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Chapter One: INTRODUCTION

1.1

Background

Choosing right people for right job is very important for organizational success. Organizational
performance improves when right people placed in right job. The success of a dynamic banking
institution depends largely on the quality of services rendered to the clients. The quality of
banking service depends on the quality of its staffs. Success in the banking sector requires
efficient and maximum possible service out of the employees. For proper functioning of a bank,
bank needs to identify the current and future human resource need through the personnel
planning. The recruiting authority of any bank should be careful in selecting the right person for
the right kind of position.
1.2

Problem of the Study:

Finding the right people for the right jobs is very crucial for any organizational success. A class
employees give A performance and B class employees give B class performance. B class
employees can spoil A class leaders performance. Thats why employees should be chosen
very carefully. However many times we find organizations are practicing inappropriate and
anomalous way of recruitment and selection.
1.3

Objective:
1.3.1

Broad objective

Knowing the Recruitment and Selection process of Southeast Bank Limited.


1.3.2

Specific objective

Understanding the Recruitment and Selection process in a better way.


Finding out the lacking in Recruitment and Selection process of SEBL.
Giving recommendation to improve Recruitment and Selection process of SEBL.
1.4

Rationale:

Knowledge and learning become perfect when it encompasses both theoretical and practical
knowledge. This report helped me to relate theory with practice. By doing this report I have got
idea about how private commercial banks recruit and select employees.
This report will also help Southeast Bank Limited to find out their lacking of current recruitment
and selection process and will help to improve recruitment and selection process.
1.5

Scope

The scope of this project is only to determine the recruitment procedure of Southeast Bank
Limited. The recruitment procedure in this project covers recruitment only for the banking staff.
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1.6

Limitations:

To prepare this report I had to collect different types of data from different sources. While
collecting data, I faced some problems, such as:
Difficulty in accessing data of internal operation for data security.
Website of Southeast Bank Ltd. dont contain enough information that are required for
preparing report.
Availability of time on the part of the bank officers was not as per requirement due to
heavy workload.
With all of this limitation I tried my best to make this report.

Chapter Two: METHODOLOGY


2.1

Data Collection

In order to make the study more meaningful and presentable different sources of data have been
used. The sources of data are as follows2.1.1

Primary Data sources:

Personal discussion with the officers and executives of Southeast Bank Limited.
`2.1.2

Secondary Data sources:

Website of Southeast Bank Limited,


Annual Report of the Southeast Bank Ltd,
Books and journals
Previous research papers and article related to this study.
Different website

Chapter Three: Literature Review


3.1

Recruitment

The process of attracting individuals on a timely basis, in sufficient numbers and with
appropriate qualifications, to apply for jobs with an organization.
According to Edwin B Flippo; Recruitment is nothing but the process of searching the candidates
for employment and then stimulating them for jobs in the organization. It is the activity that links
the employees and the job seekers. It is also defined as the process of finding and attracting
capable applicants for employment. It is the pool of applicants from which the new employees
are selected. It can also be defined as a process to discover sources of manpower to meet the
requirement of the staffing schedule and to employ effective measures for attracting the
manpower in adequate numbers in order to facilitate the effective selection of an efficient
working force.
3.2

Staff Recruitment and Selection Process:

Armstrong (2009) states that recruitment and selection process come in four stages: defining
requirements, attracting candidates, selecting candidates and placing them on the job.
Correspondingly, Robertson and Smith (2001) support Armstrongs viewpoint and added
personality assessment to the lists guided by tests and interviews, the British Psychology Society
(BPS) (2007) concludes that the ability tests measure the capacity for: verbal reasoning,
numerical reasoning, spatial reasoning and mechanical reasoning.
Marty Sibley (2012) identified nine steps for effective hiring called Staff Recruitment and
Selection Hiring Checklist,
Step 1: Identify Vacancy and Evaluate Need
Step 2: Develop Position Description
Step 3: Develop Recruitment Plan
Step 4: Select Search Committee
Step 5: Post Position and Implement Recruitment Plan
Step 6: Review Applicants and Develop Short List
Step 7: Conduct Interviews
Step 8: Select Hire
Step 9: Finalize Recruitment
Human Resource Planning, Recruitment and Selection:
According to Fajana (2002). Human resource planning deals with the systematic and continuing
process of analyzing a firms human resource needs under mutating conditions and developing
workforce policies suitable to the longer-term effectiveness of the organization. It is a vital part
of corporate planning and budgeting procedures since, human resource costs and forecasts both
affect and are affected by longer- term corporate plans.

Planning involves the forecasting of human resource needs in organizations and designing
appropriate actions such as recruitment, training and career development based on identified
needs. Planning is carried out within the goals and general policy framework of the firm or
agency. It is also affected by public policies, changes in technology and availability of
manpower.
Human resource planning involves a complex task of forecasting and planning for the right
numbers and the right kinds of personnel at the right places and at the right time to perform
activities that will benefit the organization in accomplishing its objectives and in helping its
members to satisfy their needs.
According to David A De Cenzo; The recruitment needs are of three types which are as follow:
(a) First one is Planned Needs: These are the needs that arise from the changes in the
organization and retirement policy creating vacancy for new jobs.
(b).Second one is Anticipated Needs: These are those movements in personal which an
organization can predict by studying trends both in external as well as internal
environment.
(c) Last one is Unexpected Needs: These needs arise due to various reasons like deaths,
resignations, accidents, illness, relocation etc.
Alka Rani (2014) stated the online recruitment process and stated it as cost effective, quick and
time saving, and further she added Online recruitment and selection process simplify the
process of recruitment. It not only helps to appoint the right person at the right place but also
help to maintain the database of the job seekers. It is a platform where the job seekers and
recruiters communicate and approach each other.
3.3

The 4 Hiring Practices of Highly Successful Organizations

A new survey by human resource consulting firm Development Dimensions International and
web-based recruiting resource Electronic Recruiting Exchange (ERE) reveals what keeps
successful organizations on top. They don't just glance at a resume and then hire whoever looks
good in a suit, but instead use four modern hiring practices to find top talent.
Job interviews in which candidates are asked to describe specific examples of their skills
Automated resume screening and search
Assessments that predict whether candidates are motivated by the factors associated with a
particular job or a company's values and ways of doing things
Simulations that gauge specific job-related abilities and skills
"Organizations should be using the four key hiring practices more, because they make it much
easier to find the best candidates," says Scott Burton, vice president of staffing and assessment
consulting for DDI.
. "In fact, the results of survey show that the Internet has superseded the hallmark of recruiting
success, employee referrals, as the most widely used and effective recruitment tool for many
professionals." says ERE president David Manaster.

3.4

Selection

Selection is the process of picking individuals who have relevant qualifications to fill jobs in an
organization. Selection is much more than just choosing the best candidate. It is an attempt to
strike a happy balance between what the applicant can and wants to do and what the organization
requires.
3.5

Importance of Selection

According to Gary Dessler; selecting the right employees is important for three main reasons:
performance, costs and legal obligations.
Performance: At first, our own performance depends in part of our own subordinates.
Employees with right skills will do a better job for any company and for the owner. Employees
without these requisite skills or who are abrasive would not perform effectively and the company
performance will suffer to a great extent. So there is a time to screen out undesirables and to
choose the better and perfect candidate that can effectively contribute to company success.
Cost: Second, it is important because it is costly to recruit and hire employees so cost-benefit
ratio have to be considered while hiring of employees in order to avoid any unnecessary wastage
of money and the valuable resources .The total cost of hiring a manager could easily be 10 times
as high as once one add search fees, interviewing time, reference checking, and travel and
moving expenses.
Legal Obligations: Thirdly it is important because of the two legal implications of incompetent
hiring. Firstly equal employment law requires nondiscriminatory selection procedures for
selected groups. Secondly, courts will find the employer liable when employees with criminal
records or other problems use access to customers homes to commit crimes. Lawyers call hiring
workers with such backgrounds, without proper safeguards, negligent hiring. So the negligent
hiring highlights the need to think through what the job human requirements are. So in order to
avoid the concept of negligent hiring, it is necessary to make a systematic effort in order to gain
relevant information about the applicant and verify all the documentation.
3.6

Mistakes occur in Recruitment and Selection Process:

Paul Croteau, Managing Partner of Legacy Bowes Group, has identified mistakes done by
organizations in his article Avoiding the Seven Sins of Recruitment and Selection is1. Failure to target candidate sources Many organizations falsely believe that simply
circulating a job profile hither and yon will result in a long list of candidates. Frankly, this
is a waste of time and energy. You need to target your efforts toward industry sectors
where you know there may be candidates with the qualifications you are seeking.
2. Failure to identify organizational selling points Managers who do their own
recruitment often fail to put themselves in the candidates shoes. They fail to think about
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why someone would want to join their organization. If you dont identify the benefits of
joining your organization, and if you cant inform the candidates of the challenges and
potential accomplishments found in a job, you will fail to attract anyone to your
opportunity.
3. Failure to stay in touch The recruitment and selection process takes approximately
six to eight weeks. During this time, it is important to stay in touch with the most viable
candidates. Failure to do so may demonstrate to the candidates that you lack interest in
going the next step. When you finally do get back to the candidate, they may already
have
selected
another
employer.
4. Failure to avoid bias in the resume screening process Unfortunately many people do
not submit well written resumes. As a result, many employers become biased when they
examine these documents. Some focus too closely on dates, others prejudge a candidate if
they find a spelling mistake. Still others become biased when they identify former
employers and if there is a bad reputation, they then become biased against the candidate.
5. Failure to conduct an effective phone screen Conducting a phone screen is not simply
a friendly chat and a review of the resume. Without carefully prepared questions and
identified selection criteria, the interviewer will pay too much attention to voice and
communication. The result will be gaps in information and a failure to make an objective
opinion.
6. Failure to conduct an effective in-person interview Some interviewers make their
judgment based on first impression. Thus, shy and introverted candidates are often
misjudged because they take longer to develop a relationship. Outgoing candidates who
quickly establish common ground often lead interviewers to focus on personality match
instead of skills. Be sure to prepare your questions ahead of time, ensure they will be
effective in confirming skill sets and then be sure to train all of your interviewers.
7. Failure to conduct an effective reference check Most interviewers create a whole new
set of questions for their reference check. This also creates gaps in information and does
not provide for comparison to the candidate responses. Ask references for confirmation of
the
different
skills
the
candidate
offers.
Failing to implement a rigorous and effective recruitment and selection process often
results in hiring the wrong candidate. In this case, the truth of the matter is, garbage in,
garbage out which can result in costs to your organization.
Taylor, P. (1998). Seven staff selection myths
This article outlines seven commonly held misconceptions about recruitment and selection
practices. Areas discussed include the validity of various Recruitment and selection measures
(e.g., interviewing, reference checks), the Conditions necessary to maximize the effectiveness of
these practices, and Common mistaken perceptions of the interview process. This article is most
Useful for readers interested in workforce development theory and research.
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Chapter Four: PROFILE OF SOUTHEAST BANK LIMITED


4.1

History:

Southeast Bank Limited is a scheduled commercial bank in the private sector established under
the ambit of Bank Company Act, 1991 and incorporated as a Public Limited Company under
Companies Act, 1994 on March 12, 1995. During this short span of time the Bank is successful
in positioning itself as a progressive and dynamic financial institution in the country. The bank
achieved the Certificate of commencement of business by the Registrar of Joint Stock
Companies and Firms on the date of its incorporation and started its operations under private
sector. Bangladesh Bank issued Banking License to the bank on March 25, 1995. Mr. M. Saifur
Rahman, former Finance Minister of Bangladesh, inaugurated the foremost branch of the bank at
1, Dilkusha Commercial Area, Dhaka on 25th of the same year. In view of the above, the Bank
within a period of 18 years of its operation achieved a remarkable success and met up capital
adequacy requirement of Bangladesh Bank. In present the Bank has 100 Branches which they are
leading very successfully all over Bangladesh.
4.2

Mission and Vision of SEBL


4.2.1 Vision:

To stand out as a pioneer banking institution in Bangladesh and contribute significantly to the
national economy
4.2.2

4.3

Mission:

High quality financial services with the help of the latest technology
Fast and accurate customer service.
Balanced growth strategy.
High standard business ethics.
Steady return on shareholders' equity.
Innovative banking at a competitive price.
Attract and retain quality human resource.
Firm commitment to the society and the growth of national economy.
Core value of SEBL:

Integrity
Fairness
Harmony
Courtesy
Commitment
Insight and Spirit
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Enthusiasm for Work


Business Ethics
4.4

Core strength of SEBL:

2.5

Professional team of performers


Satisfied clients
Internal control
Experienced risk administration
Diversification
Business Objective:

Make sound investments.


Meet capital adequacy requirement at all the time.
Ensure a satisfied work force.
Ensure 100% recovery of all advances.
Focus on fee-based income.
Adopt an appropriate management technology

4.6 Commitments to clients:


Provide service with high degree of professionalism and use of most modern banking
technology.
Create life-long relationship based on mutual trust and respect.
Respond to customer needs with speed and accuracy.
Share their values and beliefs.
Grow as the Bank's customers grow.
Offer first-rated solutions of clients' banking problems and issues.
Provide products and services at competitive pricing.
Ensure safety and security of customer's valuables in trust.
4.7

Corporate slogan:

.....A bank with vision

4.8

Organizational chart of SEBL:

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4.9
Product and services of SEBL:
Figure: Product & Services of SEBL

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Chapter Five: Recruitment and Selection Process of SEBL


5.1

The Human Resource Department of Southeast Bank Limited

The Human Resources Division is one of the most important parts of any organization. This is
the department that deals with the whole manpower planning of the organization and without
proper manpower planning an organization will not able to work in a smooth manner. So, it is
very important for any kind of organization to have a good solid Human Resources Division.
Southeast Bank Limited has a formal Human Resources Department (HRD) consist of
approximately 26 employees headed by a Vice President and sub-headed by an Assistant Vice
President. The formal Human Resources Department (HRD) of Southeast Bank Limited helps to
introduce fair and consistent Human Resources Management (HRM) policies and practices
throughout the organization to deal with its present and potential workforce. This department is
one to the most important and busy department of SEBL. This division plays a vital role in the
staffing part of the management strategies of the Bank as well as complying with all the aspects
of HRM.
The functions of this department are given as bellow:

Manpower Planning
Recruitment, Selection and Placement
Training and Development
Performance Appraisal
Maintaining employees benefits and facilities
Maintain Records each of Employees
Approval/Processing of Leave
Advertisement and Press Release
Taking Disciplinary Actions
Reporting to the Board
Maintenance of Service Rules

Organogram of the Human Resources Department

5.2

Recruitment Policy of Southeast Bank Limited


5.2.1 Recruitment Procedure
1. All appointments to the service of the Bank shall be
made by direct recruitment as per recruitment policy /
criteria or by promotion as may be approved by the
Bank Management / Board of Directors from time to

time.
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2. Recruitment procedure follows evolving an appropriate manpower planning approach in


a particular period / year in determining the movement of the Bank from a particular
position to the desired position ensuring the right number and right kind of people at the
right time.
5.2.2

Qualification for Appointment

No person shall be appointed in the service of the Bank:


1. If the applicant is not a citizen of Bangladesh provided that this may not apply in the
cases of employees engaged abroad or in the cases where the Board has allowed specific
exception.
2. Unless a qualified medical practitioner (approved by the Bank) has certified the
applicant, to be mentally and physically fit for service.
3. If the applicant has been dismissed removed, or services have been terminated for
reasons reflecting his or her non-integrity, dishonesty or immorality.
4. The age limit of the applicant should be within the range of 18 to 30 years. Candidates
age limit may be relaxed at the discretion of the management / Board.
5.3

Recruitment criteria /policy for fresh entrants:

Criteria for appointment of all categories of employees shall be determined by the Bank
Management / Board of Directors from time to time.
The Bank shall give priority consideration for recruitment of fresh graduates ready to accept
challenges of banking career.
Marks distribution:
The distribution of marks to be followed by competent authority or selection committee is as
follows:
1)
Education
15 Marks
2)
Interview Performance
35 Marks
3)
Written Test
50 Marks
Total
100 Marks

(a) Education
The distribution of the educational achievement on the point basis is as follows:
Examination SSC
HSC
Graduation BBA
Masters
MBA/
Division
/
/ Honors
MBM/Higher
Class
Professional
Degrees
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st

2nd

3rd

3 (CGPA 3
3.00
or
above)
2 (CGPA 2
2.75
or
above but
less
than
3.00)
1 (CGPA 1
2.50
or
above but
less
than
2.75)

(CA,ICMA)
3 (CGPA 3.00
or above)
2 (CGPA 2.75
or above but
less than 3.00)

1 ( CGPA 2.50
or above but
less than 2.75)

(b) Written Test


According to the Grading/marking policy, each candidate has to appear for a written test.
The subject matter of the test will be General Aptitude based along with General Knowledge,
Arithmetic and English.
Code numbers will be used to ensure secrecy and to avoid undue persuasion.
Candidates securing 60% marks in written test will qualify.
(c) Interview Performance
Following will be the breakdown of marking interview:
1)
Appearance & Personality
7
2)
Knowledge in Related Field/Subject
7
3)
General Knowledge
7
4)
Analytical Ability
7
5)
Communication Skill
7

Total
35
Job description of SEBL:
Except few technical and experience employee recruitment SEBL do not use proper job
description for each post. Job description used for technical and experience employees
recruitment is also vague. There is no clear statement of job responsibilities. Some job
responsibilities of different position are given in appended part.
5.4
Required Educational Qualification for Different Posts:
(1) For any direct recruitment in the operational cadre as in case of experienced ones, minimum
educational qualification requirement is graduation.
(2) For any direct recruit as in case of fresh candidates minimum educational qualification
requirement (if not otherwise stated) is as under:
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Post:
(a) Management Trainee:
1)
The applicant should have BBA/MBA degree from a reputed educational institution with a
minimum of 9 points for BBA and 11 points for MBA throughout the academic qualification
with no 3rd (third) Division/Class in his/her academic record.
2)
Minimum CGPA 3.00 or above from IBA/NSU/ or any other
reputed/recognized/local/foreign University as may be deemed fit by the Bank Management /
Board from time to time.
(b) Probationary Officer:
1)
The applicant should be at least a Master Degree holder in Commerce, Economics,
Statistics, Mathematics, Physics or English from a recognized educational institution with
minimum 10 points. No 3rd (third) Division/Class shall be accepted.
(c) Trainee Asst. Officer (General)
1) The applicant should have Master Degree from a recognized educational institution.
2)
Minimum 8 (eight) points are required.
(d) Trainee Asst. Officer (System)
1) The applicant should have a Master Degree from a recognized educational institution.
2)
Minimum 8 (eight) points are required.
3) The candidate should have sound knowledge in computer.
(e) Computer Trainee
1)
Graduation with Minimum 6 (six) points
2) The candidate should have Computer Knowledge in PC operation
(f) Cashier Trainee
1)
Graduation with minimum 6 (six) points
(g) Messenger
Minimum S.S.C.

5.5

The Selection Process

A general flow chart of the selection is shown below:


Advertisement / submission of CVs at HRD, Head Office

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Sorting out of application

Preparation of preliminary list

Calling the selected applicants for the written test

Holding written test

Selection of eligible candidates for the Interview (VIVA-VOCE)

Calling the selected candidates for the Interview

Conducted Interview

Investigation of applicant details

Preparation of desirable candidates list

Final approval by the competent authority

Physical fitness for employment

Appointment and Placement


The steps in the selection process that are followed are discussed in brief :
Advertisement and Application Collection: The bank usually advertise in the daily newspapers
and online job sites for the purpose of external recruitment and collects CV through their
websites and CV that are dropped by different individuals regarding job in the Bank.
Sorting out of Application: Applications that are collected are sorted according to the
recruitment criteria and the others are rejected that doesnt fulfill the required criteria.
Preparation of Preliminary List and Issuing Interview Cards: After all the applications are
sorted out, the information regarding each and every applicant is inserted in computer and a
database is made combining the entire potential candidates.
When all the information is properly inserted, Admit card is issued for every applicant in order to
call the applicant for the written test.
Announcement of Written Test: The applicants who are sorted out and listed, the admit card
are send to them and informed to sit for a written test.
Commencement of Written Test: The candidates have to appear for 80 marks written test based
on General Aptitude along with General knowledge, Mathematics and English. The candidates
securing 60% mark in this written test will qualify for the interview. A list of all the candidates
will be made who qualified for the interview. In the case of recruitment of experienced bankers,
the Management will directly interview them. They dont have to sit for any written test.
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Interview: The candidates who qualified in the written test are called for interview. The
interview session hold of 36 marks. These 36 marks are distributed in 5 parts, 7 marks for
Appearance and Personality, 8 for Knowledge and Related Field/Subject, 7 for General
Knowledge, 7 to test the Analytical skill of the candidates and 7 for communication skills which
is very important for any kind of job and for the proper flow of information.
Background Investigation: The candidates who showed satisfactory performance in the
interview are again sorted out and then their backgrounds are investigated by contacting their
former employer, referees, verifying their educational background shown on their application
etc.
Preparation of Desirable Candidates List: After the backgrounds of the candidates are
thoroughly investigated, the most suitable and desirable candidates are selected for the required
posts.
Final Approach by the Management: After the list is prepared, a further formality is required.
The Management finally approves the list in order to recruit the candidates for the required posts.
Appointment and Placement: This is the final step in the selection process. The successful
candidates in the preceding steps are finally offered for appointment. They are formally offered
by an appointment letter for the particular post where all the details regarding payment and other
things are mentioned. After the candidate accepts the appointment letter, he/she is finally placed
in the vacant position of different department or posted to the branches where the recruited
person finally starts his/her official duties.
5.6

Actual Recruitment Practice in SEBL

It is very hard to find an organization that follows the exact procedure that is written in the
policy. In the same manner, SEBL doesnt follow the exact procedure that is written in the policy.
The actual recruitment procedure is somewhat different from the written one.
The actual situation of the recruitment is shown in this section.
Determining the need for recruitment: Different division and branches of the Bank determine
the requirement of manpower at the beginning of each year by Manpower Planning Process. The
required number of employees depends on workload, on the volume of deposits and the volume
of business.
At the beginning of each year, all the divisions and branches of the Bank are asked by the
Human Resources Division to provide with a chart that will show the existing situation of the
workforce and the required workforce for the particular division and the branches.
A hypothetical example of a manpower planning chart Branch is shown below:

Designation
AVP

Southeast Bank Limited


Xyz Branch
Manpower Planning, 2014
Existing
Required
1
1
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Actual Requirement
NIL

SPO
PO
EO
MT
Prob. Officer
Officer
JO
AO
TAO
Head Cashier
Cashier Trainee
Computer Trainee
Messenger
Bank Guard
TOTAL

1
2
3
0
1
1
4
7
2
0
1
1
2
2
28

1
3
2
1
1
3
4
5
3
1
2
2
2
2
33

NIL
+1
-1
+1
NIL
+2
NIL
-2
+1
+1
+1
+1
NIL
NIL
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On the basis of the above planning, required employees would be supplied either by lateral
recruitment or by external recruitment. It may also happen that some employees who are access
in other branches may also be transferred to the branch where they are needed.
5.7

Vacancy Factors:

For different levels, different number of posts has to be vacant before the bank Management
proceeds for recruitment. For the higher level in the hierarchy, the Bank recruits personnel if 1 or
2 posts are vacant. As the level goes down, the number of vacant posts on the basis of which
recruitment is made usually increases. The number, however, is not fixed and changes from time
to time.
For example, if the posts of MD, DMD, SEVP, EVP or VP are vacant, persons are recruited in
each post only for one vacancy. These posts are mainly filled by promotion from within and if
necessary by lateral recruitment.
For the posts of SPO, PO, EO and etc. more than 5 posts have to be vacant before the Bank goes
for recruiting new people. These posts are mainly filled by the combination of internal and
external recruitment.
For the entry-level posts such as Management Trainee or Trainee Assistant Officer and etc. the
Bank goes for recruitment if more then 10 posts are vacant. These posts are filled by external
recruitment.

5.8

Determining the Source of Recruitment:

19

The Bank for the purpose of recruitment uses different sources. The source varies for recruiting
personnel for different level/posts. Advertisement is generally used for recruiting people for all
levels while head hunting is used only to recruit upper level experienced bankers. The sources
used by the bank for the purpose of external recruitment are given below:
Advertisement: Advertisement is generally used to recruit mid or entry-level fresh entrants and
when there is a need for moderate numbers of people. But announcement of recruitment for any
level/post may be made through advertisement but that depends totally on the decision of the
Management. As in advertisement, it is always not possible to give all the details about the
particulars that are required for the post, the Management does not encourage it.
Pending CV: This source is the most common course of recruitment especially for the lower
level fresh entrants. CVs are collected or it comes to the HRD throughout the year without any
announcement as it is a common way for people to get a job in any organization. People who
seem to be eligible are called for written test and may be interviewed when there is a need for
manpower.
Interns: Interns of the bank are also a source of recruitment. But this type of recruitment is very
rare and it only happens when there is an immediate need for people and if the intern is very
much efficient and skillful and has prior job experience.
Walk-in Interview: For recruiting upper level and mid-level experienced bankers the Bank
announces to attend walk-in interviews. It is usually done when there is an immediate need of
people and it also takes a very short time. Recently SEBL has introduced Islami banking and
most of the people who are appointed for these Islami banking branches have been recruited
through walk-in interviews.
Head Hunting: Upper level experienced bankers are usually recruited by this source. Bankers
from other banks are offered attractive posts with attractive compensation packages because it is
very hard to attract experienced bankers from other banks if proper post and good compensation
package is not offered.
Recommendations/References: Lower level fresh entrants are recruited mainly through this
source. It is one of the most common and highly used sources in recruiting people for different
posts. CVs that are pending and have recommendation are also given more preference than
others. Bottom level employees like messengers and Guards are mainly recruited by the help of
this source.
Contract and Temporary Basis Recruitment: To accomplish a particular kind of job for a
particular period in the Head Office, persons are usually appointed on contract or temporary
basis. Such kind of jobs includes Board Auditor, Board Secretary, Engineer, personnel for IT
department and etc.

Chapter Six: Problems in Recruitment and Selection process of Southeast Bank Limited
20

Employment test do not have any personality test what has huge significance for banking
industry. In banking industry good and friendly personality give competitive advantage.
Over emphasis on higher academic degree when recruiting employees. Presently they
seek MBA/ Masters degree for any post.
They do not use any job description while recruiting and selecting employees.
They do not hire employees for specific position. For instance they may place a
probationary officer in accounts department, remittance department, loan and investment
department or in other departments. That create vagueness in applicants mind.
SEBLs salary structure or recruitment policy is not available in their website or in any
other source that also create ambiguity.
Over emphasis on job experience.
Many cases employees are selected without any test because of undue influence.
Southeast bank do not go for university recruitment what could be a good source of
talented employees.
Not enough manpower in the HRD and as a result 1 employee have to deal with many
works at t he same time which ultimately reduces efficiency.
Lack of proper utilization of the written policy.
Not all the policies for recruitment are suitable for everyone that is the policy is not open
for all and as a result, many people may not be taken into consideration due to the policy.
Increasing dependence on references in recruitment can create bias in the selection
process and ultimately end up with recruiting the wrong person.
Written test do not contain any topic that directly used in job.
Lack of proper personnel planning.

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Chapter Seven: Recommendations and Conclusion


Every organization do faces a lot of problems and they must find the right way to deal with those
problems. The faster they solve those problems the better for the organization.
The problems that Southeast Bank Limited is facing will not be solved or removed in a short
time. It must be solved in a proper and systematic manner in the future course of time. The things
that they must do are given below:

Southeast bank limited should include personality test in recruitment process. They can
arrange test like ISB or computerized rapid question answer session.
Southeast Bank Limited may include situational question in written test what will predict
actual job performance.
Bank should reduce emphasis on higher degree rather they should focus on talent and
personality because in general banking service very high degree is unnecessary.
The recruitment and selection policy should be revised and formed; should develop a
well descriptive recruitment and selection policy where all steps of effective Recruitment
and Selection process included and ensure the use of the policy.
SEBL should identify first for which department they are hiring employee. After that
candidate should be tested accordingly. For example- if bank want to hire employee for
loan and investment department test should contain finance related questions.
When recruiting employee bank should mention salary structure clearly. They may put
their salary structure in their website. It will attract more prospective candidates.
Bank should strictly ensure fair recruitment and selection process. Fair recruitment and
selection policy will attract more numbers of talented employees.
Southeast bank may go for university recruitment and job fair. It could be a good source
of talented employees.
For improving recruitment and selection process Human Resource Division should be
enriched by increasing numbers of employees and by providing them adequate training.
More emphasis should be given on the quality of the candidate rather than depending on
the references and recommendations.
Regular and proper job analysis is a must in order to determine who is appropriate for
what purpose and in which place.
Responsibility of the Human Resource Division should be increased in order to reduce
recruitment cost, biases and to bring efficiency and effectiveness in the recruitment
process.

Conclusion: Proper recruitment and selection has always been the most important element of
organizational success. If the proper people are selected for the right post, it enhances the ability
of the organization to do better in the industry. The process must be given priority and existing
staffs strength must always be upgraded by making ongoing effort to find the best personnel.
Southeast bank Limited with its current staff structure is doing quite well but if it does not
restructure its staff strength then it will face problems in the future. To be more effective in this
sector, the Bank must first determine the optimum number of employees that is needed for
smooth functioning of the Bank. It must also choose the correct sources of recruitment. Proper
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utilization of the Human Resources will ensure long-term stability and better performance of the
Bank.

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