents this is probably because JAMUNA BANK LIMITED looks for computer educated people that is why they also submits more circular on the internet than the newspapers.

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Do you think “Internal Source” is not biased?

80 80 60 40 20 0 Yes No 20 Biasness

Fig : Biasness- Obviously internal sources are biased otherwise it would not be possible to return a major unit of people within a short period moreover the people who had good terms with the officers got benefited.

80 80 60 40 20 0 Physiological Theoritical 20 Types of Question

Fig. 11 : Types of question- Psychological question brings more practical impacts in human recruitment process.

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Do you look for “Previous Experience” for Recruitment?

40 30 20 10 0

36

36 28

Previous experience No Yes, it it is job related no

Fig. 12 : Previous Experience- it is preferred mostly when the experience is job related. Though inexperienced fresher are also recruited at the same level but there are also a few personnel who are with different kind of background. Do You Use “Arrest Record” for Automatically Disqualify A Candidate?

60 50 40 30 20 10 0

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32 Arrest 8 No Yes, it it is job related no

Fig 13 : Arrest- Probably if the issue is very critical, arrest records become a major criteria for disqualification otherwise for little impact both in job related field and in other fields, arrest records are not a factor.

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Do You Prefer Female Than Male for The Same Position Having Same Ability?

100 80 60 40 20 0 No

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Preferences

16

Yes

Fig. 14 : Preferences- The preference is nearly neutral and is not more than a male having the same ability though in some negligible cases females are preferred more. Do you ask for good educational requirement in case of minority groups?

80 60 40 20 0

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20 No Depends on Situation

12 Yes

Requirement

Fig. 15 : Requirement- Average educational requirements are preferred otherwise it is not obvious to have a good educational requirement.

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Do you rehabilitate Depression ?
60 50 40 30 20 10 0 60

employees

after

Physical

or

Mental

24

16

Rehabilitation

Yes

Depends on Situation

No

Fig. 16 : Rehabilitation- In most cases cures are provided to the consequent mishaps either it is physical or mental. Were You asked any question in Interview, Which Was Not Job Related?

100 100 80 60 40 20 0 No Yes 0 Question

Fig. 17 : Question- No question is behind the job requirements but is mostly psychological as found in one of the above figures.

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Did you feel any kind of discrimination?

100 100 80 60 40 20 0 No Yes 0 Discriminati on

Fig. 18 : Discrimination- No discrimination occurs in this organization.

Employees Seems to Be Employed at JAMUNA BANK LIMITED , Because Benefits, Salary an Goodwill

Fig. 19 : Working on JAMUNA BANK LIMITED- Majority wants to get benefited from the organization. As it is a well known organization there is a vast range of benefits. An average number of personnel are here for their attractive range of salaries and a few joins for the bank goodwill.

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Chapter 7: Findings
Though more circulars are found on the internet (bdjobs.com, etc) than the newspaper probably to search for the computer, accounting etc related people, people from most levels preferred to go through newspapers for searching the suitable job which has become a tradition only a few people utilizes the power of internet. And who are getting benefited. Though psychological questions are preferred more by the recruiters, still there is need for more theoretical questions along with it because to test their theoretical knowledge related to their work field.

Arrest records are made negligible in the interviewing process which should be given more stress to eliminate fraudulence in the bank. We know JAMUNA BANK LIMITED is the country's one of the renowned retail banks, but in the survey it is found that most respondents are here for their own benefits not for the bank goodwill.

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Chapter 8: Recommendations and Conclusion
Interpretation of the questionnaire has been showed before. From that we learned so many factors that have impact on the "Recruitment Process of JAMUNA BANK LIMITED.” Such as:

8.1 Rules and Regulations or Traditions (in Brief)
• JAMUNA BANK LIMITED always prefers that candidates whom ages fall into the category of 25-35 • Their “Educational Requirement” is minimum “Graduate" cases. • They prefer "External Source" for recruitment. • Among the "External Media's" they prefer "Internet" most. • The people who believe that JAMUNA BANK LIMITED uses "Internal Source" for recruitment, among them, most of the peoples believe that "Internal Source" is biased. • At the time of recruitment, they ask a candidate "Psychological Questions". • Many of them believe that they don't look for "Previous Experience" for recruitment and the rest believe that, "Previous Experience" is important if it is "Job Related.” • Most of them uses "Arrest Record" for automatically disqualify a person. • Many of them don't prefer female than male in the "Same Position Having Same Ability". • Most of them prefer "Minority Groups" for recruitment; even they don't
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in most

ask for good educational requirement in case of them. • In most cases, they rehabilitate employees after physical or mental depression. • They didn't face any type of question in the interview, which was not job related. That means, JAMUNA BANK LIMITED doesn't ask any question in the interview, which is not job related during recruitment. • No candidate usually does face any type of discrimination during recruitment process.

8.2 Ethical Issues or Burning Questions (in Brief)
• Most of them consider that "Arrest Record" should not be used for automatically disqualify a person. • Many of them think that female should not be preferred for the same position having same ability. • Almost everybody give the opinion that "Good Requirement" should be asked in case of minority groups. • Educational

Most of them accept that employee should be rehabilitated after physical or mental depression.

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8.3 Conclusion:
Actually, it's a very tough job to find out the "Human Recruitment Process of Any Organization", because, the lack of "Structured Features" that exists in that organization at the time of "Recruitment". Instead of that, we conducted a survey to find out that in JAMUNA BANK LIMITED The "Questionnaire" conveys those factors in which they believe or which they want to come true. The main problem, we faced in finding out the "Recruitment Process of JAMUNA BANK LIMITED was the lack of any book or document that containing writings about their "Hypothetical Recruitment Process". Moreover, in the restriction of "Expressing Their Rules and Regulations outside Their Organization". That's why; we took the help of "Questionnaire". Whatever they need or whatever they need to be changed in their organization at the time of recruitment, was briefed in this "report". The more important thing that we should include in the conclusion is that, the rating of the raters depends on their perception, varies person to person according to their practice, interest and above all, "Background". That's why their answers got different from each other in the questionnaire instead of doing jobs in the same organization or in the same position. Recently, Bangladesh is being ranked first as a corrupted country. So here we can never hope that the recruitment process will be valid and reliable. There are biasness and other political influences hindering above recruitment process. HR officers should not be bias. But this doesn't mean that all the organizations in our country are corrupted. I gave the examples of JAMUNA BANK LIMITED who are following this method. But it is true that, perfect selection and recruitment process will give the bank perfect employee who will be very effective for the organization.

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Bibliography

1. "Human Resource Management" — Noe, Hollenbeck, Gerhart, Wright. 2. "Human Resource Management The Strategic Perspective" —John B. Miner & Donald P. Crane. 3. "Human Resource and Personnel Management" — K. Aswathappa. 1. "Human Resource Management" — David A. Decenzo Stephen P. Robbins

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Questionnaire
Dear Sir/Madam, Here is a short questionnaire for you to fill and help us successfully to extract the necessary raw facts of an observation on Recruitment process. The quoted text is for a Term Paper on Recruitment Policy of JAMUNA BANK LIMITED. Please feel free to answer the questions and help to extract the truth. Your answers will not be published anywhere and will be kept secret.

Personal Information: Name of the respondent : Gender : ♦ Male ♦ Female Occupation: Educational Status ♦ Graduate ♦ Masters ♦ Others Age : ♦ <15 ♦ 15 to 25 ♦ 25to 35 ♦ 35 to 45 ♦ 45+

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Q.1. Do you prefer “ External source” than “Internal Source” for recruitment? • Yes • No If “Yes”, Which external Source do you prefer most. • Internet • TV • Newspaper • Billboard If “No” Don’t you think that there is biasness in “Internal source”? • Yes • No Q.3. what type of question do you ask a candidate? • Psychological • Theoretical
Q.4. Do you looking for "Previous Experience" for recruitment?

• Yes • No • Yes, if it is job related. Q.5. Do you use "Arrest Record" for automatically disqualifies a candidate? • Yes •
NO

• Yes, if it is job related. Q.6. Do you prefer female than male for the same position having same ability? • Yes • No Q. 7. Do you ask for "Good Educational Requirement" in case of "Minority Groups" • Yes • No
• Depends on Situation

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Q.8. Do you rehabilitate employees after physical or mental depression? • Yes • No • Depend on Situation. Q.9. Were you asked any question in interview, which was not job related? • Yes • NO Q. 10. Did you feel any kind of discrimination • Yes • NO Q.ll. "Arrest Record" should be used for automatically disqualify a candidate. • • Yes No

• Yes, if it is job related. Q.1 2. Female should be preferred than male for the same position having same ability. • Yes • No Q.1. 3. "Good Educational Requirement" should not be asked in case of "Minority Groups" •

Yes No Depends on Situation

Q.14. Employees should be rehabilitated after physical or mental depression. • • Yes NO

Q.15. Students seem to be employed at JAMUNA BANK LIMITED, because of • • • Goodwill Salary Compensation & Benefits

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BIBLIOGRAPHY

 Annual Report 2005, 2006.2007  www.jamunabankbd.com

 Customer service  Credit Policy Jamuna Bank Limited

APPENDIX
AD AWB BCC BL CC Authorized Dealer Air Way Bill Branch Credit Committee Bill of Lading Cash Credit 98

CCI & E C&F CIB CLP CRF DD EPB ERC EXP Form FCA FDR HO HS Code IBCA IBCT IBDA ICD ID IMP Form IRC LIM LTR OBC PAD PO PRC SOD SSI SWIFT TIN TOD UCPDC

Chief Comptroller of Import & Export Clearing & Forwarding Credit Information Bureau Credit Line Proposal Clean Report Findings Demand Draft Export Promotion Bureau Export Registration Certificate Export Form Foreign Currency Account Fixed Deposit Receipt Head Office Harmonic Symbolized Code Inter Branch Credit Advice Inter Branch Credit Transaction Inter Branch Debit Advice Industrial Credit Division International Division Import Form Import Registration Certificate Loan Against Imported Merchandise Loan Against Trust Receipt Outward Bills for Collection Payment Against Document Payment Order Proceeds Realization Certification Secured Overdraft Small-scale Industries Society for Worldwide Interbank Financial Telecommunication Tax Identification Number Temporary Overdraft Uniform Customs & Practices for Documentary Credit

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