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1.

Introduction

Generally by the word “Bank” we can easily understand that the financial institution which
deals with money. Bank owners want to render efficient service to clients at every possible
location at the maximum cost. Government wants banks to regulate the money market and as
well as issue notes and currencies. The clients want their belongings safe as well as deposit
money from different locations. Recognizing the different needs of the different key party’s
interest the banking business; the banks have evolved into different categories to meet these
needs. That’s why there are different types of banks like- Central Bank, Commercial Bank,
Agricultural Bank, Industrial Bank, Cooperative Bank. But when we use the term “Bank” without
any prefix or restriction it refers to the Commercial Bank. Commercial bank is an institution,
which plays a major role in channelling funds to borrowers with productive investment
opportunities to run the economy smoothly. That’s why Commercial Banks are the most
important type of financial institution interest the nation in terms of asset. So the people of the
society and the Government are very much dependent on the Commercial Bank as well as the
financial intermediary (Raj Kumar 2010).

1.1 Broad Purpose of the Study

Author of this study has to conduct this as the partial requirement of the Bachelor of Business
Studies major in Human Resource Management, under United International University. The
author has hands-on working experience as Recruitment and Selection Manager in a private
commercial bank of this sector. Therefore, the author feels that the study would be appropriate
for him and also for those who have the interest to gather knowledge and information
regarding the subject matter.

1.2 Specific Objectives of the Study

The specific objectives of the study are:

 To gather information about the recruitment and selection process of Trust Bank
Limited;
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 To examine the steps of recruitment and selection process of Trust Bank Limited;
 To examine the timeline in every step of recruitment and selection process of Trust
Bank Limited;
 To find out whether Trust Bank Limited maintains the standard modalities of the
recruitment process as prescribed by experts; and
 To identify the gaps between the conceptual framework and the real life situation in
recruitment and selection process of Trust Bank Limited.

1.3Methodology of the study

The information gathered for this report was mainly from secondary sources. Initial contacts
with key persons have been made through personal relationships. Subsequent interviews with
the concerned HR Officials have been made for collecting information. Additional secondary
information has been collected from Human Resources Policy of the bank and other
organizations and relevant web documents of Trust Bank Limited.

This study is based on both secondary and primary data. Interview of the HR Personnel of the
different organizations and Banks; specially employees of the Trust Bank Limited, key
informants – HR consultants are treated as primary sources and the secondary sources are the
relevant books, newspapers, journals, articles and HR and operational Guidelines, specially
Manuals of different organizations.

► Primary sources of data


 In-depth discussions with key informants i.e. Head of HR, Senior Manager HR and
Manager Recruitment & Selection of Trust Bank Limited
 Both formal and informal discussions arranged with Officers different levels of Trust
Bank Limited focusing on recruitment and selection issues.
 Observing the selection procedure and activities of the Trust Bank Limited
 Hands-on experiences while working with recruitment team of Trust Bank Limited

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► Secondary sources of data
 Literature Review, especially Human Resources Policy of Trust Bank Limited, various
relevant news articles, journals and Code of Ethics of the bank.
 Study of Governance related documents of the Bank, relevant memoranda and Web
documents regarding selection issues of Trust Bank Ltd.
 Study of Human Resources Manuals and Operating Guidelines of different banks and
organizations.

1.4 Limitations of the study


All the information is classified and need not to be disclosed. As an intern, disclosing
sophisticated information could be unethical and an unjust to the organization. Within all these
constraints I have tried to work with the information as efficient as possible and tried to
understand and learn from practical work experiences and make an attractive, well-informed
and an effective report. The officials had some times been unable to provide information
because of their huge routine work. That is why we do not gather vast knowledge about the
critical issues.

Apart from these other mentionable limitations of the study are:

 Non-availability of adequate time of Head of Human Resources, Manager- Recruitment


& Selection of Trust Bank Limited, who could provide more in-depth information
regarding the study.
 Banking information is confidential and, so getting adequate relevant information about
selection of Trust Bank Limited was difficult.

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2. Overview of Trust Bank

As a Private Commercial Bank (PCBs), Trust Bank Limited is a renowned one among the
commercial Banks in Bangladesh which introduced their operations in 1999. Trust Bank Limited
comes up with the decentralized branch based business or profit model like other local banks.

The noble intention behind starting this bank was to bring about qualitative changes in the
sphere of Banking and Financial Management. Today Trust Bank Limited serves its customers at
home and abroad with 88 branches spread over the country. The services encompass wide
diversified areas of trade, commerce and industry which tailored to the specific need of
customers and are distinguished by an exceptional level of prompt and personal attention. Over
the years the bank has expanded the spectrums of its services. The extensive and ever growing
domestic network provides and carries various products and services to the doorsteps of
millions.

Trust Bank Limited was incorporated as a public limited company with limited liability on the
July 15, 1999 and its formal inauguration was on November 29, 1999 under company act, 1913
in Bangladesh with the primary objective to carry on all kinds of banking business. Functioning
as a conventional Bank in the country since 1999, it has been able to consolidate its position in
the banking sector. The bank has been able to establish a solid presence with the customers
and general public through its improved services, value addition in the economy and increasing
shareholders value. The bank is listed with Dhaka Stock Exchange and Chittagong Stock
Exchange. Historical summary and an overview of trust bank is presented below (Table 1 and
Table 3)
Table 1: Historical Summary

Name of the organization: Trust Bank Limited


Bank Type: Private Commercial Bank
Formal Inauguration: November 29, 1999
Initial Entrepreneurs (Sponsor Directors)

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Table 2: Information of the Trust Bank Limited at a glance

Legal Status Public Limited Company


Date of July 15, 1999
Incorporation
Formal Inauguration November 29, 1999
To run banking business under the umbrella of
Purpose
Banking Company Act 1994
Number of 88 as on 4th May, 2014
Branches
Total Manpower Approximately 1,523 as on 4th May,2014
Authorized Capital BDT 10,000.00 million
Paid up Capital BDT 3459.47 million
Total Asset BDT 95,260 million
Net Profit BDT 182.70 million
Growth Rate 8%
Cost of Fund 9.18%
EPS 0.55
Price Earnings Ratio 2.21
Governing Law Laws of Bangladesh
ATM Booths 109

The bank currently has 88 branches spread across the length & breadth of the country that also
includes Islamic Banking. Besides these traditional delivery points, the bank is also very active in
the alternative delivery area. It currently has 109 ATMs of its own; SMS Banking; Internet
Banking and so on. Soon its Customer Call Center is going to start its operation. The bank has a
plan to end the current year with 10 new branches and some new ATMs.

The bank is a principal member of VISA international and it issues both Local Currency (Taka) &
Foreign Currency (US Dollar) card limits in a single plastic. VISA Debit Card is another popular
product which the bank is pushing hard in order to ease out the queues at the branch created
by its astounding base of retail customers. The products of Trust Bank Limited have already

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created attraction among the clients. The Bank is going to introduce real time Internet, SMS and
Phone Banking systems with all modern delivery channels at an early date. For significant
performance, the bank has earned national and recognition.

We have a distinguished Board of Directors which consists of eight successful and reputed
people who are successful in their respective field. General Iqbal Karim Bhuiyan, psc – the chief
of Bangladesh Army is the Chairman of Trust Bank Limited. Mr. Ishtiaque Ahmed Chowdhury, a
dynamic and reputed banker is the Managing Director and CEO of the Bank.

Presently the authorized capital of the bank is BDT 10,000 million and the paid-up capital of the
bank is BDT 3459.47 million, which has been contributed both by the sponsors and the general
public. Still, the birth of Trust Bank Limited in 1999 created a sensation on the financial sector
and raised new hopes among the banking population. Within few years of its launching the
bank made tremendous impact in the economy and showed immense potentialities. Success
after success was streaming. The bank was also adorned with prestigious honours like Tax Card
from the Government of Bangladesh.

2.1 Product and services offered by Trust Bank Limited

The TBL concentrates the different categories of banking services-General banking, retail
banking, loans and advances, SME (Small & Medium Enterprises), corporate international
trade and foreign exchange, export-import, remittance, online banking services, debit card
and duel currency credit card facilities and so on. The services offered by Trust Bank Limited
are discussed below:

2.1.1 Retail Banking


One of the most remarkable success stories of last 50 years’ Banking Industry globally has
been the conceptualization and innovative execution of banking with individual customers,
their friends and families. The industry has termed it as Retail Banking or Personal Banking or
Consumer Banking. Trust Bank Limited recently also has its Retail Banking service. Employees

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have been trained so far on the vital concepts of service excellence and sales. In the product
side ATM fleet has been launched, Debit card has been issued, SMS Banking has been
offered, a good number of deposit products have come, workers’ foreign remittance
business has been launched, new many billboards have come up and our communications in
media has increased, manifold in the endeavour to build Bank’s Retail Banking brand.

2.1.2 SME Banking


Considering the potential growth and demand situation Trust Bank Limited has extended
credit facilities to small and medium enterprises through SME Banking. A separate division
has established in the Head Office with collaboration of all branches to process and handle
loans under SME for attaining a respectable market share and successful operation of the
scheme. The bank has organized several training programs for development of adequate
human resources.

2.1.3 Corporate and Investment Banking


As part of its commitment to provide global quality service, Trust Bank Limited, one of the
frontline local Banks, has launched its Corporate & Investment Banking Division recently. This
shift, from branch banking model to business driven matrix, is the first step of the bank’s
plan to revitalize its way of doing business. The C&I Division will comprise of a number of
relationship teams centred in Dhaka and Chittagong to provide who will act as one stop
contact point for the customers of the bank. This model has been successfully globally to
provide better service and create increased customer satisfaction. The relationship teams
have been staffed mainly through internal quality resources. The C&I relationship teams
have already taken over the existing large accounts and servicing the customers to their
satisfaction. The C&I has also booked blue-chip customers recently. The C&I Division will also
have product teams i.e. structured finance, Islamic finance, leasing, cash management who
will meet the specialized product needs of the corporate customers. The major challenges
shall be to increase the quality of the portfolio keeping in mind the business targets with

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timely formation and support from other departments i.e. centralized credit administration,
operations.

2.1.4 Dual Currency Credit Card


Today’s customer wants services and information to be provided at all times and places. This
has become possible by ATMs and POS terminals and helped banks in achieving anytime,
anywhere banking. Therefore there is a need for an automated system that will connect the
branches through online to provide better services to the customers. The most modern
technology based bank product for making hassle free financial transactions and drawing of
cash money all over the world is given by Credit Card. Trust Bank Limited introduces a unique
dual currency credit card under the logo of VISA International.

In Bangladesh, after obtaining principal membership of VISA, the bank is pleasing its
commitment to be a leader as card issuer in the arena. Tremendous responses are there
from the market for this plastic money. At present the number of active credit card users is
1,527.

2.1.5 Computerization and Online Service


With computerization the bank had gone another step ahead towards providing pragmatic,
safe and prompt banking services. All 79 branches including Islamic Banking Branch are
brought under computerization net. Bank has implemented online real time banking through
an agreement with Flora Systems Limited for supply of world reputed banking software
“FLORA BANK – CORE BANKING SOFTWARE”. All the branches of the Bank operate their
banking operations under this effective software. Under this system, client will be able to do
the following type of transactions.
 Easy to withdraw or deposit from any online branch
 Fund transfer with one click, no need TT/DD.
 Customer can easily tell which payments have cleared

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2.1.6 Islamic Banking
Trust Bank Limited started its Islamic Banking operation through its existing branches. The
salient features of Islamic Banking are as follows:
 To conduct all its activities as per Islamic Shariah.
 To conduct its monetary matters free of interest.
 To establish banker-customer relationship on the basis of partnership.
 To follow Islamic principle in all its investment port-folio.
 To develop living standard of the poor incoming group.
 To render excellent services to the clients cordially.
 To conduct welfare related activities to the people.

2.1.7 SWIFT Banking (SINCE 2000)


Trust Bank Limited has become member of SWIFT (Society for Worldwide Inter-bank Financial
Telecommunication) in 2002. SWIFT is members owned co-operative, which provides a fast and
accurate communication network for financial transactions such as Letters of Credit, Fund
transfer etc. By becoming a member of SWIFT, the bank has opened up possibilities for
uninterrupted connectivity with over 500 countries around the world.

2.2Corporate Governance
The Bank recognizes the importance of Corporate Governance and is committed to maintain
highest standard. A team of experienced professionals maintains the following committees to
run the Bank efficiently.
 Management Committee
 Administrative and Disciplinary Action Committee
 Technical and Audit Committee
 Credit committee
 Procurement and purchase Committee
 Asset and liability Committee

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2.3 Training Program

Trust Bank Limited has launched a huge training program for its staff as part of its growth plan.
So far, 5,234 staffs have received training on different functional and soft skills. Apart from all
these, regular training programs are going on with BIBM, BIM, and CRISL etc. Trust Bank
Management gives top priority to its peoples learning and development issues. That’s why the
current training project of Trust Bank Limited is given a name “Right Learning and Right Practice
leads to perfection”.

2.4 Operational Network Organogram

Trust Bank Limited is moving from traditional manpower arrangement to right and effective
manpower arrangement. The Management of the Bank has ethically decided and Human
Resources Division has already started working on it. The Management strongly believes to
achieve desired goals through these changes. This change would also result in much more value
addition to the employees of the Bank.

Trust Bank Ltd. Board


Organogram

(PROPOSED)
Company CEO & MD MD’s Secretariat
Secretary

IC&C and AML


CBO COO CRO

FCAD

Corporate Credit
Retail & Cards ID (Forex Trade) Front Office
Risk
HRD

SME Treasury Mid Office CRM SME Credit Risk

CSR

FX Remittance
Islamic Banking Back Office Retail Credit Risk
Exchange House
Credit Admin
CBMC

Treasury Front Central Clearing


Office Processing Unit
RMU, BASEL II &
Business Process
Management
ATM, POS &
Mobile Banking
Digital Salary Unit

Training Academy

TBIL Branch Operation

IT, ADC & Mobile

GSSD

Figure 1: Functional Organogram

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2.5 Purpose of Trust Bank Limited

2.5.1 Vision of the Bank

Build a long-term sustainable financial institution through financial inclusion and deliver
optimum value to all stakeholders with the highest level of compliance.

2.5.2 Corporate Mission of the Bank

 Long Term sustainable Growth-diversified business with robust risk management.


 Financial Inclusion-bring unbanked population into banking network through low
cost and technology based service delivery.
 Accountable to all stakeholders – customers, shareholders, employees & regulators
 Highest level of compliance and transparency at all levels of operation

2.5.3 Objective of the Bank

 To build up strong pillar of capital


 To promote trade, commerce and industry
 To discover strategies for achieving systematic growth.
 To improve and broaden the range of product and services.
 To develop human resource by increasing employment opportunities.
 To enhance asset of shareholders.
 To offer standard financial services to the people.
 To create congenial atmosphere so that the client becomes interested to deal with
Trust Bank Limited.
 To keep business morality.
 To develop welfare oriented banking service.
 To offer on the business of discounting and dealing in exchange of specie and
securities and all kinds of mercantile banking.
 To prove for safe-deposit vaults and the safe custody of valuable of all kinds.
 To carry on business as financiers, promoters, capitalists, financial and monitory
agents, concessionaires and broker.
 To act as agents for sale and purchase of any stock, share or securities or for any
other momentary or mercantile transaction.
 To establish and open offices and branches to carry on all or any of the business
abroad and within the country provided prior provided prior permission is obtained
from Bangladesh bank.

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2.6 Corporate Culture

Trust Bank Limited is one of the most disciplined banks with distinctive corporate culture. They
believe in shared meaning, shared understanding and shared sense making. Their people can
see and understand events, activities, objects and situation in a distinctive way. They mould
their manners and etiquette character individually to suit the purpose of the bank and the
needs of the customers whose are of paramount importance to the bank. The people of the
bank see themselves as a tight knit team/family that believes in working together for growth.
The corporate culture they belong has not been imposed; it has rather been achieved through
their corporate conduct.

Boards of directors are the sole authority to take decision about the affairs of the business.
Now there are 8 directors in the management of the bank. All the directors have good academic
background and have huge experience in business. General Iqbal Karim Bhuiyan, psc is the
chairman of the bank. The board of directors holds meetings on a regular basis. There are
different committees in the bank for the efficient management of the bank

 Board of Directors
 Executive Committee: it seats weekly.

All these committees meet on a regular basis for discussing various issues and proposals
submitted for decisions.

2.7Major Functional Divisions of Trust Bank Limited

The Bank accomplishes its functions through different functional divisions/ departments. The
divisions/departments along with their major functions are listed below:

2.7.1 Financial Division

 Financial planning, budget prepartion and monitoring


 Payment of salary
 Controlling inter-branch transaction
 Disbursement of bills

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 Preparation of financial reports and annual reports
 Preparation/Review of returns and statements
 Maintenance of Provident Fund, Gratuity, Superannuation Fund
 Reconcilliation

2.7.2 Credit risk management

 Loan administration
 Loan disbursement
 Project evaluation
 Processing and approving credit proposals of the branches
 Documentation, CIB (Credit InformationBureau) report etc
 Arranging different credit facilities
 Providing related statements to the Bangladesh Bank and other departments

2.7.3 Human Resource Division (HRD)

 Recruiting
 Training and development
 Compensation, employee benefit, leave and service rules program and upgration
 Placement and performance appraisal of employees
 Preparing related reports
 Reporting to the Executive Committee/ Board on related matters
 Promotional campaign and press release

2.7.4 Information Technology (IT) Department

 Software development
 Network management and expansion
 Software and Hardware management

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 Member banks reconcilliation
 Data entry and processing
 Procurement of hardware and maintenance

2.7.5 Operations Division

 Controlling different functions of the branches and serch for location for expansion
 Conducting internal audit and inspection both regularly and suddenly
 Ensuring compliance with Bangladesh Bank (BB), monitoring BB’s inspection and
external audit reports
 SWIFT operation

2.7.6 Retail Division

 ATM card, Credit and system operation and maintenance


 Credit Card Operation (Proposed)
 Customer and vendor relationship.

2.8 SWOT Analysis of Trust Bank Limited

Every organization is composed of some internal strengths and weaknesses and also has some
external opportunities and threats in its whole life cycle. This following will briefly introduce the
customer to Trust Bank Limited’s internal strengths and weaknesses, and external opportunities
and threats.

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Table 3: SWOT analysis of Trust Bank Ltd

Strengths Weaknesses

Stable source of fund Deposit is lower than advance.


Strong Liquidity position Officer has limited experience and training
Concentrated market Small market share in Banking-business
Wide network of branches Long-term credit is not sufficient
Experienced top management Relatively high overhead expanse
Diversified product line Problem in Delivery.
Opportunities Threats

Favourable regularity environment Deposit as well as quality assets


Private sector development Market pressure for lowering the interest
Credit card business rate
SME and Agro based industry loan Shrinkage in export, import and guarantee
Can increase the advertising of the Bank Poor business due to economic slump and
war
Frequency in Currency Devaluation
Emergence of Competitors
Govt. pressures to reduce interest rate

3. Literature Review

Nowadays, every organization necessitates personnel planning as one of the most vital
activities. Human Resource Planning is, by far, an essential ingredient for the success of any
organization in the long run. There are a number of techniques that need to be followed by
every organization that guarantees that it possesses the right number and type of people, at
the right time and right place, so as to enable the organization to achieve its planned
objectives. Commonly, the objectives of Human Resource Planning department include
resource, planning, recruitment and selection, career planning, training and development,
promotions, risk management, performance appraisal, to name a few. Each of these objectives
requires special attention and accurate planning and execution. According to (UkEssay,2003)

It is of utmost importance for every organization to employ a right person on a right position.
And recruitment and selection plays a pivotal role during such situations. With shortage of skills

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and the rapid spread of new technology exerting considerable pressure on how employers
perform recruitment and selection activities, it is recommended to conduct a step-by-step
strategic analysis of recruitment and selection processes. With reference to the current context,
this paper presents an incisive review of previous literature on the human resource planning,
recruitment and selection process.

3.1 Human Resource Planning

Planning is very important to our everyday activities. Several definitions have been given by
different writers what planning is all about and its importance to achieving our objectives. It is
amazing that this important part of HR is mostly ignored in HR in most organizations because
those at the top do not know the value of HR planning. Organizations that do not plan for the
future have fewer opportunities to survive the competition ahead (UkEssays, 2003).

3.1.1 Definition of Human Resource Planning

Quoting (Mondy,1996) they define it as a systematic analysis of HR needs in order to ensure


that correct number of employees with the necessary skills are available when they are
required.

Human Resource Planning is concerned with the flow of people into through and out of the
organization.HR planning involves anticipating the need for labour and the supply of labour and
then planning the programs necessary to ensure that the organization will have the right mix of
employees and skills when and where they are needed .(Cynthia D. Fisher, 1999)

“The ongoing process of systematic planning is to achieve optimum use of an organization's


most valuable asset - its human resources. The objective of human resource (HR) planning is to
ensure the best fit between employees and jobs, while avoiding manpower shortages or
surpluses. The three key elements of the HR planning process are forecasting labour demand,
(Investopedia , 2014)

Human Resource Planning has been defined by different author-

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As defined by (Bulla and Scott, 1994), human resource planning is the process for ensuring that
the human resource requirements of an organization are identified and plans are made for
satisfying those requirements’

Manpower planning is the process of determining manpower requirements and the means for
meeting those requirements in order to carry out the integrated plan of the organization".
According to (Coleman,2006)

"Human resource planning is a process of determining and assuring that the organization will
have an adequate number of qualified persons, available at the proper times, performing jobs
which meet the needs of the enterprise and which provide satisfaction for the individuals
involved. According to (Dale S. Beach, 2008)

“The human resources department is a critical component for employees in any business,
regardless of its size. This support system is responsible for everything from payroll to hiring a
new employee. Human resource planning is an extended part of this system, and is used to
ultimately structure and meet organizational goals.” (J. Mariah Brown, 2008)

“Human Resource Planning is a process of forecasting, developing and controlling human


resources in an enterprise. This process helps the enterprise to ensure that it has right number
of people and the right kind of people at the right place at the right time performing tasks for
which they are most effective”. (Geisler,1967)

Similarly (Wilkstorm,1971) defines it “As a process involving; forecasting of future


requirements, inventorying the present resources and assessing the extent to which these
resources are optimally utilized and also planning of necessary HR programmers’.

“Human resource Planning is the process by which management determines how the
organization should move from its current manpower position to its desired manpower
position. (Vetter2008)

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Human resource planning is a process by which an organization should move from its current
manpower position to its desired manpower position.” (E.W. Uetter ,2008)

 Job Descriptions Effective and meaningful job descriptions are essential to any human
resource development system. Job descriptions act as the blueprint in terms of what
needs to be done and the type of person needed for the job. Job descriptions also form
the basis for many other elements of the system including recruitment and selection,
performance evaluation and training and development.
 Attracting and Retaining A key element in Human Resource Planning is to not only
attracting but also retaining employees. People have to want to work for the
organization and be able to create an environment where people want to come to work
and give their best.
 Recruitment and Selection Probably the most important element in any human
resource development system is recruitment and selection. Finding and hiring the right
people is absolutely critical to the success or failure of any organization.
 Orientation Starting a new job is very stressful for most people. Studies have shown
that people are more likely to leave a job within the first six months than at any other
time. Studies have also shown that providing new staff with an orientation significantly
reduces stress for new employees, makes new employees more productive in a shorter
period of time, and reduces the chances of someone quitting in the critical first six-
month period.
 Performance Evaluation Many people view performance evaluation as either a
necessary evil or something to be avoided at all costs – but they don’t have to be. In fact
performance evaluations should be a positive and constructive way to let employees
know what they are doing well, where they need improvement and how the community
government plans to help them improve.

 Training and Development


Many organizations see training and development as the key to remaining competitive
and to providing quality programs and services to the people they serve.

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As the paper is focused only the recruitment and selection process of Human Resource
Planning, literature review emphasizes on the two aspects of HRP in the following.

3.2 The Concept of Recruitment and Selection

Recruitment can be defined as searching for and obtaining a pool of potential candidates with
the desired knowledge, skills and experience to allow an organization to select the most
appropriate people to fill job vacancies against defined position descriptions and specifications.

According to (Costello,2006) recruitment is described as the set of activities and processes used
to legally obtain a sufficient number of qualified people at the right place and time so that the
people and the organization can select each other in their own best short and long term
interests.

Recruitment plays a vital role in the organization in fulfilling its goals. Recruitment acts as a
strategic lever and is ultimately linked to all other subsequent human resource activities. It
helps to create a pool of prospective employees for the organization so that the management
can select the right candidate for the right job from this pool and expedite the selection
process1. The recruitment and selection are the major functions of the human resource
department and recruitment process is the first step towards creating the competitive strength
and the strategic advantage for the organizations.

3.2.1Meaning of Recruitment

“According to (Flippo, 1994), Recruitment is the process of searching the candidates for
employment and stimulating them to apply for jobs in the organization”. Recruitment is the
activity that links the employers and the job seekers.

In the words of (Yoder 2009) “Recruitment is a process to discover the sources of manpower to
meet the requirements of staffing schedule and to employ effective measures for attracting the
manpower to facilitate effective selection of able workforce”.

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3.2.2 Objective HR Recruitment

Putting a robust recruitment procedure into place helps your business to get things right. (B.B.
Mahapatro,2010)

 introduce recruitment and selection processes that suit the nature of the business
 manage campaigns to ensure recruit the right staff
 design and deliver interview processes based on ideal behaviours and competencies
 introduce recruitment-related analysis, allowing to evaluate your strategy
 set up managed preferred supplier relationships with recruitment agencies
 provide psychometric tests, personality profiling, and run assessment centres

3.2.3 Purpose & Importance of Recruitment

The purpose of the recruitment process is to find the widest pool of applicants to provide
the greatest opportunity to select the best people for the required roles in an organization.

 Attracts and encourages more and more candidates to apply for a job opening in the
organization.
 Creates a talent pool of candidates and enables selection of the best candidates for the
organization.
 Links the employers with the employees
 Identifies the potential candidates

3.2.4 Overview of the Recruitment and Selection procedures


The key elements of the recruitment and selection process are briefed below.

 Identify clearly the nature of the vacancy to be filled


 Produce a job description
 Produce a person specification identifying selection criteria for the post

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 Draw up an advertisement for the post
 Shortlist candidates against the agreed selection criteria
 Ensure appropriate preparation for the interview
 Agree core questions for each Board member based on the selection criteria
 Evaluate candidates against the agreed selection criteria
 Make and communicate final selection decision

3.2.5 Recruitment Sources


Organizations choose the candidates for its recruitment purposes from two kinds of sources:
internal and external sources. The sources within the organization itself (like transfer of
employees from one department to other, promotions) to fill a position are known as the
internal sources of recruitment. Recruitment of candidates from all the other sources (like
outsourcing agencies etc.) is known as the external sources of recruitment.

I. Internal Sources of Recruitment


a. Transfers: The employees are transferred from one department to another according to their
efficiency and experience.

B .Promotions: The employees are promoted from one department to another with more
benefits and greater responsibility based on efficiency and experience.

C. Others: Others are Upgrading and Demotion of present employees according to their
performance. Retired and Retrenched employees can be a source of recruitment. Recruiting
such people saves time and costs of the organizations as the people are already aware of the
organizational culture, policies and procedures. Dependents and relatives of deceased
employees and disabled employees are also considered by many companies so that members
of the deceased member’s family are not at the mercy of others.

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II. External Sources of Recruitment

a. Press Advertisements: Advertisements of the vacancy in newspapers and journals are a


widely used source of recruitment. The main advantage of this method is that it has a wide
reach.

b. Educational Institutes: Various management institutes, engineering colleges, medical


Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff
etc. They provide facilities for campus interviews and placements. This source is known as
Campus Recruitment.

c. Placement Agencies: Several private consultancy firms perform recruitment functions on


behalf of client companies by charging a fee. These agencies are particularly suitable for
recruitment of executives and specialists. It is also known as RPO (Recruitment Process
Outsourcing)

d. Employment Exchanges: Government establishes public employment exchanges throughout


the country. These exchanges provide job information to job seekers and help employers in
identifying suitable candidates.

e. Labour Contractors: Manual workers can be recruited through contractors who maintain
close contacts with the sources of such workers. This source is used to recruit labour for
construction jobs.

f. Unsolicited Applicants: Many job seekers visit the office of well-known companies on their
own. Such callers are considered nuisance to the daily work routine of the enterprise but can
help in creating the talent pool or the database of the probable candidates for the organization.

g. Employee Referrals / Recommendations: Many organizations have structured system where


the current employees of the organization can refer their friends and relatives for some

22
position in their organization. Also, the office bearers of trade unions are often aware of the
suitability of candidates. Management can inquire these leaders for suitable jobs. In some
organizations these are formal agreements to give priority in recruitment to the candidates
recommended by the trade union.

h. Recruitment at Factory Gate: Unskilled workers may be recruited at the factory gate these
may be employed whenever a permanent worker is absent. More efficient among these may be
recruited to fill permanent vacancies.

I. Job Fairs: Job fairs are conducted by different companies to attract candidates for entry level

3.2.6 Effective recruitment steps

Three steps to develop an effective recruitment process are:

Step 1: Ensure an up-to-date job description which contains information related to:
• Specific tasks and activities required for a job
• The knowledge, skills and abilities required for effective performance by the job incumbent.
Step 2: Develop an effective recruitment strategy which considers:
• Appropriate sources of recruitment (i.e., advertisements, personal referrals, employment
Agencies, direct applications)
• Appropriate recruiters (e.g., supervisor or co-worker).
Step 3: Evaluate the recruitment strategy to determine its efficacy. For example:
• Conduct a cost-benefit analysis in terms of the number of applicants referred, interviewed,
selected, and hired
• Compare the effectiveness of applicants hired from various sources.

3.2.7 HR Challenges in Recruitment

Recruitment is a function that requires business perspective, expertise, and ability to find and
match the best potential candidate for the organization. The HR professionals – handling the

23
recruitment function of the organization - are constantly facing new challenges. The biggest
challenge for such professionals is to source or recruit the best people or potential candidate
for the organization. The major challenges faced by the HR in recruitment are:

a. Adaptability to globalization: The HR professionals are expected and required to keep in


tune with the changing times, i.e. the changes taking place across the globe. HR should
maintain timeliness of the process.

b. Lack of motivation: Recruitment is considered to be a thankless job. Even if the organization


is achieving results, HR department or professionals are not thanked for recruiting the right
employees and performers.

c. Process analysis: The immediacy and speed of the recruitment process are the main concerns
of the HR in recruitment. The process should be flexible, adaptive and responsive to the
immediate requirements. The recruitment process should also be cost effective.

d. Strategic prioritization: The emerging new systems are both an opportunity as well as a
challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing the tasks
to meet the changes in the market has become a challenge for the recruitment professionals.

3.2.8 Selection

“Selection is the process by which candidates for employment are divided into two classes-
Those who will be offered for employment and those who will not.” Dale Yoder. “Selection is a
managerial decision making process to predict which job applicants will be successful ifhired.”
(David A. DeCenzo,1993)

Evidence-based best practice for three of the most commonly used selection techniques given
below.

24
a. Curriculum vitas / Resumes and written applications
A curriculum vitae (CV) / resume provide valuable information relating to a person’s
professional qualifications and experience. All information in the CV should be verified where
appropriate (e.g., asking applicants to explain gaps in employment history). Requesting job
applicants to address specific selection criteria (i.e., essential and desirable) can improve the
efficiency of reviewing CVs.

b. Conducting interviews
Structured interviews are recommended. A structured interview involves asking each candidate
the same set of questions and assessing their responses on the basis of pre-determined criteria.
Questions and assessment criteria should be based on accurate, updated job descriptions. It is
also helpful to develop criteria to categories responses (e.g., as excellent, good, average and
unsatisfactory). An interview panel consisting of a representative selection of people may also
be helpful. Two common types of structured interview questions are:
• Situational questions
Situational questions which ask candidates about hypothetical scenarios that may be
encountered in the job and how they would respond in that situation
• Experienced-based questions
Focus on specific c examples of the candidate’s prior work experiences and their
responses to past situations that are relevant to the job in question.

c. Reference checks
Referees are useful for identifying past employment problems and clarifying the accuracy of
Information presented in an interview or CV. Only a small percentage of all reference checks
are negative, therefore, it is often difficult to differentiate between candidates on the basis of
reference Checks alone.

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3.2.9 Selection Process

Selection process follows a standard beginning with a initial screening interview and concluding
with a final employment decision. The selection process typically consists of eight steps: (a)
Initial screening interview (2) Completing the application form (3) employment test (4)
Comprehensive interview (5) Background Investigation (6) Conditional job offer (7) Medical or
Physical examination and (7) Permanent Job Offer

Failed to meet minimum qualification

Initial screening
Failed to Complete Application or Failed interview Passed
Job Specification

Completing application
Passed

Failed test
Employment test
Failed to impress interviewer or
Passed
meet job expectation Conditional
Passed
Comprehensive JobOffer
Interview
Problems encountered

BackgroundInvestigation

Passed

Reject Applicant Unfit to do essential elements


of Job Medical or Physical Examination

Able to perform essential


Elements of jobs

Permanent Job Offer

Figure 2: The Selection Process

Source: (D.Cenzo, 1993)

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4. Human Resources Department of Trust Bank

Trust Bank Limited emphasizes competency-based hiring for any grade or job level which is very
important for sustainability of today’s increasingly competitive banking sector, and TBL has a
significant competitive advantage in this respect. The employees are recruited here with high
academic background and given proper training after recruitment to groom up for their
responsibilities. At present around 1523 permanent and 15contractual individuals are
employed with Trust Bank Limited.

HRD
SAVP
Head of HRD

SAVP FAVP SPO PO SO


HR Services Recruitment Compensation Organizational HR-MIS
Senior Manager Manager Manager Development

MTO MTO
Officer MTO Officer

AO-1 AO-1C

AO-1 C

Figure 3: Organogram for Human Recourses Division of TBL

There are mainly five function units exists under the Human Resources Division of the Trust
Bank Limited. These function units are fully authorized for taking any decisions regarding
human capital of Trust Bank Limited. These function units are:

27
 Recruitment and Selection Unit of Trust Bank Limited
 Organization Development Unit of Trust Bank Limited
 Compensation and Benefits Unit of Trust Bank Limited
 MIS (Management Information System) Unit of Trust Bank Limited
 Human Resource Services Unit of Trust Bank Limited

Along with the activities of recruitment and selection activities, attendance monitoring , leave
management, employee transfer , all kinds of staff separation (resign, release, dismissal),end of
service settlements, compliance and disciplinary issues, employment confirmation, employee
contract renewal, internship, Power of attorney & authorized signature are the prime
responsibility of this unit.

4.1 Recruitment and Selection Unit of Trust Bank Limited

Recruitment and Selection Unit is solely responsible for selection of all categories, i.e.
permanent, contractual employees and also Direct Sales Executives of Trust Bank Limited. The
Recruitment and Selection Unit of TBL also called Talent Management Unit. This Unit is also
responsible about Manpower planning and budgeting recruitment and selection, employee
posting / transfer, employer Branding, MTO program, CV bank management. The main task
begins of this team from manpower planning or after receiving the manpower requisition from
other departments and ends with a successful selection for the particular position. Trust Bank
Limited subscribes to the policy of providing equal employment opportunity for all applicants
through a strict but transparent screening process to achieve the HR mission.

HRD of TBL is authorized to process of recruitment for all Grades and Levels of the Bank. Human
Resources Division of TBL is responsible for formulating a Recruitment Boards for every
recruitment process. This Recruitment Boards are accountable for completing the whole
recruitment process for a particular position. Recruitment & Selection team of Trust Bank
limited has the mandate to recruit and select the right people in the right jobs as and when
required. At the same time this unit is held-responsible for any wrong selection that leads to

28
disaster in a smooth working process or working environment which may cause huge financial
loss or create dissatisfaction among existing employees. This Unit is also work on Man Power
planning and budgeting, employee posting, CV Bank management, MTO program and Employer
Branding.

4.1.1 Recruitment Process of the Trust Bank Limited

The Banks' recruitment policy shall be to attract staff members of the highest talent
appropriate to job requirements under employment terms and conditions that are responsive
both to the Organizations' needs and the staff member's well-being. The highest quality of
human resources will be the standard in hiring of TBL employees. Trust Bank Limited is an equal
opportunity organization allowing no discrimination on grounds of gender, religions, caste or
creed.

The task of recruiting new personnel for the Trust Bank Limited is a continuous process. This is
so because of the high turn-over of the employees and creation of new positions in the
Organogram. Trust Bank Ltd. normally hires employees under the following categories:

Employee Classification:

 Regular Employees
 Contractual Employees
 Third-Party Contract
Types of Recruitment:

 Regular Employee Officer (TAO), Trainee Assistant Cash


 Experienced Employee Officer (TACO)
 Contractual Executives  SME Banking-Contractual
 Management Trainee Officer  Direct Sales Team, Consumer
 Officer on Contract Banking-Contractual
 Junior Officer, Assistant Officer,  Direct Sales Executive, Cards-
Assistant Officer-1, Trainee Assistant Contractual

29
Sources of Recruiting:
 The Internal Search
 Employee Referrals and Recommendations
 AWT Referrals and Recommendations
 External Search

2. Job Analysis 1. HR Planning

3. Nature of Recruitment 4. No. of Specific jobs to be


filled

5. Recruitment

6. Pool of Qualified
Applications

7. Selection

Figure 4 : The flow chart of recruitment of TBL

The recruitment team of Trust Bank Limited is responsible for forecasting both the numbers of
employees and the types of employees required for next one year. Hunan Resources planning is
a process that systematically forecasts the future human resources needs or demands and
human resources supplies of the bank. Human resource planning cannot be done in isolation. It
should be linked with the overall strategic direction of the bank.

Concerned department/division provides approved staff requisition form to the recruitment


unit of TBL HRD mentioning required number and qualification of workforce. Recruitment team

30
of TBL will analyse the Manpower Requisition Form in the line with approved Job Description
for the mentioned position.

When a position becomes vacant in a department/unit because of departure of a staff, inter-


departmental transfer or in case of a new position; the departmental heads of Trust Bank
Limited identifies the actual human resources needs and places the requirement to HRD. Then
with the approval of Managing Director, the recruitment team of Trust Bank Limited selects the
next course of action for hiring employees. Normally the Bank practices the following:

a. Vacancy Announcement (Internal/External)


 Whenever there is a need to fill in a vacancy, the concerned division involved will raise
an ‘Employee Requisition Form’. This Form along with the Job Descriptions and Persons
Specification, thereafter, should be forwarded to the Human Resources Division for
processing.
 All new vacancies will be filled in either by promotion or by direct / lateral recruitment
depending on job gravity. Repositioning staff levels within the organization again shall
be based on the need of the vacancy.
 For lateral entry, the following method will be followed to collect applications:
i). SVP and Above: Advertisements will be published through print media or “Executive Search”
method through recognized HR Consulting firm.
ii). VP and below: advertisement will be given in any web portals/web sites.
Suitable contract/agreement may be signed with organization which offers such kind of
services.
 In the event of a new vacancy, a search will be initiated first for the qualified candidates
within the organization. Management reserves the right to post an officer to a vacancy
by way of transfer from his existing job.
 Existing employees with appropriate qualifications, subject to specific conditions that
may be laid down in this regard, may apply for an advertised post through proper
channel.

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b. Advertisements
Unless otherwise decided by the Management, recruitment for the post of Management
Trainee officer/Probationary officer/Trainee Assistant officer/Trainee Assistant Cash officer will
be generally advertised by using news daily as well as by electronic media. But in the case of
emergency, recruitment for a vacant position, candidates from pending applications (walking
Resume / CV) may be interviewed or candidates who were interviewed earlier and graded to be
in the panel for future consideration may be considered for employment.

c. Short listing
The Bank will have Selection Committees for recruitment appointed / selected by Managing
Director. Trust Bank Limited screens the potential applicants through a selection committee.

i) This selection committee, with the coordination of recruitment team of TBL HRD
short-listed the CVs through careful review based on the Bank’s need, applicants’
qualifications, skills, knowledge, experience and suitability for the position.

ii) Concerned Head of department(s) of Trust Bank Limited may finally review the
CVs (if required).

iii) Trust Bank Limited issues interview cards to the short listed candidates with the
help of Enroute Management Consultancy (EMC) .

iv) The interview cards issues by the Trust Bank Limited at least two weeks ahead of
the actual interview date.
v) Trust Bank Limited gives preference to its in-house candidates, if both the
internal and external candidate meets the same experiences and expertise.
However, in this case the employee’s personal file, past performance record and
supervisor’s comments or recommendations take into consideration.
4.1.2 Selection
Selection activities of Trust Bank Limited follow a standard pattern, beginning with an initial
screening interview and concluding with the final employment decision. As per the HR Policy

32
 All prospective candidates will have to be Bangladeshi Citizen except for any overseas
appointment if necessary. Exemption may be allowed, duly approved by the Board of
Directors.
 Any prospective candidate who has been dismissed or removed from his/her services or
terminated by any previous employer for reasons reflecting on his integrity, honesty
and morality or if he/she has been criminally convicted by any court of law shall not be
considered for recruitment in the Bank.
 All prospective candidates are required to complete an ‘Application Form for
Employment’ The HR Division along with the concerned Function Head (if required) will
be responsible for processing applications, screening applicants, and short listing
qualified candidates.
 The HR Division contacts the qualified candidate/s and arranges appropriate tests for
any position to identify the potential of the candidates based on Job Descriptions and
Persons Specification.
 Written tests for appointment will cover the following areas: (which may be changed as
per requirement)
I. Knowledge in English.
II. General intelligence, knowledge and numeracy.
III. Computer skills.
IV. Knowledge in relevant Functional area. Selection activities of Trust Bank Limited
follow a standard pattern, beginning with an initial screening interview and concluding with the
final employment decision.
a. Invitation for Written Test/ Assessment/Interview
It is mandatory for short-listed candidates to sit for a written test for the post of Management
Trainee Officer and Trainee Assistant Officer/Trainee Assistant Cash Officer. Apart from the
above, for other positions, as decided by the Management, candidates shortlisted may be
required to sit for written test and or a practical (technical skill associated) job related test and
or formal interview.

33
Trust Bank Limited

Employee Requirement Received

Collecting Employee Requisition Form

Internal Vacancy Announcement (If


Applicable)

Sources of Application
(Newspaper AD,BD Jobs, Head
Hunting

CV send to the EMC/ CV Sorting

Written Examination (If Applicable)

Assessment/ Interview

Salary Fixation/ Final Offer

Pre-Employment Medical Check up


Reference Checking

Joining

Figure 5: Selection Process of TBL

When a candidates Passed the written test than they will call for certificate verification. If the
Certificates and other relevant documents found ok, than they will be call for the Interview
sessions.

34
c. Interviews
The interview panel authorized by the Managing Director will finalize its recommendation as
soon as the interviews are completed. For positions from SEVP and Above Preliminary
interviews are to be conducted by the Managing Director who will recommend the best
available candidates to the Board / Executive Committee for final decision. For positions from
TACO/TAO to EVP Preliminary interviews are to be conducted by the respective Selection
Committee. Based on the result of written test and or interview results, the short listed
candidates will be chosen for final recruitment. The entire above situation the decision of the
Management will be final and entirely under Management jurisdiction.

d. Final Selection/Salary Fixation/Appoint Approval

Selected candidates are communicated to provide existing salary certificates for further
negotiation (in case of experience candidates). In salary negotiation/fixation TBL recruitment
team communicates compensation packages/ grades/ benefits/ employment terms &
conditions. Appointment Approval Form is prepared for the interested candidates and the form
signed by the concerned authority and approved by the Managing Director of Trust Bank
Limited.

e. Appointment / Hiring:
After final selection, appointment letter will be issued to the candidate for Deputy Managing
Director, Senior Executive Vice President by the Managing Director with the consent of the
Board/Executive Committee. The Managing Director will make job offers to the selected
candidate/s from the level of Trainee Assistant Officers / Trainee Assistant Cash Officers to
Executive Vice President Position. The Appointment letter should be stated clearly about the
post / position, remuneration/ salary, service benefit, probation period, income tax deduction
information, the reporting date, time and place, notice period required by either party for
termination of appointment Validity (duration) of employment offer

35
f. Employment Officer/Pre-employment Medical Check-up

All offers of permanent employment will be subject to pre-placement medical check-up by the
Bank nominated doctor / a recognized doctor and satisfactory reports/certificate of references.
Medical check up to be carried out by the Bank’s designated Clinic / Hospital / Doctor.

g. Joining Formalities

The service of a staff starts from the day he/she joins duty as per appointment letter. At the
time of Joining the candidates have to sign the Form of Declaration. Management Trainee
Officers and Trainee Assistant Officer/ Trainee Assistant Cash Officer along with the Letter of
Appointment shall sign a three years Indemnity Bond is mandatory.
 The joining is made by 12 O’clock (preferably at 10 O’clock in the morning) all employees,
irrespective of grade-levels join at the Head Office of Trust Bank Limited.
 In case of joining after 12 O’clock, the following day is considered as the effective joining
date.
 On joining, employee has to properly fill in and submit the joining form/ required
documents.
 After joining, TBL recruitment team opens and maintains a Personal File in the employee’s
name. This file includes employees’ CV, application, and appointment letter properly signed,
job description and photographs, the annual appraisal, increment/ promotion letter, etc.

h. Posting/ Rotation

After joining TBL recruitment team issues a posting order/ rotation program with consultation
of the concerned department as per Employee Requisition Form.

i. Job Description

Job Description ensures that recruitment, selection and hiring process runs smoothly and the
employees know what the Bank expects from them from very first day after joining Trust Bank
Limited.

36
j. Confirmation of Probationers

The Probation period of Management Trainee Officer, Probationary Officer, Trainee Assistant
Officer, Trainee Assistant Cash Officer is 12 months. After successful completion of
probationary period including satisfactory score (Minimum Grades) in the training courses,
MTO will be considered to be confirmed in the post of Senior Officer. After successful
completion of probationary period including satisfactory score (Minimum Grades) in the
training courses, they will be considered to be confirmed in the post of Officer. On successful
completion of the probation for the TACO & TAO, a letter confirming the staff member will be
issued after the expiry of the probation. The probation period may be extended, only, if the
Management views that additional training or time is required to review the performance of a
new recruit of that above mentioned position.

4.2 Factors to be taken in consideration at the time of Recruitment of Trust Bank Ltd .

 Non-Discrimination

Trust Bank Limited is an equal opportunity employer. TBL does not discriminate against a
candidate's religion, culture, physical handicap, age; etc., unless such aspect is directly related
to requirements of the job.

 Recruitment in New Position


For new position(s) prior approval is obtained from the concerned divisional Head and
Managing Director of the Trust Bank Limited.

 Age Limit

No person shall be appointed in the service of the Bank as Management Trainee Officer/
Trainee Assistant Officer/Trainee Assistant Cash Officer, who is below 18 years of age and
above years of age in respect of direct fresh recruitment. This age limit may be relaxed by the
competent authority / Managing Director in exceptional cases. For lateral entry the age limit
shall be as decided by the Managing Director commensurate with the experience.

37
 Hiring of Relatives
As TBL HR Policy recruitment of close relatives is strictly restricted. However, it will be
considered if it is defined as critical resource and is only allowed when one shall not supervise
the other. Such case disclosure from the employee concerned is required.

 No Objection from Current Employer

Under any circumstances candidates must have to produce resignation acceptance and release
order in original forms from his or her preceding organization prior to joining with TBL. The
original copy of the resignation acceptance and release order on official letterhead must be
verified first by the recruitment team of Trust Bank Limited before signing the joining letter.

 Re -Employment

Former Trust Bank’s employee(s) may be considered for re-employment through open
competition, if they have been retrenched or if they resigned because of personal problem. The
Personal Confidential File should be reviewed to ensure that the person under consideration for
re-employment has not been marked as 'DO NOT REHIRE'. In both cases re-employment is
competitive and not automatic as per Trust Bank Limited HR Policy.

 Minimum Notice Period

The minimum notice period between advertisement and competition closure is 10 working
days.

5. Industry Practices of Recruitment and Selection

5.1 Human Resource Policy for the Banking Sector

Policies relating to recruitment, promotion, transfer, disciplinary and punitive measures, human
resources development etc. and service rules shall be framed and approved by the board. The

38
chairman or the directors shall in no way involve themselves or interfere into or influence over
any administrative affairs including recruitment, promotion, transfer and disciplinary measures
as executed under the set service rules. No member of the board of directors shall be included
in the selection committees for recruitment and promotion to different levels. Recruitment and
promotion to the immediate two tiers below the CEO shall, however, rest upon the board. Such
recruitment and promotion shall have to be carried out complying with the service rules i.e.,
policies for recruitment and promotion.

The board shall focus its special attention to the development of skills of bank's staff in
different fields of its business activities including prudent appraisal of loan/investment
proposals, and to the adoption of modern electronic and information technologies and the
introduction of effective Management Information System (MIS). The board shall get these
programs incorporated in its annual work plan. (Bangladesh Bank, 2011)

5.2 Recruitment and Selection Policy followed by the Banking Sector in Bangladesh

Most of the bank follows systematic procedure in recruitment and selection activities for
Recruitment and Selection process, The banks in Bangladesh follows some standard most of the
cases. The practiced arrangement for selection and recruitment is the corporate decide what
positions will have to fill and how to fill the immediate as well as future requirements. This total
procedure is designed to cover all positions from bottom to top level.

It describes how to employ, monitor the employees and where to set them. By using the
computer based information system-HRIS & Skill Inventory helps estimate current and future
employee’s requirement. This information system also records the average employee demand
and transfers of employee from one branch to another. The Bank list the minimum educational
qualification of different categories of the employees for their fresh or departmental
recruitment.

Employment is always in formal basis and generally freshers are encouraged to apply for entry
level position. Leave vacancies, transfers and promotion are the secondary techniques for the

39
employment of medium and higher level positions. The surveyed banks, in selection process,
use successive hurdle system. They followed a series of procedural steps, viz. completion of
application form, employment test, comprehensive interview (written test, viva, presentation),
and final employee selection. Recruitment and Selection Policy followed by the Banking Sector
in Bangladesh. Recruiting begins when a vacancy occurs and the recruiter receives
authorization to fill it. The next step is careful examination of the job and enumeration of skills,
abilities and experience needed to perform the job successfully. Other steps and related
objectives are as follows:

 Creating an applicant pool using internal or external methods


 Evaluate candidates via selection
 Convince the candidate
 And finally make an offer

Objectives-

 To ensure all recruitment and selection procedures comply with the Equal Opportunity
Policy.

 To ensure that all appointments are made on merit

 To develop and maintain procedures which will assist in ensuring the appointment of
the most suitable candidate

 To ensure that recruitment procedures are clear, valid and consistently applied by those
involved in recruitment and that they provide for fair and equitable treatment for those
who apply for employment.

5.2.1 Types of Recruitment


In the Banking Sector the Banks in Bangladesh normally recruit employee Yearly or Need based
recruitment. Yearly recruitment: this is done each year, according to the HR plan, need-based
recruitments: this is done when there is a sudden vacancy. In Bangladesh most of the Bank
recruits their employee by these following categories.

40
 Regular Employee  Loan Officer, SME Banking-
 Contractual Executives Contractual
 Management Trainee Officer  Direct Sales Team, Consumer
 Officer on Contract Banking-Contractual
 Customer Services Officer (Cashier),  Direct Sales Executive, Cards-
Consumer Banking-Contractual Contractual
 Third Party Contract

5.2.2 Sources of Recruiting Process


In Bangladesh, Most of the Bank’s tries to discover industrious and innovative people ready to
embark on a challenging career. IFIC Bank, BRAC Bank, Sonali Bank, Prime Bank normally recruit
employee through Internal Recruitment, External Recruitment, By Referral, or Third party
contract. Few Bank recruit employee when the student doing internship program. During
search for talent, the bank’s carries out a number of activities such as:
 Online Database
 Advertisement in daily newspapers
 Accept hard-copy submission of CVs in Human Resource Division
 Occasionally from Job Fairs

5.2.3 Advertisement for the Recruitment Policy

 All recruitment advertisements (in any form and any medium) shall always conform
to the KSA compliance norms and would not be released by any department or
branch without the approval of the HR. depending on the specifics of each position
for which recruitment advertisements are to be released, Regional HR may obtain
assistance from the company’s marketing department and/or any external
advertising agencies for the preparation of the contents. Key features of the
positions as notified by the Functional Heads would normally form a part of the
advertisement text.
 The media for releasing advertisement would depend on the level of the position
being considered and the urgency of the requirements.

41
 The advertisement mode that could be broadly specified as newspapers (local or
mainline depending on requirements), internet sites and business magazines.

5.2.4 Recruitment and Selection Process

The recruitment and selection is the major function of the human resource department and
recruitment process is the first step towards creating the competitive strength and the
recruitment strategic advantage for the organizations. Recruitment process involves a
systematic procedure from sourcing the candidates to arranging and conducting the Interviews
and requires many resources and time. A general recruitment process is as follows:
 A vacancy arises
Sometimes this is due to the creation of a new job, on other occasions it may be
because an existing member of staff has been promoted or is retiring.
 Receiving Requisitions
The recruitment process begins with the human resource department receiving
requisitions for recruitment from any department of the company. These contain:
• Posts to be filled • Duties to be performed
• Number of persons • Qualifications required
 Preparing the job description and person specification
The job description is updated and an employee specification is written. The job
description lists the duties of the job whilst the employee specification gives details of
the experience, skills and abilities needed to carry out the job.
 Choose sources of candidate:
Most of the Bank prefers both internal sources and external to find the best candidates
for specific jobs in the process of recruitment based on situation. A vacancy
advertisement is written and is circulated via media can be used including newspapers,
internet recruitment sites, specialist publications and sometimes for searching fresh
graduates bank representatives go to the best universities in Bangladesh and pick out
the most qualified students to offer them a chance to apply for the job. The Bank
recruits internally through internal circular, CV bank and personal references. For any

42
kind of internal job search it will operate through a circular as lot us notes or board
notice. Any existing staff other than permanent also HR Temporary (minimum one year
with working the bank) & outsource staff (minimum two years with the specific bank).

5.3 Selection Process


A selection activity of in Banking Sector in Bangladesh is more or less similar. The Bank follows a
standard pattern, beginning with an initial screening interview and concluding with the final
employment decision. The selection process of the Bank follows:

1. Short-listing and identifying 6. Salary fixation and employment offer


2. Written tests 7. Medical or physical examination and
3. Interview/ Assessment 8. Joining
5. Background investigation/ Reference
checking

5.3.1 Short-listing and identifying


A shortlist is compiled of applicants who are going to be invited to attend for written test. This
is done by the recruitment team who compares each application form with the requirements of
the employee specification.

5.3.2 Arranging written with the selected candidates


The job interviews are the main step in the recruitment process. The panel will use the same
set of questions with each candidate. The candidate who are passed the written exam, finally
call for interview.

5.3.3 Interview/ Assessment

 The job interview should discover the job candidate, who meets the requirements and
fits best the corporate culture and the department. Interviews should consider the

43
entire data provided by the candidate either through the formal CV or otherwise before
coming to a conclusion about the candidate. They may insist on seeing the proof of the
claims made by the candidate regarding qualifications, experience and other
achievements. They may, at their discretion, decide to meet the candidate on more than
one occasion or to refer the candidate to another panel.
 Ratings on various attributes of the candidates shall be recorded in the interview
evaluation sheet, soon after the interview is over. Along with these numerical ratings,
qualitative observations about the candidate and overall decision regarding selection or
otherwise (including a decision to defer the induction, referral to another panel,
considering for another position) shall be forwarded to the associated Recruitment
Manager/ Head of Regional HR. Individual panel members have the option of appending
their additional remarks/observations. No selection will be treated as final unless the IES
(Interview Evaluation Sheet) form is filled comprehensively. Suitably appropriate IES
formats may be created for specific positions.
 Any dissimilarity noticed by the panel members regarding the authenticity of the data
provided by the candidate should be specifically and formally recorded on the IES form
and suitably high lightened.
 Specific points to be investigated during the reference check process, if any, must also
be clearly recorded and high lightened on the IES forms.

5.3.4 Administrative Actions Regarding Interviews

 Scheduling and the venue of the interviews would be handled by the recruitment team
in consultation with the short listed candidate and the selection panel members, after
taking mutual convenience into account. For field positions, respective branch/regional
heads would undertake this co-ordination.
 After the final round, if the candidate is selected, the complete set of papers Personal
Data Form, CV, job requisition no., Interview evaluation sheet, reference check details,
educational details, along with the interviewer’s recommendations and Reference check
form should be forwarded by the recruitment managers to recruitment head. Fitment of

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the candidate into a grade and compensation fitment shall be on the assumption of
authenticity of the information provided in the CV/application form.
 An appropriate formal communication shall be sent to the candidate whose candidature
is not being taken forward, or details of the verbal/telephonic communications provided
to the candidate shall be recorded on the candidates papers, by the recruitment
team/associated line managers. In the case of interviews taking place at the
branch/regional levels, similar noting should be recorded on the individual candidate’s
papers.

5.3.5 Reference checks

 Normal, reference checks should be undertaken with at least one reference. A second
reference check will be done if considered necessary. Responsible officials from the
former employers, academic institutes and/or any other eminent personalities can be
considered as appropriate references. Close relatives and friends cannot be considered
as references. Wherever feasible and considered appropriate, a reference should be
made with a senior official of the candidate’s current employer. In case the candidate is
currently un-employed, reference should be made with the latest employer. The format
of reference check is to be used as a framework for conducting the process.
 Where the minimum two reference checks are not possible (particularly with the
current employer) or where there is a mixed response from different sources, the
matter may be to the VP-HR for a final decision. Depending on the seniority and any
other considerations about the positions, VP-HR would normally consult the functional
head concerned, before coming to conclusions. Any candidate whose credentials are
doubtful shall not be recruited.
 In case of recruitment of Management trainees, fresher and life advisors as sales
Managers no reference checks will be required.

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5.3.6 Employment Offer letter

i. When a recruitment Manager is fully satisfied about the selection of the right candidate and
about completion of all the formalities connected with the appointment of candidate including
requisite documentation, satisfactory reference check reports and medical fitness, he/she
would forward the relevant papers listed below to the head of recruitment.

 Personal Data form


 Employee requisition form duly filled by the regional Head/Branch Manager
 Interview evaluation sheet filled by the regional head/Branch manager/interviewer with
his/her comments.
 Latest and updated resume of the candidate
 Photocopy of the appointment letter of the last employer or latest salary slip.
 Employment details
 Two Professional reference
 Language Proficiency

ii. Document check list for every grade is as follows:

 Authorization Release Form


 Background check Form
 Highest Education certificate
 Highest Education mark sheet
 1 Month Salary Slip of Current Employer
 1 Month Salary Slip of Last Employer
 Relieving Letter of last Employment
 Proof of Residence
 2 Passport Size Photograph

iii. Regional HR manager will take the signature of Head-HR on the employee requisition
form and forward the papers to the employee service team for issuance of the offer letter.

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iv. Employee services team will issue offer letter, to be signed by the National Recruitment
Manager or Chief Manager-HR, and send the same to the concerned Branch Manager/ HR
Manager.

v. It would be the responsibility of the Branch Manager/HR Manager to ensure that the
accepted copy of the offer letter is forwarded to the employee service team within a week
of receipt of the offer letter. Till this letter is issued, the ‘offer’ has not taken place in formal
sense. A copy of the offer letter shall be duly signed and returned to the candidate.
Candidate would be expected to fulfil various joining formalities, which are also formally
communicated to him/her in the form of a checklist that is attached to the letter of offer.
The Regional HR head shall have the overall responsibility and accountability to maintain
the templates of the offer letters and also for drafting of suitable non-standard terms to any
specific candidate.

vi. The employee service team will follow up Branch Manager/Regional HR Manager for the
joining of the candidate and will collect all relevant documents from the candidate including
the joining report, before issuing the appointment letter. The employee service team may
enlist the help of the Branch Manager to ensure that all necessary documents within ten
days o the person joining. After the of all necessary documents, the employee service team
will send the appointment letter to the new joiner.

vii. Once the documentation is complete for the new joiner (including the accepted
appointment letter), people who may have joined before 20th of the month but have not
been included in the payroll for the month because of delay in receipt of papers will be
given ad-hoc salary advance (up to maximum of 65% of the pro-rated salary). This advance
will be adjusted once the person gets included in the subsequent month’s payroll. If the
person does not submit the relieving letter from the previous organization, where required
to be submitted as per the table given above, within three months of joining, the employee
service manager can put their salary on hold till such time as the said documents are
received.

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5.3.7 Recruitment Policy
• All regular employees will appointed by the Managing Director.
• All HR contract and outsource contract employees will be appointed by The Head of
Human Resource Division.
• The schedule of recruitment will be created according to the Service Level Agreement
(SLA).
• The interview board will with The Head of Department of that post, The Supporting
Department Head and The Head of HRD.
• From Senior Officer and more there will be a second interview with the Managing
Director of the specific Bank after the first interview.
• For internal job posting the employee can only apply if he has the service time in is
more than two years.
5.3.8 Recruitment of Management Trainee Officer

Management Trainee Officer (MTO), are recruited almost every year. MTOs are employees who
are recruited through a long recruitment process because Each and every Bank wants the best
candidate for this position as they will be the future Senior Officer who will run the
organization. Selected candidates will be developed to eventually move to responsible and
challenging positions upon successful completion of 12 months of extensive training and job-
rotation with all the departments, so that they can learn and get the awareness of all the
activities and work gain work experiences from all the departments.

5.3.9 Probation Period


The probation period varies Bank to bank, grade to grade. The probation period for MT is 1 year
and on successful completion of probationary period they will be confirmed in service. Some
bank follows six month probation period depending on the grade but 1 year probation period is
standard.

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6. Findings of the study
At the time of doing this report, I have identified some problems which are often distressing
recruitment and selection process of Trust Bank Limited. They are:

Identical Recruitment Policy

After its 15 years of business excellence, no identical Recruitment Policy or Guideline was found
in Trust Bank Limited. The existing HR policy is under rapid reformation and recruitment related
guidance should be more specific to handle difficult situations.

Entry Restricted

Access to Human Resources Division is not open for all employees. Human resources team of
the bank sit behind a close door which is marked ‘Entry Restricted’. This is a management
decision which creates distance, ambiguity and discomfort among the employees of the bank
for the Human Resources Division.

No Talent Retention Strategy

Trust Bank Limited does not take any significant measure or strategy for talent retention. As a
result a large number of employees leaving the bank every year and to fill the vacant position
the bank has to run the recruitment process whole the year round. Recruitment and selection
of Trust Bank Limited became a continuous process which is not desirable.

Low scale of Remuneration Package

The remuneration package of trust Bank is very low compare to the other bank of the banking
industry. As a result the employee are unprovoked their work and leave the organization.

Absence of Warm Receptions

Immediate after joining in Trust Bank Limited an individual should get a cordial reception or
orientation. It helps the new employee to get rid off first day reality shock which is absent,
because of high volume of joining; almost every day and limited workforce in recruitment team.

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Modern HRIS

A modern Human Resource Information System is not being practiced by the recruitment team
of TBL HRD which is necessary for finding the recruitment related information within shortest
possible time; as required. Absence of a modern HRIS leads the division to traditional method
reporting.

External Pressures

Sometimes Trust Bank Limited faces the external pressures at the time of recruitment from its
stakeholders; i.e. Board of Directors of the bank, Priority-Customers, recommendations from
political leaders, Recommendation from high-official of Bangladesh Army, high-officials of the
Bangladesh Bank. As a result the bank could not recruit the best candidate.

These problems of the recruitment and selection process should minimize immediately in order
to achieve expected level of performance and to maintain substantial growth as well. It will
increase trust and cooperation among the employees and uphold the efficiency of the bank.

7. Recommendations

Presently, in banking industry some multinationals and renowned private Banks have their
separate human resource policy or hiring guideline, although they do not practice Human
Resources-related activities properly, at the time of study, I discovered that, a well-defined and
self-explanatory Hiring Guideline may help the bank ensure equal treatment irrespective of
grades and levels and provide guidance to the HRD and management for a comfortable and
smooth operating environment for recruitment. Based on the above discussion, here are a few
suggestions and recommendations which are very important for the gradual improvement of
the Trust Bank Limited:

Identical Recruitment Guideline or Policy

There should be a separate “Recruitment Guideline” supported by the Human Resources Policy
of the bank immediately, though the reconstruction of HR policy is under progress supervised
by the Head of Human Resources.
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Linkage among other Departments

Recruitment and Selection Unit of the Bank cannot perform in isolation where Human
Resources Department is the core of all other departments with the responsibility of
maximizing the employees’ benefits as well as achieving banks overall objectives. For ensuring
the best selection out of the recruitment pool, HRD must establish a proper linkage and
acceptance with the other functional departments.

Minimize the External Pressures

At the time of preparing the report, I personally talked with the employee about the
recruitment process and take their suggestion. They think that the external pressure should be
eliminated at the time of recruitment. The individual may not be competent for whom the
recommendations come up to hire, as an officer of Trust Bank Limited. It is therefore the duty
of recruitment team of the bank to resist or try to minimize such selection which is essential for
successive growth of the bank.

Talent Management and Employee Retention

High turn-over is alarming and it threatens aspects of the banks for its successive growth. Only
higher salary package cannot retain a self motivated and exposed employee for a long time. The
employee wants recognition and reward for their self actualization. Trust Bank Limited should
arrange reward and recognition program for the high performers before all employees of the
bank at least twice in a year. Trust Bank Limited should ensure smooth career path for the high
performers and should take necessary measures for talent management and their retention.

Increase of Recruitment Team Member

Presently, Trust Bank Limited operating with around 1523 regular and 15 contractual
employees. But only 13 members in Human Resources Division are not enough to ensure exact
support for the whole bank. So it should be raised, especially in recruitment team to
guaranteed best selection for the bank.

Modern HRIS Required for TBL HRD

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Trust Bank Limited should buy software to maintain Human Resource Information System in a
professional manner which will help to produce any recruitment related information
immediately. It can conserve any information for all employees in one database which may
produce various systematic reports, before management as and when required.

Trust Bank Ltd. has been successful in all of its operations since its inception. But, still there are
some areas to improve. Trust Bank Limited should taken in consideration the above mentioned
suggestions and recommendations made by the author of the study. The bank should arrange a
day long workshop where the management and the respective persons may take part for
discussion for positive outcome.. .

8. Conclusion

Trust Bank Limited has been operating business in the market with the ambition of becoming the bank
of choice for its clients and all stakeholders. Selection of right people in right numbers in right time for
the concern department is significant for the success. For TBL recruitment is about discovering potential
applicants for actual or anticipated vacancies. Thoughtful recruitment plan of the recruitment team and
its successful implementation helped the bank to manage this disaster. High turn-over of employee is a
constant challenge for TBL which indicates that it is a risky venture and creating obstacles for
uninterrupted development of the bank.

After hiring the best suitable candidate from the recruitment pool Human Resources Division of TBL
arranges learning and development programs for them, monitors their performances all the year round
with the help of respective divisions and make them rewarded for that. The cordial behaviour of the HR
team members, always helpful attitudes and friendly guidance increases their acceptance to the other
employees of the bank.

Human Resources Division of Trust Bank Limited is under massive reconstruction program. Human
Resources team members are continuously trying to bring positive changes to the working process of
Trust Bank Limited. Changes are taking place for increasing future benefits of the employees, ensuring
healthy work place and corporate culture for creating exposure of high professionalism. Thus the team
added value for the division and as well as also in the business of the bank. With the current

52
performance of the existing human resources division Trust Bank Limited will surely stands as one of the
best private banks in the banking sector of Bangladesh.

It would be appreciated if Trust Bank Limited positively considers the suggestions and recommendations
made by the author of the study, which may help to increase retention ratio of the Bank.
Implementation of these suggestions and recommendations will ensure smooth work life balance,
motivate the employees towards their commitment, thus it will help the Bank to attain sustainable
growth in the banking industry.

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