Chapter One

Introduction

Page 1 of 113
1.1 Introduction:
A Thesis report required by Bachelor of Business Administration (BBA) Course which
is a three months attachment with two well-known organization followed by a report
assigned by the supervisor in the organization and endorsed by the faculty advisor. It is
a great opportunity for myself to prepare a thesis report in international telecom
company which are both of the leading telecom service provider in Bangladesh which
are “Grameenphone & Robi”. This report is assigned duty attached to the Recruitment
and Selection Department (HRD) during this thesis in Grameenphone & Robi. Data
collection and preparation are the main concern of this Thesis Paper. As a thesis paper-
member of Grameenphone&Robi HRD, the jobs were to deal with Recruitment and
Selection process in HR Department. That is why it has decided to give suggestions for
improvement of Recruitment and selection for this Thesis Paper.

1.2 Background of the Report:

There is no doubt that the world of work is rapidly changing. As part of an organization
then, HRM must be equipped to deal with the effects of the changing world of work.
For them this means understanding the implications of globalization, technology
changes, workforce diversity. Changing skill requirements, continuous improvement
initiatives contingent workforce, decentralized work sites and employee involvement
are the issue for confront. Now it is a big challenge for the HRM to support the
organization by providing the best personnel for the suitable position in shortest
possible time. Starting with recognizing the vacancies and planning for them is a great
task. Moreover selecting attracting the suitable candidates and selecting the best person
in time is a challenge. The cost of the recruitment is significant. So, proper planning
and formulate those plan is the task that require more focus and improvement. Equal
opportunity and sourcing is also a vital part. Realizing this need it is tried to find the
difference and similarities between theoretical aspects with the practical steps taken by
the company. It took an attempt to demonstrate the feature for the further improvement.

Page 2 of 113
1.3 Origin of the report:
This report titled “A comparative Analysis on Recruitment and Selection process
in Telecommunication Industries of Bangladesh” is a curriculum requirement for
Bachelor of Business Administration (BBA) Degree of Stamford University
Bangladesh under the supervision of Mrs. Sabnam Mostari, Senior Lecturer;
Department of Business Administration. For this survey the chosen organization are
Grameenphone and Robi.

1.4 Scope of the study:

 This report was the completed outcome of primary survey to focus Recruitment
& Selection practices of Grameenphone Ltd. &RobiAxiata Ltd.
 Recruitment, Policy, Interview, Circular, Test.
 Written test, Practical test, selection process.
 Background Checking, Cost.

1.5 Objectives of the study:

1.5.1 Broad Objectives:

 To make familiar with the terms what have studied during BBA course.
 To know about the Telecommunication sector in Bangladesh.
 To get an overall idea about the strategies and the limitation of a Grameenphone
by going through the Grameenphone&Robi.
 To know the actual process of recruitment and selection.
 To get the overall idea about cost of recruitment and selection process.
 To make familiar with the term and policies of recruitment and selection process
of both companies.
 To gather knowledge about the period and selection procedure of
Grameenphone and Robi.

Page 3 of 113
1.5.2 Specifics Objectives:

 To focus on major elements of Recruitment and Selection process.

 To focus on the process of Recruiting and selecting personals.
 To focus on the updates and the batter methods of modern technique.
 To learn different recruitment and selection policies of Gremeenphone and
Robi.
 To recommend and initiate improvements;
 To establish appropriate structures and resources for the implementation of
appropriate needs.
 To identify about the cost efficiency.
 To identify the actual strategies of recruitment and selection process of both
companies.
 To fulfill the partial requirement of BBA degree.

1.6 Methodology of the Study:

The type of business research, which is used in this report, is of descriptive in nature.
Through this descriptive research, the report determines the answers to why, what,
where and how questions of the existing GP subscribers and their expectations.

The report have used both primary and secondary data in this research. Printed reports
available at CMD, leaflets, brochures and the official web site can be the sources of
secondary data. It conducted survey for primary data collection, which will be executed
through telephone. For this purpose a questionnaire is developed encompassing the
objectives of the reports and the sample. The questionnaire includes both open and
close-ended questions for in-depth understanding of attitudes of the subscribers.It has
compiled the processed and collected information with the aid of MS Excel, SPSS
computer software.

Page 4 of 113
1.6.1 Sources of Information:
In order to make the report more meaningful, the sources of data have been collected
by qualitatively and quantitatively. These sources of data are separated by primary data
and secondary data.

Sources:
Primary Data

 Data are collected through face to face interview & questionnaire with two HR
manager of Grameenphone.
 Informal conversation with the clients of both Telecom companies;
Grameenphone&Robi.
 Relevant files and documents as provided by the concerned officers of
Grameenphone.

Secondary Data

 Telecommunication Training & Research Academy.

 Various books and articles etc. about HRM.
 Different web sites of HRM.

1.7 Limitations
The major limitation factor for this report is the complexity of the topic.
 There were some limitations of access to information, which are strictly
confidential for both companies.
 Last but not the least; it won’t be possible to obtain 100% accurate data since
the survey was done on a set of sample, not the entire population. .
 Besides this, it was very difficult to carry out the whole analysis on the basis of
Recruitment and Selection.
 As a thesis report it was not possible to collect all the necessary secret
information because of company confidential.

Page 5 of 113
 CHAPTER TWO
LITERATURE REVIEW

Page 6 of 113
Introduction

Chapter one broadly introduced the research aim and objectives and presented an
overview of the organization of the thesis. This chapter reviews critically employee
recruitment and selection in organizations and from the perspective of human resource
management. The development of a conceptual framework is also included

2.1 The Concept of Recruitment and Selection

According to Windolf (1986), the choice of a particular recruitment strategy by a firm

is specific to the resources available to the organization at hand and its environmental
dynamics. Boxall, Purcell and Wright (2007), highlight five different questions an
organization has to answer to have an effective recruitment strategy in order to pursue
its survival and success. Those questions are “Whom to recruit?”, “Where to recruit?”,
“What recruitment sources to use?”, “When to recruit?” and “What message to
communicate?” The notion of effectiveness in this study relates to the manner by which
organizations implements its employment policies. The essence is to understand
whether such policies are applied appropriately in the way they have been designed.

As discussed by Jackson et al. (2009), human resource management approaches in any

business organization are developed to meet corporate objectives and materialization
of strategic plans. The nature of recruitment and selection for a company that is
pursuing HRM approach is influenced by the state of the labor market and their strength
within it. Furthermore, it is necessary for such companies to monitor how the state of
labor market connects with potential recruits via the projection of an image, which will
have an effect on and reinforce applicant expectations. Bratton & Gold (1999), were of
the view that organizations are now developing models of the kind of employees they
desire to recruit, and to recognize how far applicants correspond to their models by
means of reliable and valid techniques of selection.

Also related to the success of a recruitment and selection process are the strategies an
organization is prepared to employ in order to identify and select the best candidates

Page 7 of 113
for its developing pool of human resources. Organizations seeking recruits for base-
level entry positions often require minimum qualifications and experiences. These
applicants are usually recent high school or university/technical/college graduates
many of whom have not yet made clear decisions about future careers or are
contemplating on engaging in advanced academic activity. At the middle levels, senior
administrative, technical and junior executive positions are often filled internally. The
push for scarce, high-quality talent, often recruited from external sources, has usually
been at the senior executive levels. Most organizations utilize both mechanisms to
effect recruitment to all levels. The focus of recruitment and selection according to
Montgomery (1996), is on matching the capabilities and inclinations of prospective
candidates against the demands and rewards inherent in a given job.

Odiorne (1984), postulated that the quality of recruitment practices put in place by an
organization is a function of the quantity of application that will be received; he stated
further that the relative effectiveness of the next human resources phase (selection) is
inherently dependent upon the quality of applicant attracted. Furthermore, Smith and
Robertson (1993), agreed with the above assertion by stating that the more effectively
the recruitment phase is implemented and carried out, the easier and accurate the
selection process becomes in making decisions on which applicant to select. Odiorne
(1984), added that the result of effective recruitment and selection are the reduction on
labor turnover, good employee morale and improves organization performance.

2.2 Definitions of Recruitment

Various researchers have contributed to the field of HRM, and have offered intensive
and profound knowledge on the branches of HRM especially on recruitment and
selection. Below is some of the different definitions of recruitment;

Recruitment is the process of generating a pool of capable candidates applying to an

organization for employment (Gold, 2007). This suggests that applicants with
experience and qualifications most closely related to job specifications may eventually
be selected. Organizations become concerned when the cost of a mistake in recruitment

Page 8 of 113
is high. According to Armstrong (2006), the aim is to obtain, at a minimum cost, the
number of suitable and qualified candidates to satisfy the needs of the organization. The
organization attracts candidates by means of identifying, evaluating and using the most
appropriate sources of applicants. El-Kot and Leat (2008), observation is that
recruitment begins with advertising existing vacancies.

According to Eze (2002), recruitment is the process of finding and attempting to attract
job candidates who are suitably qualified and therefore capable of filling vacancies in
job positions effectively. The purpose is to encourage them to apply for the vacant
position. Costello (2006), affirm that recruitment is a set of activities and processes
used to legally obtain adequate number of qualified applicant at the right place and time
to enable applicant and the organization to select each other for their own optimum
interest.

Furthermore in (2007), the chartered institute of personnel management of Nigeria

(CIPM) gave the definition of recruitment as the process of identifying and attracting
or encouraging individuals with the requisite skills and profile (potential candidates) to
apply to fill existing or future vacant positions in the organization by making them
aware that such vacancies exist.

Another scholar Jovanovic (2004), augured that recruitment is a process of attracting a

great pool of high quality applicants to select the best among them. Omale (1992), in
“past practice in personnel management in the Nigeria civil service: issues and
procedures” detained recruitment as the process which starts from getting an applicant
interested enough in a job and in a particular organization to write an application and
the process stops when his application has been received in the organization.

Judging from the above various definition of recruitment as given by professional and
scholars, it is apparent that recruitment borders or deals with the plan advertisement of
exiting vacant position in an organization in order to wool or attract suitable and qualify
applicant to apply for the vacant position or offices for employment in the said
organization. Based on the above recruitment is a very specialized field in Human
Resources practices as it involves techniques that will adequately identify the pool of
skilled and quality applicants.
Page 9 of 113
2.3 Sources of Recruitment

Full-cycle recruiting is a term used by human resources specialists who manage the
recruitment process from start to finish as shown in Figure 2.1. Full-cycle recruiting
begins with sourcing candidates, which means looking for prospective applicants
whose qualifications might be suitable for the job openings you have.

Sourcing has evolved in the past several years with the proliferation of job and career
sites. Every organization has the option of choosing the candidates for its recruitment
processes 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.
Recruiting candidates from all the other sources (such as outsourcing agencies etc.) are
known as the external sources of recruitment.

2.3.1 Internal Sources of recruitment

Internal sources refer to recruiting employees from within the organization. In deciding
requirement of employees, initial consideration should be given to a company's current
employees, which is concerned with internal recruitment. They include those who are
already available on the pay roll of the company. This is important source of recruitment
as it provides opportunities for better development and utilization of existing human
resources in the organization. Armstrong (2000a), proposed that first consideration

Page 10 of 113
should be given to internal candidates, although some organizations with powerful
equal opportunity policies (often local authorities) insist that all internal candidates
should apply for vacancies on the same footing as external candidates. Aspects of
recruitment under internal sources are as follows:

Promotions: It refers to promoting or upgrading an employee who is already existed

in the pay roll and contributed to the organizational performance. It is shifting an
employee to a higher position with high responsibilities, facilities, status and pay.
Usually, many companies fill higher job vacancies by promoting employees who are
considered fit for such positions. This is due to fact that it has a great psychological
impact over other employees for their motivation towards better performance. Internal
recruitment efforts very often result in promotions. Promotion signifies reward for past
performance and encourages employees in their efforts (Sherman, Bohlander, & Snell,
1998).

Transfers: Transfer is a lateral shift causing movement of individuals from one

position to another. Langseth (1995), consider transfers as being effected when the need
for people in one job or department is reduced or increased, if the work load reduced
employees would want to relocate to other areas where they can have enough tasks to
perform. Under it, employees are recruited internally through transfer from one work
place to another. It refers to the process of interchanging the job duties and
responsibilities of employees from one place to another or from one department to
another without any promotion in their position or grade. It is a good source of
generating qualified employees from over-staffed departments (Keshav, 2013).

Job posting: Job posting is an open invitation to all employees in an organization to

apply for the vacant position. It provides an equal opportunity to all employees
currently working in the organization. Today it has become a very common practice in
many organizations across the world. Under this, vacancy announcement is made
through bulletin boards or in lists available to all employees. Interested employees, then
apply for the post being advertised. In this way, it has become one of the cost saving
techniques of recruitment (Keshav, 2013).

Page 11 of 113
Job bidding: is more effective when it is part of a career development program in
which employees are made aware of opportunities available to them within the
organization. For example, HR departments may provide new employees with literature
on job progression that describes the lines of job advancement, training requirements
for each job, and skills and abilities needed as they move up the job-progression ladder.

There are number of key advantages in using internal recruitment and these include:

Labor Turnover: The turnover of valuable employees is reduced through internal

placement. Here, star employees within the company can be reassigned to an area
within the organization where the need is greater. Restricting the vacancy to internal
candidate can also help retain employees who might otherwise have left the
organization (Sunderland & Canwell, 2008).

Performance: Internal recruitment might offer cost saving in the human resource
management process because of the record of performance available to recruiters. An
internal candidate has developed a record of accomplishment of performance during
employment that provides the most accurate assessment of her on the job professional
skills and experience. If the company conducts formal performance reviews, the
employee performance and goal-setting information will give valuable insight to
recruiters when assessing internal candidates (Keshav, 2013).

Time Value: When qualified candidates exist internally, recruiting candidates

internally can decrease the time it takes to fill a position. This is particularly useful in
a tight job market, when the number of external candidates applying for a given job
opening can become astronomical. In such cases, selecting among qualified internal
candidates may be efficient because it offers costs savings, such as those associated
with advertising and from using staffing resources to interview numerous external
candidates (Keshav, 2013).

Corporate Culture: Corporate culture might formally relate to the goals and objectives
of the company as articulated in its vision and mission statement. It informally includes
the business attitude, customs and etiquette. An external candidate that fulfills the
experience and skills needed for a position might not fit into the organizational culture.
Page 12 of 113
Internal candidates are already familiar with the company's culture, policies and
procedures. For example, this might manifest itself in how meetings are conducted,
projects are organized or the use of consensus building in the decision-making process
(Keshav, 2013).

The principal disadvantages of internal recruitment are:

Limited Choice: Internal recruitment provides limited choice of talent available in the
organization as it avoids the arrival of fresh candidates. Internal recruitment does not
tap any candidate from outside the organization; hence, the number of potential
candidates for the post is limited to those from within the organization. There may be
far better external candidates who have more experience and better qualifications
(Sunderland & Canwell, 2008).

Implementation of Traditional System: Internal recruitment requires the

implementation of traditional form, system, process and procedures. In addition, this
limits the scope of fresh talent in the organization (Keshav, 2013).

Position: In using internal recruitment, existing employees, whether competent or not,

will feel that they have an automatic right to be given a more senior post (Sunderland
& Canwell, 2008).

Costly: Taking into consideration that when an employee is promoted, instantly

vacancy instantly arises. In this regard, another employee is to be recruited to fill that
position, which may be costly affair (Sunderland & Canwell, 2008).

Limited Internal Sources: The source of supply of manpower is limited in internal

recruitment method. When an employee is promoted, his/her previous position will be
vacant and another personnel is to be recruited to fill that vacant position (Keshav,
2013).

Page 13 of 113
2.3.2 External Sources of recruitment
External sources of recruitment refer to attracting applicants from outside a particular
organization to fill vacant positions. Like internal sources, they are useful to attracting
competent applicants to apply for advertised positions in various organizations. Broad
varieties of methods are available for external recruiting. Organizations should fully
assess the kinds of positions they want to fill and select the recruiting methods that are
likely to reduce the best results. External source of recruitment include advertisement,
e-recruitment, employment agencies, labor office, education and training establishment
(Beardwell, 2007; Cober & Brown, 2006). Details of these sources are discussed in this
section.

Advertisement: is the most common form of external sources of recruitment.

Organizations advertise vacant position on both electronic print and media to access a
larger pool of applicants. As cited by Nel et al. (2009:226), an advertisement has
communication as its basic underlying principle and it should be worded in a manner
that triggers responses from job seekers. Recruiters should formulate the wording of
advertisements in a manner that is not discriminatory. Advertisements are expensive
but attract a larger pool of applicants than internal recruitment processes. It is, however,
more difficult to evaluate external applicant than those that are already employed within
the organizations. According to Armstrong (2006), the objectives of an advertisement
should be to: Attract attention – it must compete for the interest of potential candidates
against other employers; Create and maintain interest – it has to communicate in an
attractive and interesting way information about the job, the company, the terms and
conditions of employment and the qualifications required; Stimulate action – the
message needs to be conveyed in a manner that will not only focus people’s eyes on the
advertisement but also encourage them to read to the end, as well as prompt a sufficient
number of replies from good candidates (Armstrong, 2006).

E-Recruitment: or online recruitment uses web-based tools such as a firm’s public

internet site or its own intranet to recruit staff. The processes of e-recruitment consist
of attracting, screening and tracking applicants, selecting, and offering jobs or rejecting
candidates. Cappelli (2001), has estimated it that it costs only about one-twentieth, as
much to hire someone online. The internet has become a way for employers to display

Page 14 of 113
company image and advantages over competitors (Rotella, 2000). Many internet users
know the difficulty, frustration and inefficiencies of sorting through information to find
applicable and useful material. However, many companies find it difficult to integrate
the Internet with their existing systems (Brake & Lawrence 2000).

Employee Referrals: An employee referral program is a system where existing

employees recommend prospective candidates for the job offered, and in some
organizations if the suggested candidate is hired, the employee receives a cash bonus.
Under this method, a candidate is appointed on the recommendation of some currently
working employees. Hence, the HR managers of various companies depend on the
present employees for reference of the candidates for various jobs. This source reduces
the cost and time required for recruitment. Further, this source enhances the
effectiveness 9of recruitment. HR managers offer various incentives/rewards including
cash incentives to the current employees for referring the best candidates (Rajarao,
2010).

Employment Agencies: Employment agencies, sometimes referred to as labor brokers,

even though they can face criticism from labor unions in Ghana, tend to be fast and
efficient in recruiting applicants for specialized positions. For a fee collected from
either the employee or the employer, usually the employer, these agencies do some
preliminary screening for the organization and put that organization in touch with
applicants. Private employment agencies differ considerably in the level of service,
costs, policies, and types of applicants they provide. Employers can reduce the range of
possible problems from these sources by giving a precise definition of the position to
be filled (Sims, 2002).

Labor Offices: are sources of certain types of workers. In some industries, such as
construction, unions have traditionally supplied workers to employers. A labor pool is
generally available through a union, and workers can be dispatched to particular jobs
to meet the needs of the employers. In some instances, the union can control or
influence recruiting and staffing needs. An organization with a strong union may have
less flexibility than a non-union company in deciding who will be hired and where that
person will be placed. Unions also can work to an employer’s advantage through

Page 15 of 113
cooperative staffing programs, as they do in the building and printing industries
(Keshav, 2013).

Educational and Training Establishments: Managers of organizations may visit

educational institutions such as universities and colleges to attract top students,
especially during their final years of study to apply for vacant positions. This method
of recruitment is also referred to as campus recruiting and is one of the cheapest
methods of recruitment. It introduces final year students to the institution. The recruiter
normally makes a presentation to final year students and invites desirable students to
visit public institutions exposing them to different areas within the organization (Nel et
al., 2009:227).

As with any recruiting method, hiring from outside an organization instead of

promoting from within the company carries both advantages and disadvantages. Some
of the advantages are:

 When an organization recruits externally, it opens the organization up to a larger

pool of applicants, which increases its chance to find the right person for the
job.
 Looking outside the organization also allows a company to target the key
players that may make its competition successful. Hiring a candidate with a
proven record of accomplishment for the competition allows the company to get
an insider's view as to what the competition is doing to be successful. This gives
the organization a chance to stay a step ahead of the competition.
 External recruitment provides an opportunity for a fresh outlook on the industry
that a company may need to stay competitive.
 Bringing in fresh talent from the outside can help motivate the current
employees to produce and achieve more in hopes of obtaining the next
promotional opportunity.
 Hiring an external candidate also opens up many opportunities to find
experienced and highly qualified and skilled candidates who will help a
company meet its diversity requirements.

Page 16 of 113
  The biggest advantage of external recruitment is that the company has no
limited supply of candidates and can choose employees all over the world.
 According to Duggan & Croy (2004) external recruitment in an organization
can face challenges:
 External recruitment requires an employee to adapt to the new environment and
if the new recruit is in management, the employees may tend to resist change
that he or she tries to implement because these changes may work against the
organizational culture.

 This method of recruitment can indicate that the management of the

organization fails to train or motivate their staff through promotion
opportunities and career advancement.

 In addition, external recruitment can lead to a high rate of labor turn over when
employees realize that there is no room for career advancement in the
organization (Manyonyi, 2011).

2.4 Definition of Selection

Mondy (2010: 136), refers to selection as „the process of choosing from a group of
applicants those individuals best suited for a particular position in an organization.‟
Whereas the recruitment process is aligned to encourage individuals to seek
employment with the organization, the selection process is to identify and employ the
best-qualified and suitable individuals for specific positions. Traditionally, it was
assumed that organizations could choose amongst applicants and that they would accept
all job offers. However, attracting a large number of applicants was not the problem,
but recruiting the right applicants became the main concern amongst employers
(Branine, 2008). With the oversupply of unskilled applicants (Nzukuma & Bussin,
2011), it can be assumed that employers would be very careful before selecting any
applicants. Employer decisions about the selection of employees are central to the
operation of organizations and to a series of outcomes that matter to individuals,
organizations, and society.

Page 17 of 113
Amos et al. (2004), as well as Mathis and Jackson (2006), define selection as the
process of selecting the most suitable applicants. The process, according to them, is
guided by predetermined selection criteria such as job descriptions, job specifications
and job profiling and commences after the recruitment process has been completed.
Robbins et al. (2001), point out that the objective of the selection process is to match
the applicants‟ ability, knowledge, skills and experience with job requirements in a fair
and legal manner. This means that selection panels, in their quest to select applicants
with potential. Perhaps the most basic question in this area is why employers engage in
selection efforts at all.

2.5 Selection Process

Employer decisions about the selection of employees are central to the operation of
organizations and to a series of outcomes that matter to individuals, organizations, and
society. Perhaps the most basic question in this area is why employers engage in
selection efforts at all. Managers who are involved in hiring employees need to
understand the skills and abilities that are required in a particular job and determine
which candidates have those capabilities. Interviews, reference checks, tests,
applications and résumés can all help identify differences among candidates. Managers
can make their selection decisions with a fuller awareness of the applicants‟ strengths
and weaknesses (Tjosvold and Newman, 2003).

2.5.1 Screening
Screening, popularly known as short listing, is the first step after the recruitment process
is completed and applications received. In this step, all the applications received by the
due date are screened and those that do not correspond to the requirements stipulated
in the advertisement are immediately eliminated in this step. As Cuming (1994) and
Nel et al. (2009), caution, selection panels have to be careful not to discriminate against
applicants with potential. Their decisions should be guided by short-listing criteria that
is developed against the job requirements stipulated in the advertisements. Furthermore,
they need to ensure that enough time is set aside for short-listing.

Page 18 of 113
2.5.2 Selection tests
Election tests are often used as part of a selection procedure for occupations where a
large number of recruits are required, and where it is not possible to rely entirely on
examination results or information about previous experience as the basis for predicting
future performance. Tests usually form part of an assessment centre procedure.
Intelligence tests are particularly helpful in situations where intelligence is a key factor,
but there is no other reliable method of measuring it. Aptitude and attainment tests are
most useful for jobs where specific and measurable skills are required, such as typing
or computer programming. Personality tests are potentially of greatest value in jobs
such as selling where „personality‟ is important, and where it is not too difficult to
obtain quantifiable criteria for validation purposes.

It is essential to evaluate all tests by comparing the results at the interview stage with
later achievements. To be statistically significant, these evaluations should be carried
out over a reasonable period and cover as large a number of candidates as possible. In
some situations a battery of tests may be used, including various types of intelligence,
aptitude and personality tests. These may be a standard battery supplied by a test
agency, or a custom-built battery may be developed. The biggest pitfall to avoid is
adding extra tests just for the sake of it, without ensuring that they make a proper
contribution to the success of the predictions for which the battery is being used
(Philipo,2008).

2.5.3 Reference & background check

Usually advertisements require that applicants provide the names and contact details of
people who can serve as referees to them in case their applications are considered.
Reference checks are used to verify the information that is supplied by applicant and
are usually done telephonically. Although most referees are reluctant to respond to
certain questions (Mathis and Jackson, 2006), reference checks can be used to gather
as much information that will be used in deciding whether to appoint or decline to
appoint the applicants.

References provide the organization with other people’s perceptions of the

candidate’s professional ability. The company should contact the candidate’s previous

Page 19 of 113
employers and colleagues. Questions to ask references might address the candidate's
creativity and initiative. This is mostly the reason why conditional job offers are given
in other to check the authenticity of what the candidate provided on the application
form (Snell and Bohlander, 2010). References are one of the more popular and
„traditional‟ tools in the selection process. However, the validity and reliability of
references has been questioned, particularly with respect to their unstructured and
often ambivalent nature (Heraty and Morley, 1998).

2.5.4 Interview
Interviews are virtually used by all organizations for selection purposes. In support of
this, Newell and Tansley (2001), indicate that interviews are by far the most widely
used personnel selection procedure. With the use of interviews, managers of
organizations get an opportunity to meet the applicants directly. The interview also
provides the applicants with an opportunity to also learn more about the public
institution. The purpose of the selection interview is to gather as much information and
to use such information to arrive at a selection decision (Redman & Wilkinson,
2001:31). During the interview, panel members (interviewers) normally pose questions
to which the interviewee is expected to respond. Responses to the questions are often
captured by means of scores as determined the interviewers. The applicant that obtains
the highest score is recommended for appointment (Wilkinson, 2001:32). Because of
interview ambiguity, efforts must be made to ensure that all interviewees are being
asked the same questions (Gomez-Majia et al., 2004:175).

2.5.5 Physical Examination

Applicants are often expected to undergo test(s) to determine if they are fit to perform
the job, should they be appointed. The most common example of the employment tests
that applicants often undergo is a medical examination. Medical examination, also
referred to as pre-placement medical testing, is conducted only where the applicants are
required to use physical strength to successfully perform their duties (Mathis and
Jackson, 2006).

Page 20 of 113
2.5.6 Job Offer
The next step in selection process is job offer to those applicants who have crossed all
the previous hurdles. In other words, it is the last step in the selection process.
Development of an offer via e-mail or letter is sometimes a more formal part of this
process.

2.6 Challenges of Recruitment and Selection

According to Cooper et al. (2003) recruitment and selection of employees is the most
important job of a Human Resource person. CIPD (2009), suggest that effective
recruitment is central and crucial to the success of day-to-day functioning of any
organization. The success of recruitment depends upon finding the people with the right
skills, qualification and expertise to deliver organization objectives and the ability to
make a positive contribution to the values and aims of the organization (CIPD, 2009).

Briggs (2007), identified some of the problem affecting recruitment and selection as,
the increasing pressure for employment, utilization of informal sources of recruitment
and delegation of recruitment function. These problems have resulted to inadequate use
of job description and standard employee requirement in the process of recruitment.
Kaplan and Norton (2004), indicates that a common problem in recruitment and
selection is poor Human Resource Planning (HRM). This is particularly so with
recruitment and selection policies and practices. The key goal of HR planning is to get
the right number of people with the right skills, experience and competencies in the
right jobs at the right time at the right cost. Detailed and robust recruitment and
selection policies, such as recruitment and selection procedures, assessing criteria,
talents auditing and processing the information about the labor market are important in
recruiting and deploying appropriate employees at the right time. Batt (2002), affirms
that recruitment and selection experience can also impact on the likelihood that a
candidate will accept a job offer and on their subsequent commitment to remaining in
the organization. Appointment decisions are the most important ones a manager has to
make; they affect the manager’s ability to achieve targets, the quality of services or
products delivered to the customer and the well-being of the whole team. Previous

Page 21 of 113
research shows that the competency level of HR managers have a major influence on
recruitment and selection and experienced HR experts within the HR department will
not only shorten vacancy duration, but also improve the quality of the applicants.
Moreover, effective recruitment and selection is possible only if there is a dedicated
and competent HR team (Kaplan and Norton, 2004).

Conducting a thorough job analysis and identifying the right caliber of candidates bring
about a good blend between applicants and the job. Argument has been given that under
qualified employees may not able to effectively perform their job positions due to lack
of knowledge and competencies, while on the other hand over qualified employees tend
to experience less job satisfaction due to their higher qualification than a desired level
for a given job. For every job in the organization as Armstrong (2006), identified, there
are stages by which a thorough job analysis must aim to achieve -defining requirement,
preparing job descriptions and specifications; deciding terms and conditions of
employment, attracting candidates, and reviewing and evaluating alternative sources of
applicants inside and outside the organization. Job analysis process generates
information which is converted into tangible outputs of a job description and a person
specification that is what has to be done and who does it before recruiting for a new or
existing position. It is important to invest time in gathering information about the nature
of the job since it prescribes relevant personal qualities and attitudes as well as skills
and knowledge required for the job (Pilbeam and Corbridge, 2006).

Organizations in the selection process use methods such as application forms,

interviews, formal tests, references, assessment centers and official transcripts. An
organization needs to choose a method that is most appropriate to the job positions. HR
experts generally drive the staffing process and the purpose of the staffing is to fulfil
the requirements of business, and the skill levels presented by each new recruit is likely
to be judged better if the line managers are involved in the recruitment and selection
process. In business strategy implementation, the involvement of line managers in the
entire staffing process (that is, drafting of job descriptions, setting selection criteria and
being on the panel of recruitment) is vital for ensuring recruitment and selection to meet
business needs. In other words, the line managers are the owner of the recruitment and
selection process along with HR playing a facilitator role. (Dess and Jason, 2001).

Page 22 of 113
Organization that are less selective or hire lower-skilled employees are likely to
experience significant effects on productivity, while hiring a mismatched employee can
result in poor performance and higher turnover rates (Batt, 2002). Scholars have argued
that other key issues and controversies run through analyses of human resource
management and recruitment and selection: efficiency, control, and the difficulty of
orienting practice towards social justice are often cited. The first two problematic, as
(Burton, 2001) notes, have been central to the management of people for as long as
managers have been present in organizations. The latter is also common across all
organizations, but is a particular academic and policy concern for smaller or growing
organizations (Burton, 2001).

In recruitment and selection practice, the construction of formalized selection

frameworks and norms of acceptable discrimination maybe seen as an attempt to enable
managers to navigate between efficiency, control and social justice. In their advice on
how to achieve the perfect fit of person, organization and job, they argue that selecting
on the basis of managerial opinion is „utterly unscientific and unreliable and that
managers are „liable to be turned this way and that by the most inconsequential of
considerations‟. In place of this unsatisfactory state of affairs, these scholars propose
that the physical self-provide the key to „unlocking the inner secrets‟ of the individual
seeking employment, and therefore should inform the selection process. The underlying
philosophy of this process is that everything about man indicates his character and as
much information as possible should be collected to inform a decision- making.

Recruitment may be conducted internally through the promotion and transfer of

existing personnel or through referrals, by current staff members, of friends and family
members. Where internal recruitment is the chosen method of filling vacancies, job
openings can be advertised by job posting, that is, a strategy of placing notices on
manual and electronic bulletin boards, in company newsletters and through office
memoranda. Internal recruitment does not always produce the number or quality of
personnel needed. According to McKenna & Beech (2002), some of the organizations
traditionally taken the employees from education institutions have operated many
processes to recruit the young people, who are in their final-year or just completed their
studies. In such an instance, the organization needs to recruit from external sources,
either by encouraging employee referrals; radio advert, TV advert, newspaper advert,
Page 23 of 113
professional association, employment agents, door to door, telephone, recruitment from
school, job fairs, talent hunt, job proofing, initial job offer and the use of labor office.

2.7 Impact of Recruitment and Selection Practice on

Performance

Performance is an increasingly important issue for all business enterprises in developed

and developing economies in both public and private enterprises. Organizations are
however not exempted from the necessity of performance as they are continually
threatened by increase competition resulting from the increasing liberalization of the
global economy. Individual performance is topical issue in today’s business
environment, to the extent that organizations go to the length to appraise and manage it
(Armstrong and Barron, 1998).

Performance as defined by Hellriegel et al. (1999), is the level of an individual’s work

achievement after having exerted effort. Hayward (2005), stated that individual
performance is a product of ability multiply by motivation. With environmental factors
influencing performance primarily through the effect of individual determinants of
performance ability and motivation. Qureshi and Ramay (2006), argue that HR
practices are positively correlated with the profitability and suggest that management
of organization must focus on these HR practices (recruitment and selection) resulting
in improved organizational profit. In order to get maximum output from employees, it
is important to consider a fit between successful candidates and the organization. This
is made possible by the use of selection criteria as basis on the questions asked by the
selection panel and in interview. By selecting the required candidates for positions in
respective departments, line managers could help achieve a better fit between job and
candidate (Zhuand Dowling, 2002).

Other researchers Terpstra and Rozell (1993) have found a positive relationship
between the extensiveness of recruiting, selection test validation and the use of formal
selection procedures and firm profits. Other studies have shown that implementing an
effective staffing process is positively related to organizational performance (Syed and

Page 24 of 113
Jama, 2012). Koch and McGrath (1996), also found that sophisticated recruitment and
selection procedures are positively related to labor productivity as cited in Asiedu-
Appiah et al. (2013).

According to Foot and Hook (1996), the primary aim of the recruitment and selection
processes is to ensure that the best applicants are appointed into positions. This implies
that the recruitment and selection processes can assist in predicting applicants‟ future
performance and the period the applicant will stay as an employee. As evidenced,
human resources should be partners in strategic planning to determine the types of skills
and competencies that are required to achieve objectives (Cascio, 1991). Inappropriate
selection decisions also reduce organizational effectiveness, invalidate reward and
development strategies, are frequently unfair on the individual recruit and can be
distressing for managers who have to deal with unsuitable employees”. Recruitment
and selection is very important for the survival of every organization but that does not
end there, new recruit need to be develop and appraised from time to time in order for
them to be abreast with new trends and challenges. When employees are developed it
help increase their performance and sustain the growth of the organization. Poor
recruitment practices and recruiting poor performing employees can have several
negative effects on the organization some of which are stated below:

Employees with limited role specific capabilities take time to become productive and
need more training to build their skills, good employees hit the ground running and are
interested in learning. Underperforming staff also affect the performance of many by a
multiplier effect.

People who are not a good fit to the role require more time and attention from their
manager. The time that managers spend on developing their best people is reduced.
Higher human resources cost may arise as a result of time spent in recruiting poor
performing employees; Client satisfaction is impacted through an increase in errors,
poor decision making and less effective client services;

Bones (1996), remarked that “performance does not need to be managed rather needs
to be encouraged, developed, supported and sustained.” This implies that performance
needs to be designed and implemented within the context of the organizational
Page 25 of 113
structure. Armstrong (2009), was also of the view that performance is the process,
which contributes to the effective management of individuals and teams in order to
achieve high levels of organizational performance.

2.8 Improving the Effectiveness of Recruitment and Selection

An HRM approach can be adopted to recruitment, which involves taking much more
care in matching people to the requirements of the organization as a whole as well as
to the particular needs of the job. Moreover, these requirements will include
commitment and ability to work effectively as a member of a team. As described by
Townley (1989), both followed a conscious recruitment policy with rigorous selection
procedures. Aptitude tests, personality questionnaires and group exercises were used
and the initial pre-screening device was a detailed „bio data‟-type questionnaire, which
enabled the qualifications and work history of candidates to be assessed and rated
systematically. Subsequent testing of those who successfully completed the first stage
was designed to assess individual attitudes as well as aptitude and ability.

The need for a more sophisticated approach to recruitment along these lines is
characteristic by HRM. The first requirement is to take great care in specifying the
competences and behavioral characteristics required of employees. At the very least,
structured interviewing techniques should be adopted. Wherever possible,
psychological tests should be used to extend the data obtained from the interview. Well-
planned and administered assessment centers are the best predictors of success in a job,
but they are only practical for a limited number of more complex or demanding jobs or
for selecting graduates and entrants to training programs.

2.8.1 Staff Recruitment and Selecting Plan

This flow chart is aimed at enabling employers to recruit the right people for the right
job. It was realized that most companies did not have standard procedures it followed
in recruiting staff. This resulted in an inability to recruit the right caliber of personnel,
which lead to poor performance, hence the need for a plan such as a flow chart for staff
recruitment and selection plan as shown in Figure 2.2

Page 26 of 113
Source: Richardson (2012)
According to Jackson et al. (2009), recruitment involves searching for and obtaining
qualified applicants for the organization to consider when filling job openings. The aim
of this plan is to buttress the assertion of Richardson (2012), which states that acquiring
high quality staff is critical to an organizations success. The proposed plan is in two
parts that is the recruitment process and methods and selection process and methods.

Page 27 of 113
The recruitment process, (shown in Figure 2.2-flow chart), is the first process, followed
by the selection process in recruitment and selection which is outlined in Figure 2.3

2.9 Conceptual Framework

Recruitment and selection is characterized finally by potential difficulties and it is

necessary to keep abreast of developments in research in this field. One of the assets of
every organization is its employees. To engage and employee’s services the employer
needs to undertake recruitment by creating a pool of applicants, which mainly leads to
the selection of qualified people to work in the organization. Recruitment and selection
also has an important role to play in ensuring worker performance and positive
organizational outcomes. Two main sources of recruitment was identified - internal and
external source of recruitment. The components of internal source of recruitment
consists of transfers, promotions, job positing and job bidding.

Page 28 of 113
Whilst the external source of recruitment are advertisement

, e-recruitment, employee referrals, employment agencies, labor office and educational

and training establishment. Selection process followed recruitment which entails, initial
screening, interview, reference check, selection test, job offer that mostly leads to
organizational performance. The conceptual framework explaining recruitment and
selection practices in
Organization as shown in Figure 2.4.

Page 29 of 113
2.10 Conclusion

The main intention of this chapter was to explain the theory of recruitment and
selection. Through the research, it became evident that there is an abundance of research
on recruitment and selection processes, mainly on how they are undertaken in
organizations. In this chapter, the study revealed recruitment definitions by different
authors. Internal and external sources of recruitment was identified. Selection process
used to fish out qualified employees who possess the required abilities, skills and
behaviors was detailed explained. The study also revealed challenges during
recruitment and selection by organizations and the impact of recruitment and selection
practices on performance. Improving the effectiveness of recruitment and selection was
briefly discussed. Recruitment and selection helps in determining the destiny of
organizations. Recruitment and selection processes should be guided by organization’s
strategies, missions and objectives to avoid appointing candidates with skills irrelevant
for the attainment of objectives. However, it would be a waste of resources to recruit,
select and appoint competent applicants and not retain them. The success of human
resources departments is measured on their recruitment and performance of competent
employees.

Page 30 of 113
 Chapter Three
Theoretical Framework

Page 31 of 113
3.1 Definition of the Recruitment & Selection Process:

The recruitment and selection process is important for new and established businesses
alike. Your human resources department has the support and expertise of employment
specialists who assist hiring managers with the procedures to ensure your company’s
leaders are making wise hiring decisions. There are several pieces to the recruitment
and selection process: sourcing candidates, reviewing and tracking applicants,
conducting interviews and selection for employment.

3.2 General Concept of HRM:

HRM deals with the design of formal system in an organization to ensure the effective
and efficiency use of human talents to accomplish organization goals. Human Resource
management (HRM) is to refer to the philosophy, policies, procedures related to the
management of people within organization. HR management functions through which
manager recruit, select, train and develop organization members. HRM is the
systematic planning, development and control of network of interrelated processes
affection and involving all members of an organization. These processes include:-

 HR planning & forecasting;

 Job & work design;

 Staffing / recruitment & selecting;

 Training & development;

 Performance appraisal & review;

 Compensation & reward;

 Employee protection & representation;

 Organization improvement.

Page 32 of 113
3.3 Objectives of HRM:
The objectives of HRM can be described as follows:-

 To hire the right person for the job;

 To reduce employee turnover;

 To motive people to perform at high effort levels;

 To maintain a high morale & better human relations inside the organizational
peace;

 To maintain organizational peace;

 To attract competent people and retain them in the organization;

 To recognize and satisfy individual needs.

3.4 Basic Principles of HRM:

 Treat people with respect and dignity;

 Treat people as adults;

 Deal with people as complete individuals;

 Treat all employees with justice;

 provide people with opportunities for growth and development;

 Make people feel that they are most valuable asset for the organization;

 Rewards should be earned, not given;

 Not to underestimate the potentials of people;

 Provide people with all relevant information.

Page 33 of 113
3.5 Sourcing Candidates:

This is the first step in the recruitment and selection process. Sourcing candidates means
your employment specialist is using a variety of methods to find suitable candidates for
job vacancies. Sourcing can be done via online advertising on job and career sites or
professional networking and participation in trade associations. Another creative
sourcing technique employment specialists utilize is monitoring employment changes
at industry competitors to recruit applicants familiar with the same type of business you
are operating.

3.6 Tracking Applicants:

The next steps in the recruitment and selection process are tracking applicants and
applications and reviewing resumes. Applicant tracking systems (ATS) are becoming
extremely helpful to employers, and this technology aids in the management of job
vacancies and applications for every open position. Employment specialists use ATSs
to review applications and resumes. Following your employment specialist' s
applicant review, he can then decide which applicants he wants to interview. With some
ATSs, applicants can track application status. An ATS can be developed for
organizations of any size, including small businesses.

3.7 Preliminary Phone Interview:

Conducting a preliminary phone interview is essential for obtaining information about

the applicant’s background, work history and experience. When your employment
specialist conducts a preliminary interview, the objective is to determine whether or not
the applicant has the requisite skills and qualifications for the job vacancy. Consistent
with widely accepted human resources practices, the Texas Association of Counties
recommends, "A quick initial review will reveal those applicants who obviously do not

Page 34 of 113
meet the minimum requirements for the job." While an employment specialist may
probe further into the applicants experience and interpersonal skills, the purpose of this
interview is to narrow the field of applicants to send for consideration by the hiring
manager.

3.8 Face-to-Face Interview and Selection:

In this stage of the recruitment and selection process, the hiring manager reviews the
applications and resumes the employment specialist forwarded to her. The hiring
manager invites the applicant to interview face-to-face; communication about the
interview and scheduling is generally handled by the employment specialist. This
ensures that all qualified applicants receive the same information. At times, the
employment specialist will prepare the applicant for the face-to-face interview. After
the hiring manager interviews the applicant, she further narrows the field of candidates
from which to select for the job opening. In many companies, there is an additional
interview by the same hiring manager or perhaps a panel of interviewers.

3.9 Extending an Employment Offer:

Once the hiring manager decides which candidate is most suitable for the job vacancy,
it’s time to inform the candidate of pre-employment matters, such as background
inquiries, drug tests and, if applicable, licensing information. When recruiting for
positions where you negotiate the terms of employment, compensation and benefits,
and other issues, a draft employment offer may change hands from the candidate to the
employer until the parties reach an agreement. An employment offer should always be
in writing to document the terms of your agreement with your prospective employee.

The Electronics company follows most of steps of HR planning i.e. integrate HR

planning with corporate planning, assessment of internal HR capabilities and so on.
Although they do not follow scatter plot and trend analysis, but they follow ratio
analysis for forecasting future HR needs.

Page 35 of 113
3.10 Recruiting & Selection Procedure: Concept &
Theoretical Aspects:

Recruiting and Selection Process (RSP) plays the role of a media by which one gets his
position in an organization whatever it is small or large. It performs a crucial function.
It is very useful for an HR manager to recruit and select the best personnel for his
organization. An organization cannot recruit and select the best personnel without its
proper and adequate use. Recruitment is offer termed as “Positive” as its objective is to
increase the selection ratio against a particular position. Selection performs the opposite
function of recruitment. It is for screening and appraising the incumbents and rejecting
them who are unfit for the declared post. The personnel/Human Resource Department
or the Administration Section of an organization has endowed with the holy duty and
responsibility to recruit the most eligible incumbent for a declared post. The success or
failure of an organization depends upon recruiting and selection committee of the
organization as once one is employed cannot be easily terminated by law. As a result
inadequate personnel become a burden for an organization. Every human possess an
individual characteristic that is invaluable treasure of a man. A man who is unfit for a
position may fit for another position for his individual characteristic quality. It is
unveiled through RSP.

3.11 Attracting and Retaining Human Resource:

Every organization is made up of human resource, acquiring their services, developing

their skills, motivating them to high level of performance, and ensuring that they
continue to maintain their commitment to the organization are essential to achieving
organizational goals and objectives. It is an endless process of the organization. Getting
and keeping good and competent employee is critical to the success of every
organization. This is also a continuous & endless process of the organization.

Page 36 of 113
 Chapter Four
An Overview of
Grameenphone Limited &
Robi Axiata Limited

Page 37 of 113
4.1Grameenphone

4.1.1 An Overview of Mobile industry and Grameenphone:

Telecommunication industry in Bangladesh is in emerging stage, experiencing robust

growth. The monopoly in the field was demolished and perfect competitive market
emerged. Since then the entire cell phone companies are trying to attract their
subscribers through various lucrative offers. As with advance technological
advancement, the mobile telecommunication industry proved to be competitive. Now
Bangladesh has stepped into the world of first communication and Communication has
been made easy through the introduction of cellular (mobile) telephones.
Notwithstanding the initial cost of the mobile phones, the media has outstandingly
increased its popularity as we can see that presently there are more than 25 million
mobile phone users as against 1 million fixes-line (Land Phone) subscribers.

The existing Cellular phone companies in Bangladesh are Grameenphone Ltd., Robi
Ltd., Banglalink, TeleTalk & Airtel Telecom. Among these company Grameenphone,
Robi Banglalink, AirTel Telecom and TeleTalk adopted GSM technology and the
market pioneer started with CDMA technology.

4.1.2 Company Profile:

Grameenphone Limited, the number one and leading mobile phone company in the area
of telecommunications in Bangladesh. Of 6 mobile operators, GP managed to grab 60%
of the market share only by providing cost-effective & best service available in the
market of mobile telecommunication. GP has made its expansion not only in the urban
areas, but also it stretched its network in the rural areas for the economic empowerment
of the rural people. Grameenphone has made a special arrangement with Grameen
Telecom, an affiliate of Grameen Bank in providing the cellular services in the rural
country. Now Grameen Phone has the total subscriber of more than 12 million.
GP believes Excellency in its service towards its subscribers. It is growing and at the
same time being competitive. To keep up this upward trend and leading position
absolute dedication to understanding and fulfilling their customer needs with the

Page 38 of 113
appropriate mix of standard service, reliability, improved technology and skilled as well
as dedicated manpower is necessary.

4.1.3 Historical Background:

Grameenphone was offered a cellular license in Bangladesh by the Ministry of Posts

and Telecommunications in November 28, 1996.It launched its service on the
Independence Day of Bangladesh March 26, 1997.Grameenphonehas recently reached
the 10 million subscribers milestone. The achievement coincided with the 10 th
anniversary of the company, since the GP received its operating license in November
1996. The company started the year with 5.5 million subscribers, after having registered
a growth of 130 percent in 2005. Grameenphone has a dual purpose: to receive an
economic return on its investments and to contribute to the economic development of
Bangladesh where telecommunications can play a critical role.

4.1.4 New, Refreshed Logo introduced:

Grameenphone introduced a new, refreshed logo. The new logo and fresh, dynamic
visuals express the values Grameenphone is known for: trust, reliability, quality and
constant progress. It also signals the company’s continued focus on securing the best
possible communication service for its customers. With this change the company
continued to build on its success and traditions, maintaining its strong brand name
“Grameenphone” as part of its refreshed brand identity.

4.1.5 The Vision, the Mission and the Objective:

Company Vision

“We are here to help”

The vision will be achieved by
Connecting Bangladesh with ease and care
Being user-friendly
Providing value for money
Providing simple and timely connections
Having a right and understandable process

Page 39 of 113
 Company Mission

Knowing customer expectations

Knowing us
Organizing us
Values

Make it easy
Keep promises
Be inspiring
Be respectful

Objectives of the Grameenphone

Grameenphone's basic strategy is the coverage of both urban and rural areas. The
Company has devised its strategies so that it earns healthy returns for its shareholders
and at the same time, contributes to genuine development of the country. In short, it
pursues a dual strategy of good business and good development.

Serving the mass market is one of GP's primary goals. By serving the general public as
opposed to niche markets, the Company plans to achieve economies of scale and
healthy profits. At the same time, service to the general public means connectivity to a
wider population and general economic development of the country. In contrast to the
"island" strategy followed by some companies, which involves connecting isolated
islands of urban coverage through transmission links, Grameenphone builds continuous
coverage, cell after cell. While the intensity of coverage may vary from area to area
depending on market conditions, the basic strategy of cell-to-cell coverage is applied
throughout Grameenphone network. In addition, GP has positioned itself to capitalize
on the declining prices of handsets, making its goal to serve the general public realistic.

Page 40 of 113
4.1.6 The Purpose: Grameenphone has a dual purpose to receive an economic
return on its investments and to contribute to the economic development of Bangladesh
where telecommunications can play a critical role. This is why Grameenphone, in
collaboration with Grameen Bank and Grameen Telecom, is aiming to place one phone
in each village to contribute significantly to the economic benefit of the poor.

4.1.7 The Strategies:

Grameenphone’s strategy is coverage of both urban and rural areas. In contract to the
“island” strategy followed by some companies, which involves connecting isolated
islands of urban coverage through transmission links, Grameenphone builds continuous
coverage, cell after cell. While the intensity of coverage may vary from area to area
depending on market conditions, the basic strategy of cell-to-cell coverage is applied
throughout Grameenphone’s network. Now Grameenphone introduce the fiber optical
network facilities.

4.1.8 The People:

The people who are making it happen- the employees are young, dedicated and
energetic. All of them are well educated at home or abroad, with both sexes (gender)
and minority groups in Bangladesh being well represented. They know win their in
hearts that Grameenphone is more than phones. This sense of purpose gives them the
dedication and the drive, production-in about five years- the biggest coverage and
subscriber-base in the country. Grameenphone knows that the talents and energy of its
employees are critical to its operation and treats them accordingly.

4.1.9 The Technology:

Grameenphone’s Global System for Mobile or GSM technology is the most widely
accepted digital system in the world, currently used by over 900 million people in 150
countries. GSM brings the most advanced development in cellular technology at a
reasonable cost by spurring severe competition among manufactures and driving down
the cost of equipment. Thus consumers get the best for the least.

Page 41 of 113
4.1.10 Company Service:

Grameenphone believes in service, a service that leads to good business and good
development. Telephony helps people work together, raising their productivity. This
gain in productivity is development, which in turn enables them to afford a telephone
service, generating a good business. Thus development and business go together.

4.1.11 Shareholders of Grameenphone:

Telenor:

Telenor is the state-owned Telecommunication Company in Norway, which is a

country with one of the highest mobile phone densities in the world. It holds 62% share
in Grameenphone. Telenor has played a pioneering role in development of cellular
communications, particularly, but not exclusively, GSM technology. In addition to
Norway and Bangladesh, Telenor owns GSM companies in Portugal, Denmark, Greece,
Austria, Hungary, Russia, Ukraine, and Montenegro, Thailand and in Malaysia and
recently in Pakistan.

Share holders of GrameenPhone

38%
Telenor

Grameen
62%
Telecom

Telenor is using the expertise it has gained in its home and international markets and
putting it to use in an emerging market such as Bangladesh. Telenor has many alliances
in other countries, bringing experience and competence, both technological and
business, to ventures such as Grameenphone. Telenor has opened a regional Asia office
in Singapore, an expansion that emphasizes its ‘No Barriers motto.

Page 42 of 113
4.1.12 Grameen Telecom:

Grameen Telecom is a not-for-profit organization and a sister concern of Grameen

Bank, the internationally recognized bank for the poor with an expansive rural network
and extensive understanding of the economic needs of the rural population. Grameen
Telecom has 38% share in Grameenphone.

Grameen Telecom, with the help of Grameen Bank, administers the Village Phone
services to the villagers and trains the operators as well as handles all service-related
issues. Grameen Bank covers 40,486 villages, or 60 percent of rural Bangladesh
through its 1175 bank branches. Grameen Telecom’s objectives are to provide easy
access to telephones in rural Bangladesh, introduce a new income-generating source for
villagers, bring the Information Revolution to villages and prove that
telecommunications can serve as a weapon against poverty. More than 95,000 village
phone is delivered to poor women to meet their financial need.

4.1.13 Organizational Structure:

GP has in total 5224 employees. Major divisions of GP are: Customer Relations, Sales
& Distribution, Marketing, Technical, Finance, and Personnel & Organization. The
Managing Director (MD) also heads a separate department. We would like to focus on
each of these divisions to understand their work pattern and basic functions.

4.1.13.1 Organization Structure of Grameenphone:

Grameenphone is divided into several departments namely technical, sales &
Distribution, marketing, customer relations, administration, human resource, finance
and IT.

Page 43 of 113
4.2 Robi Axiata Ltd.

4.2.1 Background of Robi:

In order to get on with the rhythm of the modern world, infra-structural development
of the telecommunication sector should get the priority. As a consequence, Robi Axiata
Ltd. one of the pioneers not only in the telecommunications private sector of
Bangladesh, but also is a dynamic and leading countrywide GSM communication
solution provider. It is a joint venture company between Axiata Group Berhad,
Malaysia and NTT DOCOMO INC, Japan. With a mission to meet the communication
needs of the people of Bangladesh, Robi Axiata Ltd. formerly known as Telekom
Malaysia International (Bangladesh), commenced its operation in 1997 under the brand
th
name of Aktel. Later, on 28 March, 2010 the company started its new journey with the
new brand name “Robi”.

By serving the urban dwellers and rural people simultaneously, Robi is going to fulfill
the country’s vision to make communication a basic necessity and with the reach at all
levels of the society. Sharing Robi’s experience and expertise with people of
Bangladesh will not only assist in the development of the telecom infrastructure in the
country but most importantly the people of Bangladesh remains connected and closer
with each other. Robi is truly a people-oriented brand of Bangladesh. Robi believes in
ahead with innovation and creativity. The company is providing the telecommunication
services to support national telecommunication policy for a higher rate of
telecommunications ratio and coverage in Bangladesh. Robi is committed to provide
warm, friendly approachable service to its valued customers as well as mass society.
Robi services its subscribers with the philosophy of the excellence with the limited
interconnection.

To ensure leading-edge technology, Robi has the international expertise of Axiata and
NTT DOCOMO INC that support 2G voice, CAMEL phase 2 and GPRS/EDGE service
with high speed internet connectivity. Its GSM service is based on a robust network
architecture and cutting edge technology such as Intelligence Network (IN), which
provides peace of mind solutions in terms of voice clarity, extensive nationwide

Page 44 of 113
network coverage and multiple global partners for international roaming (IR). It has the
widest International Roaming coverage in Bangladesh connecting 553 operators across
207 countries. Its customer centric solution includes value added services (VAS),
quality customer care, easy access call centers, digital network security and flexible
tariff rates.

As a customer focused Information Communications Company, Robi believes in

providing superior service that leads to good business and good development in the
society. Robi believes that quality is continuous and never ending journey. Hence, a
step Robi is taking continuously to upgrade and expand their network for better and
more efficient services to subscribers.

4.2.2 Market share of Robi:

Robi has got 18% market share in the Telecommunication industry in Bangladesh
considering the subscriber base and is in the third position based on the number of
customers. But when revenue is concerned, Robi has a lot of valuable customers who
are keeping Robi at second position.

4.2.3 Vision

To be a leader as a Telecommunication Service Provider in Bangladesh

4.2.4 Mission

Robi aims to achieve its vision through being number ‘one’ not only in terms of market
share, but also by being an employer of choice with up-to-date knowledge and products
geared to address the ever changing needs of our budding nation.

4.2.5 Principle of Robi:

Principles statements define how people want to behave with each other in the
organization. Robi Axiata Limited statement is about how the organization will value
their customers, suppliers, and the internal community. For this reason Robi Axiata
Page 45 of 113
Limited Employees hold themselves accountable to the following guiding Principles
for the organization. From the perspective of Robi:

Emotional: Passionate, Creative, Respectful, and Open

Functional: Simple, Ethical, Transparent, Ownership

No matter what we do in order to realize our purpose, we hold ourselves accountable

to the following overarching guiding Principles for our organization.
Passionate: We are Passionate-it’s in all of us. Whether visible or hidden within for
whatever reason. Everything we do is about doing the best we can. We are there for
each other and we endeavor to help in every way we can.
Creative: Everything we do we should do in a creative innovative manner. We bring
energy to our work. Our communications demonstrates our creative flair. We provide
creative and imaginative and services to our customers.
Respectful: We are truly respectful to each other, our subordinates, peers, partners and
customers. We treat everyone equally and we allow people to express their thoughts
opinions in a respectful manner.
Open: We have no hidden agendas. We share information freely. We can only be open
with our customers, partners, and stakeholders if we are open with ourselves- regardless
of hierarchy.
Simple: Everything we do and say should be simple and easy to understand. In terms
of communications we make sure the massaging is in plain, simple language. Our plains
are simple and uncomplicated.
Ethical: we are moral, upright, honest, righteous, virtuous, honorable, keeping our
promises in all we say and do. We clearly align to our internal and organizational code
of ethics and code of honor. We will oppose all forms of corruptions.
Transparent: A few key words and phrases sums this up: Honesty, openness,
frankness, no lies, no deceit, no games, easily understood. We are transparent with our
customers, with each other, with our subordinate and peers
Ownership: whilst working individually or correctively, we clearly demonstrate
individual and collective ownership. Making mistakes is clearly part of daily business
as it is part of daily life- as long as we own up to this clear, no culture of fear.

Page 46 of 113
4.2.6 Company Achievements:

• Robi has been conferred the prestigious Frost & Sullivan Asia Pacific ICT Award
2010 for ‘Emerging Market Service Provider of the Year’
• Awarded the prestigious fund grant from GSMA MMU (Mobile Money for the
Unbanked) in 2009
• Crossing 10 million subscribers mark in 2009
• Ranked within top 6 global comparable telcos in A.T. Kearney benchmarking exercise
in 2009.
• Cost optimization project saved 2 times of what was projected.
• The weekly Financial Mirror Samsung Mobile & Robintex Business Award 2008-
2009 as the best Telecommunication Company.
• TeleLink Telecommunication Award 2007 for its excellence in service, corporate
social responsibilities and dealership management for the year 2006 in commemoration
of World Telecommunication Day 2007
• Arthakantha Business Award given by the national fortnightly business magazine of
Bangladesh for its excellence in Service in telecom sector.
• Financial Mirror Businessmen Award given by the national weekly Tabloid business
magazine.
• Deshbandhu C. R. Das Gold Medal for contribution to telecom sector in Bangladesh.
• Beautification Award for exceptional contribution to the Dhaka Metropolitan City
th
from Prime Minster Office on 13 SAARC summit.
• Standard Chartered-Financial Express Corporate Social Responsibility (CSR) Awards
2006 for contribution in Education, Primary Health, Poverty Alleviation and Ecological
Impact.
• Desher Kagoj Business Award 2006 for corporate social responsibilities activities.

Page 47 of 113
4.2.7 Corporate Social Responsibilities:

Robi Axiata Ltd. is always committed to the society. In fact, 2005 & 2006 were a year
of exploration into Corporate Social Responsibility (CSR) for Robi Axiata Ltd. To
actively identify and start establishing Robi Axiata Ltd. as a concerned entity devoted
to the development of many social interests throughout greater Bangladesh based on
four core values. There are enlightened through education, Assure better health, Protect
environment and Fight with poverty. In recognition of its CSR effort, Robi Axiata Ltd.
is the first among all mobile phone operators to win prestigious “Standard Chartered-
Financial Express Corporate Social Responsibility Award-2006”.

Robi Axiata Ltd. believes education platform remains the main focus to develop a
nation. To ensure an early jump into technology and intellectual transfer, Robi Axiata
Ltd. has established a tradition of providing scholarships every year to three individuals
to complete their higher studies in Multimedia University in Cyberjaya, Malaysia. To
provide a world-class teaching and learning resources for Bangladeshi professionals,
Robi Axiata Ltd. joint hand with Chittagong Skills Development Center (CSDC),
Underprivileged Children’s Education Programs (UCEP-Bangladesh), etc. Robi Axiata
Ltd. also aims to identify and supports indeed those in need of basic infrastructure to
practice the fundamentals of Islam. This contribution goes in building orphanages and
renovations of mosques all across the Bangladesh. To improve living condition of
distressed people; Robi Axiata Ltd. has always been providing support to them. As a
shared concern with the society at large, Robi Axiata Ltd. also focused towards the
roaming street children found throughout Bangladesh. Not only with Robi Axiata Ltd.
continue its thrust towards identifying & involving itself with more avenues for CSR
activities, it encourages the fellow enterprise of Bangladesh to participate in such
activities on a regular basis. By becoming more aware of living & social community,

Robi Axiata Ltd. can certainly see so many areas to be involved in. Only through
concerted efforts of the private sector, there will be emerged a socially responsible
collective consciousness.

Page 48 of 113
CSR Highlights:

• Robi organized ‘Konthe O Tulite Bangladesh’ contest (Wednesday March 31, 2010)
• Robi initiates health camp at Rangpur for underprivileged women (Wednesday March
07, 2010)
• Robi Axiata Ltd. pledge for ‘Healthy Women, Healthy Family’ (Sunday March 08,
2010)
• Robi Axiata Ltd. stands beside the visually impaired people of the society (February
28, 2010)
• Robi Axiata Ltd. donates sewing machines for the underprivileged women (January
31, 2010)
• Robi stood beside the cold affected people of Northern region.
• Robi Axiata Ltd. & The Daily Star have jointly initiated English in Schools (EIS), a
language learning program to promote English language learning at secondary schools
across the country.
• Robi Axiata Ltd. was besides the cold affected underprivileged people of the city.
• Robi Axiata Ltd. stands beside SOMA
• Robi Axiata Ltd. had taken various initiatives in Bishwa Estema 2008
• Robi Axiata Ltd. organized debate championship 2008 in Chittagong.
• Robi Axiata Ltd. joined hands with SEID trust rehabilitate children with disabilities
especially intellectual and multiple disabilities into mainstream society and to facilitate
activities directed towards ensuring the rights of such children.

Page 49 of 113
 Chapter Five
Recruitment and Selection
process of GP & Robi

Page 50 of 113
5.1 GrameenPhone Recruitment Process:

GrameenPhone has a standard recruitment procedure for all the departments. However,
that does not mean that the recruitment process is inflexible. It can vary whenever
deemed necessary by the departments’ requirements. The same is true for sales
recruitment as well. Vacancies may arise in sales department because of organizational
growth, separation, resignation, etc. The HR Department is responsible for handling the
recruitment process with an involvement of the sales department. The company follows
the Equal Employment Opportunity Act by not being prejudiced against men, women,
minorities, etc. GP has a recruitment policy, which is fair and consistent, and conforms
to legal regulations and best agreed practice. Recruitment process of GrameenPhone
consists of seven specific steps. Its recruitment process is very clear and transparent.
Recruitment process is discussed in below:

Fig: Recruitment process Selection process of GrameenPhone

Page 51 of 113
Human Resource Planning (step: 1)

Human resource planning is the process of getting the right number of qualified and
competent people into the right job at the right time. Putting another way, HR planning
is the system of matching the supply of people internally and externally with the
openings the Company expects to have over a given time frame. The quality of the
candidate and his/her expertise are deciding factor how GrameenPhone will succeed in
achieving its visions, objectives and tasks.
Human Resource planning in GrameenPhone must be a part of the Company’s overall
plan. When drawing up Human Resource plans, it is important to take the following
factors into consideration:
Potential / expected workload and expertise requirements and to ensure the optimum
and effective utilization of the Human Resources for the entire Company, both for
current and future requirements.
– Possibilities for greater efficiency through reorganization and the use of tools /
facilities, and making adjustment during expansion and contraction.
– Employ turnover / employee mobility.
– Potential transfer, promotion, periods of leave etc. and design and implement plans
to help achieve manpower objective.
Human Resource planning should start at the beginning of the year so that HR can co-
ordinate Human Resource Planning process at the right time. Also necessary budget
provisions are important factor to look into.

Manpower needs and requisition (step: 2)

While requesting for filling the replacement of existing vacant position or new position,
the concerned office will fill up a Recruitment Requisition Form and send the same to
HR.

Existing Position: Respective Department will inform the HR of any vacant position
so that HR can co-ordinate / notify the other offices of the vacant position. Whenever
needed, the Head of HR will review the available records and database if there is any
qualified and suitable candidate available from GrameenPhone’s internal sources or
Page 52 of 113
prospective external candidates already identified earlier. The Director HR should be
informed in the event his / her approval is required. In special circumstances and to
make a quick decision the Head of HR may propose any suitable staff within the
GrameenPhone for the position to the respective department Head.

New position: For a new position each Department shall follow the following
procedures:
New employ position should be discussed with Director HR will in advance. In case a
new position needs to be created, then the Department Head will submit a request to
Director HR for approval with proper justification attaching with a detailed job
description.
Upon the approval of Director, HR recruitment process will begin or wherever possible
internal transfer or promotion will be made to fill up the vacant position.
All new appointments must be in accordance with the approved department budget and
must be approved by HR and the Managing Director of GrameenPhone.
It is the function of HR to ensure consistency throughout the company in regard to the
creation of any new position. HR will review and ensure that a position with similar
responsibility is placed in the same grade level.

Job description (step: 3)

Recruitment process ideally begins with the analysis of job description and person
specification for that job. A job description and analysis of person specification provide
the foundation for stipulating the job title and salary scale of the position. Person
specification is vital, because the key part of the person specification, established at the
beginning, is used in structured selection interview.
Job Description is the basis of GrameenPhone’s recruitment, selection and placement,
training, performance appraisal, salary administration, promotion and other personnel
actions for its employees.
Job description is prepared by respective Head of the Department and a copy of it is
sent to HR. In case there is any change in the duties and responsibilities, then job
description must be revised. A copy of the latest job description is kept in employee’s
personal file.

Page 53 of 113
The appointing authority and the line manager shall ensure that each employee has an
appropriate and updated job description sating clearly the context, purpose,
organogram, duties &responsibilities of the employees and person specification.

Recruitment sources (step: 4)

An effective recruitment always starts with the correct selection of sources of human
resources. A recruited employee who has not the right skill cannot perform effectively.
As a result the overall performance level is sure to deteriorate which has significant
effect on the company performance. Therefore, GrameenPhone has been on continuous
search of effective sources.
Internal sources: It is GrameenPhone’s policy to give preference to appoint internal
candidates provided that to apply for appointment during probationary period.
Promotion internal employees on the basis of succession planning may also be looked
into. “Any change of job will not compromise on GrameenPhone will be advertised
through internal notices to the concerned officers.
External sources: Whenever job vacancies are required to be circulated outsides, the
main objective will be to attract a pool of candidates to apply from which qualified
candidates for job vacancies can be chosen. Here are a number of external sources that
will be used by the company.

 Newspapers advertisement: Vacancy announced will be circulated by

publishing advertisement in the national newspaper. The newspapers that are
widely circulated will be chosen for publishing advertisement, one in English
and one in bangle.

 Request to other organizations: In some cases, if deemed necessary,

GrameenPhone may request other organizations to circulate job vacancy among
their employees. Job vacancy advertisement may be posted in their notice board
as well.

Page 54 of 113
  Employee referrals: Employee of the company may refer prospective job
seekers to HR Department. There are professional or technical jobs which are
frequently harder to fill. Employees with hard to hard find job skills may know
others meet the desired job requirement and do the same work. In such case,
employee referral method may be useful.

 Walk-in and write-ins: Often job seekers arrive at HR Department in search of

a job. They are walk-in people. Write-ins are those who send their curriculum
resume for suitable position. Both groups may be asked to fill up an application
blank. Their relevant information may be kept in active database file for any
suitable position on future. Based on their suitability, they may be called for
interview against any vacant position.

 Website: Modern information technology such as website

“http://www.grameenphone.com” http://www.grameenphone.com also can be
utilized for advertising job vacancy of certain senior position.

 Others: Depending on circumstances, other profession /employment agencies,

educational institutes, technical institutes and journals may be chosen to give
wider coverage of job openings.

General recruitment policies (step: 5)

1. Gramophone is committed to recruit suitably qualified and experienced Bangladeshi

citizens for vacant positions by way of:
(a) Implementing effective and appropriate recruiting, screening and selection
procedures.

Page 55 of 113
(b) Identifying and implementing standard selection procedures that are relevant to
education, skills training, experience and knowledge necessary for successful job
performance.
(c) Conforming the hiring procedures to country’s law and in line with the Company’s
requirements and financial situation.

2. From manpower requisition/publishing advertisement step to placement step, a total

of 29 working days will be required. It is shown in the appendix-2. All condemned must
follow the timeline guideline strictly.

3. Individuals between the ages of 18-57 years can be hired as regular employee of
GrameenPhone.

4. Under no circumstances a regular or contract employee of any other organization is

allowed to undertake regular, long-term or short-term contract employment in
GrameenPhone.

5. All appointments in GrameenPhone shall conform to its existing position with Grade
and Salary level.

6. In the spirit of internationalism, GrameenPhone may recruit senior employee from

abroad in case from abroad in case suitable national employee could not be hired, upon
approved by Board of Directors.

7. The employment status can be changed from regular to contract or vice versa
depending on the situation arising from Company need or a situation that arises on the
ground of performance.

8. The GrameenPhone internal applicant will be entitled to normal periderm and travel
expenses, according to the Company policy, for the interviews held in other than his/her
place of positing.

9. HR and the concerned line manager will maintain absolute confidentiality of the
implementation of any part of the recruitment process. No query will be responded or
Page 56 of 113
no information will be provided regarding the status of and recruitment until the entire
process is complete.

10. It is an important role on the part of HR to evaluate the effectiveness of recruitment

methods, short-listing criteria, testing tools being used etc. An evaluation is useful to
validate hiring steps and subsequently adopt better selection procedures for the
Company.

11. HR will maintain an active database incorporating skills inventory of employees

that may be used as a starting point from recruiting from within.

Newspaper advertisement (step: 6)

Job advertisement in the newspaper or any other source is the most other method of
attracting candidate. Advertisements to be published in the national dailies must be
attractive. It should indicate the position, nature of appointment, location, major areas
of responsibility, terms & conditions, age limit, minimum education level, work
experience, job requirements, special requirements. The Candidates will be asked to
provide specific but detail information in their resume that are expected to facilitate
scrutiny process easily.
The concerned department sends a job description to HR with manpower requisition in
a prescribed format. HR drafts the advertisement based on job specifications of the
position and sends the same to line manager for their inputs, of any and confirmation
of the advertisement. The market communication section is responsible for designing
and layouts before sending an advertisement to newspapers.

Application receiving (step: 7)

HR Department collects job applications against each vacancy announcement. There

should have a minimum time period for application receiving. The period should
normally be around 8 working days from the date of vacancy announcement.
All applications are sequentially numbered in HR Applications are not accepted that
are received after the deadline. Under special circumstances, applications after deadline
Page 57 of 113
may be accepted provided written permission is given by the concerned department
head. It is GrameenPhone policy to attract as many applicants to apply, provided they
meet the pre-requisites of the job. However, those who have been regretted within last
six months period are not allowed to apply for whatsoever position in GrameenPhone
and within one year, a candidate can not appear for more than two tests/interview.
5.1.2 Selection Process:

Selection Process: Selection process of Grameenphone consists of ten specific policies.

Its recruitment process is very clear and transparent. Recruitment process is graphically
showed in below:

Fig: Selection process of GrameenPhone

Selection process includes series of specific steps used to decide who should be hired.
Selection process begins when recruitment ends subject to sufficient number of

Page 58 of 113
applicants obtained who are willing and able to do hold the job. The purpose of the
selection interview is to college information about a candidate and assesses how far
he/she can perform in the job.
Selection process involves screening and appraising the applicants in a systematic
manner. Those who are found not suitable for the jobs are excluded from selection tests.
During selection process, GrameenPhone focuses on performance-related issues
whether the applicant fulfils the job requirements and can do the job. The Company
uses a multiple cutoff technique including series of screening devices.

Short listing of candidates (step: 1)

Short listing is done on the basis of appraising information on the application form in
the light of job specifications of a job being advertised. How far a candidate meets the
job criteria will critically be reviewed. The short listing method should be qualitative
one where managerial judgment plays an important role.
Short listing depends on the nature of job. Before short listing of candidates for tests,
job criteria are set by HR and line manager. There are general and technical job criteria
that a candidate has to meet for consideration of next step of selection. HR determines
general criteria while line manager determines technical criteria. Although both the type
of criteria are important, however, it is the nature of job that determines which type of
criteria should give more weight age than the other. Type of criteria should give more
weight age than the other.

Short listing will be done by evaluating the following:

Educational qualification: whether the candidates has the required educational

qualification.
Relevant job experience and required skills: how far candidate’s most recent job
experiences and skills match the job requirements of the position in question.
The candidate may have irrelevant job experiences and skills that will not be considered
during short listing.

The following situations may provide some guideline during short listing:
Page 59 of 113
Situation Short listing decision
Highly relevant job experience and meets all or most job Should be considered
criteria and length of past job experience fully or fairly
satisfactory
Moderately relevant job experience and meets most or May be considered subject to the number of
fairly moderate level of job criteria and length of past job candidates based on above are not up to the
experience is fully or fairly satisfactory desired number
Irrelevant job experience meets little job criteria and Should not be considered
length of past job experience is fairly satisfactory or
unsatisfactory

GrameenPhone follows a standard set rule of short listing candidates. For one position
the number of candidates for written test should not be more than 8. The number of
candidate in the oral test should not be more than 4-5.

Role of different departments in short listing:

In regard to short listing of candidates, the role of concerned line manager and HR is
crucial. HR is in better position to know exact job specifications, job challenges and
job standards; therefore the responsibility of short listing rests on HR.
For non-technical positions, HR will exclusively be preparing short list of candidates.
For technical positions, HR will seek line managers input, if necessary. The procedure
is that line manager will send technical job criteria to HR who match those criteria and
will ultimately scrutinize candidates.

During short listing the following criteria must be taken into account:

Type of the position

Urgency of personnel
Career development of the position
Importance of other related skills for that positions

Page 60 of 113
Administering tests and interview (step: 2)

Following short listing of prospective candidates, internal and external, appropriate

employment tests such as written tests, oral tests or any other tests as deemed fit will
be arranged to assess candidates suitability for the position. Through the tests
candidate’s selected psychological factors such as intelligence, aptitude, temperament
and attitude will be measured/observed.

The main focus of employment tests will be on:

Job related questions to assess in-depth knowledge of the candidate

Assessment of mental ability, reasoning, memory etc.
Assessment of potentiality and ability to learn
Proficiency in performing tasks
Assessment in line with job analysis

The selection is made on the basis of successive hurdle approach. The candidates will
be rejected following each of the stage or test being administered. Performance in one
test will not be considered in the succeeding tests rather the performance in the next
stage will be decisive factor for selection.

Written and oral test questions will be drafted by HR. A set of questions of technical
nature will be drafted by line manager and be sent to HR confidentiality from which
few will be included random basis by HR. While finalizing test question, HR will stick
to job requirements of the position and maintain relevance, consistency and standard
on the pattern of questions. The type of question will depend on the nature of the
position. Usually a combination of multiple and narrative type of questions will be sent
in the written test.

All multiple type of answers will exclusively be checked HR. Also the non-technical
narrative part of the written answer papers will be examined by HR while the technical
part will be checked by line manager. The compilation of score obtained in written test
will be done by HR. It is the responsibility of HR to select and call candidates for
Page 61 of 113
subsequent tests based on the performances of written tests. The minimum qualifying
score in the written test is 50%. Candidates who have qualified in the written test will
be invited for the next selection test.

Company presentation (step: 3)

The candidates who have appeared for written test are briefed about GrameenPhone.
Just before the written test, a half an hour presentation is organized by HR on the
following topics:
The Company profile
The present considerations, goals and targets of GrameenPhone
The growth of Grameenphone in the present market
The brief description of the position
Type of written test and evaluation of the result

Testing tools:

The purpose of a test, its design and its direction for administration should be reviewed
before a test is used. Each type of test has a different purpose. A single test may not be
implemented for all positions.
The following test tools may be looked at before administering any tests:
Performance test: Such test measures the ability of applicants to do some parts of the
work for which they are to be hired. For example, module preparation test and
presentation skill tests are required for an officer who will be responsible for training
function.
Knowledge tests: Such tests are used to measure the job-related knowledge of an
applicant. For example, a math test for an accountant and knowledge of
telecommunication for a technical position is required.
Aptitude tests: This type of test is used to measure a person’s capacity or latent ability
to learn and perform a job.
There are other testing tools available such as English proficiency, general knowledge,
analytical ability, and basic computer test, and stress taking ability, personality tests,
interest tests that may be administered depending on the nature of job.

Page 62 of 113
Interview Steps (step: 4)

Selection interview is an in-depth discussion between interviewer and interviewee. It is

a pre-plan activity that does not just happen. Planning and structuring interviews
particularly defining the criteria to be used are very important steps in selection. There
are several distinct stages of selection interview:
Interview Preparation: Before interview begins, the interviewer must be fully
prepared. They should select method, be familiar with the job requirements, skills that
are sought in a candidate, applicant’s background.
Establish rapport: When the candidate has just arrived, interviewer creates a
comfortable situation making the interviewer easy and relaxed by means of small talk,
smiles and a relaxed posture.
Conduction of the interview: This is the main part of the interview session. At least
80% time should be allocated for conduction of interview. At this stage, interviewee
ask several job related, behavior-oriented, structured-unstructured and probing
questions to assess suitability of the candidate. A minimum of 30 minutes time should
be spent for each interview although for many positions more than 30 minutes time may
be required.
An interview Board/Selection Committee will be formed comprising of the following
personnel:
Line Manager
Departmental Head
Head of HRD
The board members’ grade level must be above the grade level of the position being
interviewed. All recruitment will be processed 8in HR, however, for some senior
management level position, outside recruitment may be permissible. Executive
Search/Professional Consulting Firms may be contacted by HR for this purpose.
The interview board members should ask questions that are relevant to the
performances of the job including questions regarding required skills. There are some
key words to begin with questioning such as tell, explain, how, what, why, have you,
Page 63 of 113
are you etc. The type of questions may be mixed of open-ended, behavior-oriented,
competency based, and stress type questions. The nature of question will vary according
to the nature and level of position. The question asked should reflect professional image
of the company.

The candidates should not be asked questions that have no relevance to job
requirements. Questions such as ‘How old are you’, ‘Are you married, single or
divorced’, ’To what club do you belong’ or any type of such irrelevant questions should
be avoided.
In the end, the interview board members try to answer some key question:
(a) Can the candidate do the job?
(b) Will the individual do the job?
(c) How will the individual fit with the company?

Closing and evaluation: At this stage and indication is given that the interview is about
to be closed. The interviewer evaluates the performance of the candidate by using an
assessment form and record their overall impression based on notes taken during the
interview session. The interview board members rank all candidates and recommend
candidate who is best suited to them. The basis of preliminary selection are marks
obtained in oral tests and their judgment about the candidate’s fit for the position. The
minimum acceptable score in the oral test in 4 in the 1-8 rating scale. A consensual
recommendation is made and forwarded to HR along with all papers for next course of
action. The board members sign the Employment Approval Form.

Employment of relatives: Hiring of close relatives of employee is discouraged. The

close relative and friends are not hired in the same department/Section. However, with
the written approval of authority, relatives of employee may be hired by the company
in another department/Section provided that:
The relative has the required qualification and skills required for the position,
Neither of the related person will be the line manager of the other,
The hiring will not separate a family, particularly a spouse.
When an employee becomes the relative of another by marriage, they will update HR
in this regard. If anyone hides marriage information, it will be severely dealt with
according to the company policy. A close relative is defined as parents, spouse,
Page 64 of 113
children, brother/sister, in-laws, first cousins, uncles/aunts (1st) and nieces/nephews
(1st).

Medical examination (step: 5)

In GrameenPhone, the job offer is contingent on passing medical examination

conducted by the company nominated diagnostic Centre. The medical examination is
conducted once preliminary decision for recruitment is made but the employment offer
has not yet given. The purpose for a medical examination is to obtain information on
the health status of the applicant being considered for employment and to determine
whether the applicant is physically and mentally capable of performing the job. The
cost of medical examination is borne by the company.
GrameenPhone issues an authorization letter to the medical center mentioning the name
of the applicant. In a prescribed confidential format, the Centre prepares a report on the
candidate’s health status and tests findings with a final comment that the applicant is
physically and mentally fit for employment or not.

Information and reference check (step: 6)

Once a preliminary selection decision is made, HR will verify certain information as

provided in the Job application such as educational degree, work experience, last
employment status. The purpose of reference check is to obtain factual information
confidentially about a prospective employee and seeking opinions from professional
referees and previous employer about his/her suitability for a job. GrameenPhone
authority will request the candidate to tell about any criminal offence by the Court, only
in the event the information seems so. GrameenPhone expects more precis3e answers
from the referees in a standard format.

Final selection and Employment offer (step: 7)

Based on positive report on health status from the medical centre, and positive reference
check, the candidate is selected for appointment. At this stage, the selected candidate is
Page 65 of 113
offered employment with GrameenPhone provided that all information are favorable
during finalization of appointment. The offer of employment will state the major terms
and conditions of employment with GrameenPhone. Any offer of employment must be
contingent upon the final reference check with the present or last employer.
A personal Information Form has to be filled up by the finally selected candidate. The
form contains detailed information about the new hire and the information will be part
of HR database. The information provided in this form must be true and complete,
failure to provide correct information is subject to disciplinary acti8on according to
company policy.

5.1.3 Training & development of Grameenphone:

We have given emphasis on need based trainings. During the promotion interview, we
tried to identify the weakness and the individual need for training and development.
Besides that, we have met numbers of employees and interviewed them training need.
From the employees yearly performance appraisal report we have taken the data and
information on training need. Since most of the supervisors/ managers are involved
with the planning , therefore, in this regard we have given due importance to their
recommendations, HR Division sent a draft Training & Development proposal to all
concerned of the Grameenphone and obtained their comments/ suggestions. We have
tried to identify the need for training in developing new product based on the HR
Training & Development. From the different level interview and management
interview, it has been found that our potential managers need development on different
skills (i.e. managerial skill, leadership skill, decision making skill, communication skill
etc.)

Page 66 of 113
5.2 Robi Axiata Limited

5.2.1 Recruitment & Selection Process

Robi Axiata Limited is one of the leading organizations in the telecom manufacturing
of Bangladesh. It follows a very explicit, refined and reliable process in their
recruitment. There are own rationalization and corroboration in each and every step of
recruitment process. All the steps of this process are needed to choose the best possible
candidate from the pool of applicants to whom the job can be offered by keeping the
design of international standard. To discuss the recruitment process of Robi it would
be better to show the recruitment team.

 Requisition
The process begins with the requisition. Because of the resignation of an employee
there is an opening in the organization. Then the concerned department sends a
headcount requisition form to recruitment division of HR department. The headcount
requisition form includes how many employees the department needs regarding level.
Apart from the resignation there can be openings because of the organizational
restructure, departmental redesign, reshape in the divisions, termination of any
employees, retirement or any new projects. The recruitment team confirms the
availability of budgets to fulfill the openings after receiving the requisition form. After
that the recruitment team goes for the next step as availability of funds ensures the
salary and benefits for new recruits.

 Hiring information
The recruitment division collects the hiring information after checking the budget. The
information for the vacant post consists of dedicated position, level in the hierarchy,
department, division, job location, reporting process, job description, job specification,
Required expertise and experience etc. Recruitment division also accumulates the
information whether the concerned department wants the vacancy to be filled by
internally, externally or by both.

Page 67 of 113
 Planning
After collecting all information, planning and sharing plans started within the
department and recruitment division where employee will be recruited. Then the plan
states the total activities and specified time frame for the recruitment to be complete.
The plan sharing includes how long it will take to announce the opening, to collect CVs,
conduct different tests and interviews and to make the final selection. Through planning
the post for this organization is pre-planned through certain level. The rank and posts
in the company has been divided into two specific categories: Permanent,
Temporary/Contractual.

 Permanent posts include: (ascending order):

1. Junior Executive or Engineer 10. Senior Manager
2. Associate Executive or Engineer 11. Associate Manager
3. Executive or Engineer 12. General Manager
4. Senior Executive or Engineer 13. Senior General Manager
5. Assistant Manager 14. Deputy Director
6. Senior Assistant Manager 15. Director
7. Associate Manager 16. Senior Director
8. Deputy Manager 17. Deputy Chief Officer
9. Manager 18. Chief Officer

Temporary/Contractual posts include the entire Officer posts; for example: Care line
Officer, Care Center Officer, Care Line Trainee, Acquisition Officer, etc. All those
employees are given 6 months (six months) or 1 year (one year) of contracts.

 Job Advertisement

After the plan sharing the recruitment team announce the vacancy in different portals
based on the decision of internal/external recruitment by the concern department.
Internal recruiting motivates employees within the organization. It increases
productivity by giving the employees feel that their hard work would be rewarded. For
internal process the vacancy announcement is published through flashes (internal
emails and company intranet) only. Through employee referrals, transfers, promotion

Page 68 of 113
etc. the internal recruitment can be done. Besides for external recruitment process the
advertisement publishes in different media like company website, personal references,
and online job portals, HR consultancy firms & head hunter agencies and social Medias
(LinkedIn, Facebook). The main objective of this process is to identify and attract the
best possible applicants available during that period of time.

 Resume Compilation
HR department considers the human resource as the most important asset of the
company and tries to motivate their employees in every possible way. HR
department always encourages other departments to fill up the vacancy by internally
to provide the employees better career opportunity. After the announcement the
recruitment team starts to collect resumes from different sources. After collecting
the resumes those resumes are shortlisted in two steps. Initially the recruitment team
screens the resumes based on the requirements of the job and sends those shortlisted
resumes to the concerned department. The department screens those resumes again
and sends the final shortlisted resumes to HR department for scheduling the tests
and interviews.

 Call for Tests and Interviews

After receiving the shortlisted resumes the recruitment team prepares the IQ tests,
functional tests, interviews schedule. Usually the IQ test is taken by the HR department
and the functional test is taken by the departments where vacancies will be filled up.
There are some certain policies in the recruitment process. If an existing employee
applies for a vacancy in the same department then s/he will face the interviews only;
s/he does not need to sit for the IQ and functional tests. In contrast if an employee works
in a department and applies for a vacancy in another department then s/he needs to sit
for the functional test but not for the IQ test. Those candidates who are external staffs
apply for a vacancy announcement s/he has to face both interviews and tests. The IQ
test contains the English, Mathematical, Logical Reasoning and analytical ability of a
candidate. If a candidate gets the pass mark in IQ Test then s/he has to sit for a
functional test which contains questions related to the actual job that verifies the caliber
of a candidate about her/his education, leaning and knowledge. Other than these two

Page 69 of 113
tests many jobs requires to check the computer skills of an applicant. The candidates
who are entitled for computer test are required to sit in front of a desktop and asked to
solve problems with different software, applications and even the skill of Microsoft
Office is also being checked in this test.

 Initial Interview
After passing all those tests the candidate is considered eligible for the interviews. No
one can go to the interview phase without passing each of the tests separately. The
initial interview takes place right after the tests. In first interview a candidate face the
interview board consists one from the recruitment team mentioned and one or higher
level official from the department the new recruit will join. The line manager checks
whether the candidate is suitable for the job with her/his current ability, functional
knowledge and technical knowhow. On the other hand the HR personnel verify the
candidates’ personality, behavior, and attitude to ensure that s/he is fit for the
organization. Later on candidates who are passed from initial interview are asked to
face another interview with the head of the division. In this interview the unit/division
head analyzes the ability of a candidate in terms of team work, decision making,
planning & organizing, strategic thinking and leadership etc.

 Final Interview
A few candidates are called to face the final interview with the HOD (Head of the
Department) after interview. HOD selects the final candidates to whom a job can be
offered. After successful completion of all steps the recruitment team gives a verbal
offer to the candidate. This verbal offer gives a clear idea about the compensation &
benefits, incentives, the job location, the joining date, the level in the hierarchy and the
dead line for accepting the offer to the successful candidate.

 Medical and Physical Examination

After accepting the verbal offer the candidate has to face the final test which is called
medical checkup. Then the recruitment team asks the candidate to go for a medical
checkup/fitness which is bared fully by Robi. After receiving the medical reports from
the assigned hospital the candidate is called to sign her/his appointment letter if s/he is

Page 70 of 113
medically (physically & mentally) fit. No one is offered a job in Robi if a candidate is
confirmed as medically unfit.
 Permanent Job Offer
Medically fit candidates are called to visit the head office to sign the appointment letter
on a suitable date. Once the signing is done the candidate is given a particular date to
join which means s/he is entitled to report to her/his line manager on the day of joining
at the concerned department.

 Recruitment Process:

Figure: Recruitment Process of Robi

Page 71 of 113
5.2.2 Training of Robi:

Human Resource Development activities aim at fulfilling the Telecommunication

mission. all Telecommunication four major missions is to: “Provide service to our
clients with the help of a skilled and dedicated workforce whose creative talents,
innovative action and competitive edge make our position unique in giving quality
service to all institutions and individuals that we care for”.
Skilled and dedicated workforce with creative talents, innovative action is not always
readily available. Appreciating the scarcity of such manpower, the Grameenphone from
the very beginning laid important to HRD that conceptually includes activities like: pre-
recruitment drill, recruitment, induction training in the academy, job rotation,
placement and posting, reward and promotion. All these activities are planned by the
Robi in an integrated way aiming at manpower with required technical, managerial,
human and conceptual skills.Management of all Telecommunication not only
appreciates the need of skills required for day to day Telecommunication but also
realize the need of skills meet the national and global financial and economic
environment that are changing fast.

Page 72 of 113
 Chapter Six
Analysis & Findings

Page 73 of 113
6.1 Common Analysis:
In this report we will compare the process of Recruitment and Selection of
GrameenPhone with Robi. we tried our best to collect information to compare both the
companies but Because of Information protection policy could not provide the
information in detailed. We are comparing GrameenPhone with Robi as this two
companies share similar structure.

Requisition:
While requesting for filling the replacement of existing vacant position or new position
on GrameenPhone, the concerned department will fill up recruitment Requisition Form
and send the same to HR. On the other hand Robi also filling the replacement of existing
vacant position or new position.

Position Advertising:
GrameenPhone and Robi both give Advertising for their vacant position.
GrameenPhone is flexible in advertising for both External and Internal Position. On the
other hand Robi Prefer Internal Advertising then External. They give External
Advertising but wants about 4 to 5 years’ experience. They are so strict about fresher.

Experience:
Grameenphone choose both expencence and fresher candidates for their desired post.
If any candidate is not experience but he can prove himself on the written test and
interview. Grameenphone give them chance. On the other hand because of restriction
in Robi to give advertising for fresher, they only accept experience people. Robi prefer
Experience of 4 to 5 years.

Job Fairs:
This is a new kind of talent haunt in our country and getting popular day by day.
GrameenPhone occasionally participates in the job fairs organized by different
·universities. GP announces vacancies there and collect CVs from the prospective
candidates. Robi also participate on the job fair but their restrictions for fresher again
rise.

Page 74 of 113
Short Listing of candidates:
Short listing is done on the basis of appraising information on the application form in
the light of job specifications of a job being advertised. Relevant job experience and
required skills are checked and then select them for Interview. On the other hand Robi
also do the same thing but the different is they just select from short listing who are
experienced.

The Selection Process:

Selection process includes series of specific steps used to decide who should be hired.
Selection process begins when recruitment ends subject to sufficient number of
applicants obtained who are willing and able to do hold the job. Selection process
involves screening and appraising the applicants in a systematic manner.
GrameenPhone takes both written test and interview. On the other hand Robi prefer
direct interview in all their vacant post before taking any candidate.

Re -employment:
Employees, who left GrameenPhone, may be considered for reemployment which
should be approval by the director HR Management. Such candidate may be considered
only if there is a vacancy and subject to his! Her favorable performance record in the
past and also if he! She meets the company's current job requirements. Reemployment
will not be automatic and the applicant has to go through the recruitment process and
compete with other candidates who have applied for the post. An employee who was
Dismissed or terminated or whose previous service record is unsatisfactory is not
eligible for re-employment with GrameenPhone. On the other hand Robi also consider
of re-employment but they should give relevant reason about why they left Robi and
now for what reason they are interested again to join. They also have to be in the
requisition process. And to face the tests which are required.

Page 75 of 113
6.2 Comparative Analysis:

6.2.1 Comparative Analysis of Robi Axiata Ltd.

 Robi Axiata Ltd. mainly emphases on internal and external sources for
recruitment.
 Internally the organization discloses the positions of the job and announces
it to all current employees. Nature of the position and the qualification needs
for the job is described in the announcement so that the interested candidates
can apply.
 Robi Axiata Ltd. recruits the relatives and dependents of the employee for
CV in some cases.
 Another way to find applicants is through employee referrals by other
departments. Informal communication among managers who can lead the
discovery for the best candidates who are working in other department in
the firm.
 Based on employee skills, educational background, experience of work
employee can be recruited in the organization.
 For external sources the organization does advertisement, takes help from
the employment agencies (only for technology department), do campus
recruitment, arrange internship for the students, take employee from
personal contact or by employee leasing.
 Robi Axiata Company Ltd. has a structured and standard selection process.
This is strictly followed by the selection board that is empowered by the
organization.
 They first screen CVs. This process is done by some selective criteria which
are needed for the company. Then initial interview is held. After that
selective applicants are asking for written test. Those who are successfully
passed the written exam are called for final interview.
 Once the recruitment and selection process is done then the employees are
appointed base on their job description.
 The organization fills the position by promoting the present employees. But
most of the times it recruits from outside

Page 76 of 113
SWOT Analysis of Robi Axiata Ltd.

Strength:
 Strong Brand images to overall Customer through Advertising, Posturing, and
Sponsorship etc.
 Offer quality products. Robi always support entrepreneurs that’s why the
organization have different product for them named Uddokta & Easy Load Tariff
 Robi is using better equipment to give better service to their customers. Now they
are using Nokia-Siemens instead of Alka-tell to provide best quality Network.
 Good relationship with retailer.

Weakness:
 The customer of Robi face Network problem outside the Dhaka and sometimes
even inside Dhaka.
 The company could not cover all the rural area with their network which is making
some dissatisfaction among the customers.
 Average revenue of Subscriber life cycle is all most equal to the sim tax. As a
result it becomes very difficult to take out profit from the operation.

Opportunities:
 Continuously increase the using rate of mobile phone in Bangladesh that’s why
Robi has the opportunity to increase their customer size.
 As Robi is using Bangla name for their products, it helps the customer to
understanding the meaning of the products very well, that’s why they understand
which tariff is best for them. So they buy it more. Mostly this is suitable for
uneducated people of Bangladesh and also for rural people.
 Increasing income of population. As much they earn that much they need to using
mobile to fulfill their working requirement.

Page 77 of 113
Threats:

 Restriction of Government regulations.

 There are five competitors are existing in Bangladesh for Robi. So Robi has to
face high competition to retain the customers.
 Because of the aggressiveness of the competitors and customers connection
switching behavior, Robi is constantly losing their market share. If it is going
on then it’s very difficult for the company to exist.

6.2.2 Comparative Analysis of Grameenphone:

The Gender Distribution in the Company:

Majority of the employees in the company are male and the minority are female. In
almost every department, more men are working compared to the women. According
to my point of view, this may be done due to pressure of the work and staying late in
the office. As women need to go home early, in some major sectors of work, they are
not been recruited. For example, the post where I used to work as an intern is not
suitable for any female person due to frequent outfield works.

 Age Analysis of the Employees:

After my work experience in Grameenphone and from the data of the other interns, it
can be stated that about sixty percentage of the employee were between 26 to 30 years.
If we consider the age of the employees we can obtain that most of the employees are
young who belong to age group of 26-30. This means that Grameenphone recruits
people of young age and provide them the chance to expand themselves and contribute
to the growth of the organization efficiently. Those who are in the age group of 31 to
35 years are more seniors and trained than the group of 26 to 30 years.

 Working position of the employees:

The working positions of the employees are divided in to three categories which are
Entry Level, Mid-Level and Top Level. In Grameenphone, the number of Entry Level
employees is comparatively lower than Mid-Level employees as the Mid-Level

Page 78 of 113
employees have to work more than the Entry Level employees and Top Level
employees. Therefore, HR department recruits Mid-Level employees more.

 Analysis of the Time Duration of the Employees:

During my internship period, I have found majority of the employees in the HR &
Administration department who have passed already two to five years in
Grameenphone. There are a very less number for Entry level but more than the Top
level employees.

 Analysis of the Concerned Departments of the Employees Working in:

As more people are going in and out frequently from marketing, it seems most of the
employees were from Marketing Department. If any intern goes for any survey, he/she
will find employees hardly from HR & Admin Department. Marketing department
plays a very important role in any every organization. Therefore Grameenphone recruits
for Marketing department more than the other departments.

 Analysis on Mixed Recruitment Process (Internal &External:

During my internship program I asked a question several time, whether the recruitment
process should be external or internal, and almost everyone I had found agreeable
towards mixed recruitment process. Actually mixed recruitment process is better,
because one can go for any of the process if one of them seems unable to fill the gap.

 Analysis on effectiveness of the recruitment process:

Employees think the current recruitment process is not lengthy and time consuming.
The recruitment team is doing their works nicely and recruiting desired candidates for
their respective post. Moreover, the recruitment team does not feel the recruitment
process is costly.

 Remuneration Analysis:
Met Life insurance company works with Grameenphone which guarantees the medical
costs of employees. Both the existing and upcoming employees are pleased with this
facility provided by the company. Not only the employee, but also the children and
spouse of that employee get this benefit. Employees enjoy a smart amount of bonuses
added with the regular salary if any occasion takes place i.e. Eid bonus, bonus based on

Page 79 of 113
performance and gross amount in employee’s marriage. Some employees also can
charge for transport costs from the company which is a big facility for them.

SWOT Analysis:

The SWOT analysis comprises of the Organization’s internal strength and weakness
and external opportunities and threats. SWOT analysis gives an organization an insight
of what they can do in future and how they can compete with their existing competitors.
This tool is very important to identify the current position of the organization relative
to others, who are playing in the same field and also used in the strategic analysis of the
organization. That is why this section of the report discusses about SWOT analysis of
Grameenphone.

Strength

 Experienced and efficient management team and human resourceRecruitment

of brilliant MBA, BIBM, BBA
 Quality products and services
 Better infrastructural facilities and friendly corporate culture
 Already established Company reputation and goodwill as a leading
Organization
 Strong Financial Position
 Motivated young people with strong commitment.
 Welfare for the society
 Strong image and good reputation.
 Clear vision.
 Highly motivated and pro-active team of employees.
 Full-fledged back –up data center support.
 Efficient Management

Page 80 of 113
Weakness

 Marginal capital adequacy

 Lack of adequate marketing (advertising and promotion) effort
 Lack of full scale automation
 Lack of proper motivation, training and job rotation
 Not flexible. Very compliant to rules and regulations.
 Some lack of experience and motivation at mid-level management.
 Greater participation in management could be achieved.
 Indicate working force
 Conservative loan policy
 Still the Grameenphone is not fully computerized. So manual registers are used
some cases.
 There is no IT manager. So sometime simply problem kill the valuable time
both the client and employees.

Opportunities
 Scope of market penetration through diversified products
 Regulatory environment favoring private sector development
 Increasing purchasing power of people
 Increasing trend in international business
 Market leadership of Grameenphone.
 The growth of Telecommunication business

Threats

 Market pressure for lowering of lending rate

 National and global political unrest
 Default culture of credit
 Political instability.
 Intense competition
 Government rules and regulation
 Market segmentation

Page 81 of 113
6.3 Questioner Analysis:

6.3.13 Questioner Analysis of Grameenphone:

Table -A
Specific job Analysis Process

QUESTION QUESTION NO.OF RESPONSE

NO RESP A % B % C %
1 Is there any 10 8 80 2 20
specific job
analysis
process in
this
organization
TOTAL 10 8 2 20

According to table A, for specific job analysis process, I found that out of 10
respondents, 8 respondents (80%) think “yes” and 2 respondent (20%) think “no
comments” for recruitment and selection process.

Specific Job Analysis Process

5% 4%
18%

1%
0%

72%

Page 82 of 113
Table-B
Manpower Planning
QUESTION QUESTION NO.OF RESPONSE
NO RESP A % B % C %
1 Comment on 10 2 20 8 80 2 20
effectiveness
and
manpower
planning in
this
organization
TOTAL 10 2 20 8 80 2

According to table B, for manpower planning, I found that out of 10 respondents, 2

respondent (20%) think “very good” and 8 respondents (80%) think “good” for
recruitment and selection process.

Manpower Planning

15% 4% 1%
15% NO.OF RESP
1%
RESPON A
3%
RESPON %
RESPON B
RESPON %
RESPON C
RESPON %
61%

Page 83 of 113
Table-c
Employee Recruitment
QUESTION QUESTION NO.OF RESPONSE
NO RESP A % B % C % D % E %
1 According to 10 4 40 4 40 2 20
job analysis
process?
2 According to 10 6 60 4 40
project basis?
3 According to 10 6 60 2 20 2 20
manpower
planning?
TOTAL 30 10 100 6 60 6 60 8 80

According to table C, for employee recruitment, I found that out of 30 respondents, 10

respondents (100%) think “always”, 6 respondents (60%) think “most of the time”, 6
respondents (60%) thinks “sometimes” and 8 respondents (80%) thinks “sometimes”
and 8 respondents (80%) think “not necessary” for recruitment and selection process.

Employee Recruitment

NO.OF RESP
5% 2% RESPON A
18%
RESPON %
1%
0% RESPON B
36% RESPON %
RESPON C
RESPON %
RESPON D

36% RESPON %
2% RESPON E
RESPON %

Page 84 of 113
Table-D

Source of Employment

QUESTION QUESTION NO.OF RESPONSE

NO RESP A % B % C %
1 What is the 10 2 20 8 80
source of
employment?
TOTAL 10 2 20 8 80

According to table D, for source of employment, I found that out of 10 respondents, 2

respondent (20%) think “external source” and 8 respondents (80%) think “both” for
recruitment and selection process.

Source of Recruitment

5% 0%
1%
18%
NO.OF RESP
RESPON A
RESPON %
RESPON B

4% RESPON %
RESPON C
RESPON %
72%

Page 85 of 113
Table-E
Job Vacancy

QUESTION QUESTION NO.OF RESPONSE

NO RESP A % B % C %
1 How do you 10 8 80 2 20
know about
job vacancy in
this
organization
TOTAL 10 8 80 2 20

According to table E, for Job Vacancy, I found that out of 10 respondents, 8 respondents
(80%) think “newspaper” and 2 respondent (20%) think “recruitment agency” for
recruitment and selection process.

Job Vacancy

20 5 4 RESP

1 A
%
B
%
C
80 %

Page 86 of 113
Table-F
Recruitment Policy
QUESTION QUESTION NO.OF RESPONSE
NO RESP A % B % C %
1 Do you think the 10 10 100
recruitment
policy of your
organization is
proper?
TOTAL 10 10 100

According to table F, for recruitment policy, I found that out of 10 respondents, 10

respondents (100%) think “yes” for recruitment and selection process.

Recruitment Policy

5 NO.OF RESP
5
RESPON A
RESPON %
RESPON B
RESPON %
RESPON C
100 RESPON %

Page 87 of 113
Table-G
Selection Process
QUESTION QUESTION NO.OF RESPONSE
NO RESP A % B % C % D %
1 During your 10 10 100
selection
process what
as you think is
the best
TOTAL 10 10 100

According to table G, for Selection Process, I found that out of 10 respondents, 10

respondents (100%) think “Written test” for recruitment and selection process.

Indication Training

NO.OF RESP
5 RESPON A
5
RESPON %
RESPON B
RESPON %
RESPON C
RESPON %
100 RESPON D
RESPON %

Page 88 of 113
Table-H

Induction Training
QUESTION QUESTION NO.OF RESPONSE
NO RESP A % B % C %
1 Induction 10 6 60 4 40
training is
Held for new
employee
TOTAL 10 6 60 4 40

According to table H, for induction training, I found that out of 10 respondents, 6

respondents (60%) think “Commonly for all levels” and 4 respondents (40%) think
“sometimes” for recruitment and selection process.

Recruitment Policy

5 3 NO.OF RESP
40 RESPON A
RESPON %
RESPON B
RESPON %
60 RESPON C
2
RESPON %

Page 89 of 113
Table: I
Satisfaction

QUESTION QUESTION NO.OF RESPONSE

NO RESP A % B % C %
1 Are you 10 4 40 6 60
satisfied with
your Current
position?
TOTAL 10 4 40 6 60

According to table I, for Satisfaction, I found that out of 10 respondents, 4 respondents

(40%) think “yes” and respondents (60%) think “no comments” for recruitment and
selection process.

Recruitment Policy

5 2 NO.OF RESP
RESPON A
40 RESPON %
RESPON B
60 RESPON %
RESPON C
3 RESPON %

Page 90 of 113
Table-J

Opportunity for New Job

QUESTION QUESTION NO.OF RESPONSE

NO RESP A % B % C % D % E %
1 What factor 10 2 20 6 60 2 20
your will
consider in
case of an
opportunity
for new job in
other
organization?
TOTAL 10 2 20 6 60 2 20

According to table J, for Opportunity for New Job, I found that out of 10 respondents,
2 respondents (20%) think “Salary and facilities” 6 respondents (60%) think “Job
security” and 2 respondents (20%) think “environment and reputation of organization
“ for recruitment and selection process.

Recruitment Policy

NO.OF RESP
5 1
20 RESPON A
20 RESPON %
1
RESPON B
RESPON %
RESPON C
3 RESPON %
RESPON D
RESPON %

60 RESPON E
RESPON %

Page 91 of 113
6.3.23 Questioner Analysis of Robi Axiata Limited:
Table -A
Specific job Analysis Process

QUESTION QUESTION NO.OF RESPONSE

NO RESP A % B % C %
1 Is there any 5 4 80 1 20
specific job
analysis
process in
this
organization
TOTAL 5 4 1 20

According to table A, for specific job analysis process, I found that out of 5 respondents,
4 respondents (80%) think “yes” and 1respondent (20%) think “no comments” for
recruitment and selection process.

Specific Job Analysis Process

5% 4%
18%

1%
0%

72%

Table-B

Page 92 of 113
Manpower Planning
QUESTION QUESTION NO.OF RESPONSE
NO RESP A % B % C %
1 Comment on 5 1 20 4 80 1 20
effectiveness
and
manpower
planning in
this
organization
TOTAL 5 1 20 4 80

According to table B, for manpower planning, I found that out of 5 respondents, 1

respondent (20%) think “very good” and 4 respondents (80%) think “good” for
recruitment and selection process.

Manpower Planning

15% 4% 1%
15% NO.OF RESP
1%
RESPON A
3%
RESPON %
RESPON B
RESPON %
RESPON C
RESPON %
61%

Page 93 of 113
Table-c
Employee Recruitment
QUESTION QUESTION NO.OF RESPONSE
NO RESP A % B % C % D % E %
1 According to 5 2 40 2 40 1 20
job analysis
process?
2 According to 5 3 60 2 40
project basis?
3 According to 5 3 60 1 20 1 20
manpower
planning?
TOTAL 15 5 100 3 60 3 60 4 80

According to table C, for employee recruitment, I found that out of 15 respondents,5

respondents (100%) think “always”, 3 respondents (60%) think “most of the time”, 3
respondents (60%) thinks “sometimes” and 4 respondents (80%) thinks “sometimes”
and 4 respondents (80%) think “not necessary” for recruitment and selection process.

Employee Recruitment

NO.OF RESP
5% 2% RESPON A
18%
RESPON %
1%
0% RESPON B
36% RESPON %
RESPON C
RESPON %
RESPON D

36% RESPON %
2% RESPON E
RESPON %

Page 94 of 113
Table-D

Source of Employment

QUESTION QUESTION NO.OF RESPONSE

NO RESP A % B % C %
1 What is the 5 1 20 4 80
source of
employment?
TOTAL 5 1 20 4 80

According to table D, for source of employment, I found that out of 5 respondents, 1

respondent (20%) think “external source” and 4 respondents (80%) think “both” for
recruitment and selection process.

Source of Recruitment

5% 0%
1%
18%
NO.OF RESP
RESPON A
RESPON %
RESPON B

4% RESPON %
RESPON C
RESPON %
72%

Page 95 of 113
Table-E
Job Vacancy

QUESTION QUESTION NO.OF RESPONSE

NO RESP A % B % C %
1 How do you 5 4 80 1 20
know about
job vacancy in
this
organization
TOTAL 5 4 80 1 20

According to table E, for Job Vacancy, I found that out of 5 respondents, 4 respondents
(80%) think “newspaper” and I respondent (20%) think “recruitment agency” for
recruitment and selection process.

Job Vacancy

20 5 4 RESP

1 A
%
B
%
C
80 %

Page 96 of 113
Table-F
Recruitment Policy
QUESTION QUESTION NO.OF RESPONSE
NO RESP A % B % C %
1 Do you think the 5 5 100
recruitment
policy of your
organization is
proper?
TOTAL 5 5 100

According to table F, for recruitment policy, I found that out of 5 respondents, 5

respondents (100%) think “yes” for recruitment and selection process.

Recruitment Policy

5 NO.OF RESP
5
RESPON A
RESPON %
RESPON B
RESPON %
RESPON C
100 RESPON %

Page 97 of 113
Table-G
Selection Process
QUESTION QUESTION NO.OF RESPONSE
NO RESP A % B % C % D %
1 During your 5 5 100
selection
process what
as you think is
the best
TOTAL 5 5 100

According to table G, for Selection Process, I found that out of 5 respondents, 5

respondents (100%) think “Written test” for recruitment and selection process.

Indication Training

NO.OF RESP
5 RESPON A
5
RESPON %
RESPON B
RESPON %
RESPON C
RESPON %
100 RESPON D
RESPON %

Page 98 of 113
Table-H

Induction Training
QUESTION QUESTION NO.OF RESPONSE
NO RESP A % B % C %
1 Induction 5 3 60 2 40
training is
Held for new
employee
TOTAL 5 3 60 2 40

According to table H, for induction training, I found that out of 5 respondents, 3

respondents (60%) think “Commonly for all levels” and 2 respondents (40%) think
“sometimes” for recruitment and selection process.

Recruitment Policy

5 3 NO.OF RESP
40 RESPON A
RESPON %
RESPON B
RESPON %
60 RESPON C
2
RESPON %

Page 99 of 113
Table: I
Satisfaction

QUESTION QUESTION NO.OF RESPONSE

NO RESP A % B % C %
1 Are you 5 2 40 3 60
satisfied with
your Current
position?
TOTAL 5 2 40 3 60

According to table I, for Satisfaction, I found that out of 5 respondents, 2 respondents

(40%) think “yes” and respondents (60%) think “no comments” for recruitment and
selection process.

Recruitment Policy

5 2 NO.OF RESP
RESPON A
40 RESPON %
RESPON B
60 RESPON %
RESPON C
3 RESPON %

Page 100 of 113

Table-J

Opportunity for New Job

QUESTION QUESTION NO.OF RESPONSE

NO RESP A % B % C % D % E %
1 What factor 5 1 20 3 60 1 20
your will
consider in
case of an
opportunity
for new job in
other
organization?
TOTAL 5 1 20 3 60 1 20

According to table J, for Opportunity for New Job, I found that out of 5 respondents, 1
respondents (20%) think “Salary and facilities” 3 respondents (60%) think “Job
security” and 1 respondents (20%) think “environment and reputation of organization
“ for recruitment and selection process.

Recruitment Policy

AA AaA
NO.OF RESP
5 1
20 RESPON A
20 RESPON %
1
RESPON B
RESPON %
RESPON C
3 RESPON %
RESPON D
RESPON %

60 RESPON E
RESPON %

Page 101 of 113

6.4 Common Findings:

 GP & Robi network does not cover whole over the country. Rangamati,
Khagrachari, Bandarban and some rural areas network is very worse because
these areas network technology system is backdated.
 There are so many GP & Robi customers but customer care center is not
available everywhere. Most of the rural people can’t get customer care facilities.
 Call center employees are not efficient for these huge amounts of customer.
 Flexi load facility is not available in most of the rural area.
 Call rate of GP & Robi is high, in the perspective of most of the Bangladeshi
people’s economic condition.
 Most of the time GP & Robi think offer for corporate people
 GP & Robi have specific job analysis process.
 GP & Robi have good manpower planning.
 GP & Robi employee recruitment is made always on the basis of Manpower
planning.
 GP & Robi source of employment is internal and external.
 GP & Robi job vacancy published by newspaper.
 GP & Robi recruitment policy is proper.
 GP & Robi during selection everybody have to face written test.
 GP & Robi induction training is held for all level of new employee.
 GP & Robi have no comments for satisfied the position.
 GP & Robi job security will be considered for new job in other organization.

6.5 Comparative Findings:

6.5.1 Comparative Findings of GrameenPhone:

From the whole Recruitment process of Grameen Phone I find some problems which
we can take necessary steps to make the recruitment process more efficient and
effective. These Problems are discussed below:

Page 102 of 113

 1. GrameenPhone R&EB Department are not that much well developed & up-to-
date. The world business is facing new competitions day by day to achieve their
goal. So they need a well-developed recruitment process.
2. GP do not study their past employment needs to control the future needs. They
also do not use Trend analysis & Ratio analysis to determine the probable
vacancy.
3. GP started online recruitment system but there is no initiative to control the CV
dropping system. People who have dropped their CV's but they don't check it
for more than 6 months & I think it creates problem on the recruitment process.
4. It becomes a tough job for the HR employees to short list them because the
applicant's pool is very large and sometimes the advertisements are not specific
and clear to the applicant. So who do not have the proper qualification for that
particular post also apply and these thing create huge problem for short listing
because HR needs to go through all the CV's and found a huge no. of applicant
for a post.
5. In this advertisement site another problem is technical problem of online CV
bank of GP. As a result duplication of CV takes place.
6. As Grameen Phone allow everyone to apply for any post, there are so many
application are piled up. If the candidates found that the information provided
by the candidate is not sufficient or clear they just throw it away. But I think
they should change this style of throwing out CV’s. Because there are
possibilities of the existence of potential candidate among those who are
rejected in case of delivering incomplete information. The HR is spending so
many times to rejecting those unwanted CV's one· by one, just to give them a
satisfaction for their being qualified enough to apply in GrameenPhone.

6.5.2 Comparative Findings of Robi Axiata Limited

Employee Relations
As a multinational telecom organization Robi Axiata Ltd, Robi try to maintain their
employee relations in their own way. The ways they are following is absolutely right
from my view point.

Page 103 of 113

Comprehensiveness of the HR Strategies and Policies:
From the study, we have found out that, the HR policies and strategies are
comprehensive enough to manage the workforce of the company. The policies are well
defined and widely explained to ensure an all-encompassing HR management.

Access of the employees to HR Strategies and Policies:

The HR policies and strategies are disclosed to the full among the employees and
management body for better understanding and practice. The employees have sufficient
access to them in case of any need felt

HR Strategies and Policies in practice:

My working experience with Robi shows that, the HR manual of the company
is practiced in full and without any bias and deviation. The policies are also helping the
company to get a better managed working environment.

Acceptance among the employees

The employees of Robi are satisfied with the HR policy as they are fully disclosed and
neutrally practiced. The policy’s comprehensiveness and implementation procedure are
working as a moral support in this regard.

HR Strategies and Policies and human rights issues:

From our study, we have found out that, the HR policies and strategies are conforming
the ILO standards for the employees. The policy also follows the rules and regulations
of the Ministry of Labor and Human Resource of the Govt. of Bangladesh.

Online recruitment system

Robi started online recruitment system but there is no initiative to control the CV
dropping system. People who have dropped their CV's but they don't check it for more
than 4 months & I think it creates problem on the recruitment process.

Page 104 of 113

 Chapter Seven
Recommendations &
Conclusion

Page 105 of 113

7.1 Recommendation:

GrameenPhone:

The issues that are discussed in the whole Recruitment and Selection procedure are
discussed below with recommendations as suggestions for improvement.
 GrameenPhone's Recruitment and selection department needs to be developed
and up to-date. The world business is facing new competitions day by day to
achieve their goal that's why they need proper guideline for Recruitment and
selection department. Because Recruitment and Selection departments work to
choose the best graduates for the company's future. If we saw the past situations
we can get many obstacles, this department needs to study those obstacles to solve
and give proper guideline by the seniors.
 GrameenPhone depends on the qualitative statistics regarding future recruitment
to assess the Human Resource need for the organization. They can use trend
analysis and ratio analysis to determine the probable vacancy. They should study
their past employment needs to control the future needs. So, Human Resource
planning is too much needed for the improvement of Recruitment and selection
system.
 GrameenPhone's Recruitment and selection department should also take
necessary steps for the students who have completed H.S.C and started his/her
graduation program and on that time he/she on 2nd or 3rd year, they should get
chance for the part-time job with their study. GrameenPhone follows
comprehensive and extensive selection procedures in its search for talent.
 The organization can promote their image further more by participating in the job
fairs all over Bangladesh. Thou it is so difficult to continue job fair in all over
Bangladesh in at a Time that’s why they can continue it part by part. It means they
can choose Sylhet or Chittagong or Khulna or Barishal or Dhaka. Because people
of all professions are always try to settle in Dhaka so they can choose Dhaka at
the last period.
 GrameenPhone should emphasize on the internet recruitment more so that the
people don’t need to come to the office to drop his! Her CV's or they don't need
to mail either. They already started the internet recruitment but they should take
initiative to control the CV dropping system. People who have dropped their CV's

Page 106 of 113

 but they don't check it for more than 6 months, should delete from the system.
Because I think it crates problem on the recruitment procedure.

 It becomes a tough job for the HR employees to short list them. The organization
should control the size of the applicant's pool. They should use more clear and
specific statements in the Add. I already said that construction of the Ad is very
important. They should attract attention to the Ad, or reader may just miss or
ignore it. They should develop interest in the job. They also can make their ads
more creative.
 In this advertisement site another problem is technical problem of online CV
bank of GrameenPhone. As a result duplication of CV takes place. Human
Resource Division's Recruitment and selection department of GrameenPhone
should take necessary corrective measures to avoid such duplications.
 As GrameenPhone allow everyone to apply for any post, there are so many
application are piled up. If the candidates found that the information provided
by the candidate is not sufficient or clear they just throw it away. But I think
they should change this style of throwing out CV's. Because there are
possibilities of the existence of potential candidate among those who are
rejected in case of delivering incomplete information. The HR is spending so
many times to rejecting those unwanted CV's one by one, just to give them a
satisfaction for their being qualified enough to apply in GrameenPhone.
 In the interview candidates are to be so good in listening. It is must that a
candidate is feeling uncomfortable in the interview. So we should take
necessary steps that can make an interviewer comfortable to sit for interview.
But the main problem in GrameenPhone, as there are lots of candidates apply
for the post it is so difficult to take interview of all the candidates in one day.
So, they might lose temperament and that might effect on the Effect selection.
GrameenPhone must ensure that in one interview board there shouldn't be more
than 8 to 12 candidates in one day. So, that can maintain the quality.

Page 107 of 113

Robi Axiata Limited:

Below are some recommendations that have been proposed in order to improve the
current recruitment practices of Robi Axiata Limited to make it more effective and gain
a competitive edge over other telecom companies in the country:

 Robi can conduct more situational-based interviews. If they put the candidate in a
particular situation, it will help them to gain a better understanding of that person’s
approach to certain problems. Through such interviews, a candidate’s decision-
making skills and problem-solving skills can be observed.
 Robi can arrange Group Discussions where a group of candidates will be given a
particular topic to discuss about. Through this the recruitment managers can observe
which of the candidates are more outspoken and extrovert and who the shy ones
are. This kind of discussion will aid in gaining an understanding of candidates’
leadership abilities. At the same time, the candidates’ interpersonal skills can be
observed based on how they react to opinions of other people.
 Robi can consider past candidates during recruitment in order to save time and
money. If the recruitment managers go through the records of candidates who have
previously applied to Robi, then they can easily extract their qualifications and
match with the criteria of the given job position. In this way, they might end up
getting a pool of potential candidates in a faster and cheaper way.
 Departmental heads should be actively present throughout the entire recruitment
process for effective selection of employees. Otherwise, at times the entire
recruitment process has to be repeated because after the final selection, the
departmental manager realizes that the employee is not right for the job. This results
in a waste of time, money and effort.
 Robi can follow a lean recruitment process. The Lean Just-in-Time Recruiting
strategy is the process of identifying an organization’s talent needs and identifying,
acquiring and retaining talent for those needs only. This will help to combat “over
processing” and “over production”. Over processing occurs when more work is
done than required. At times it is seen that the recruitment managers engage
themselves too much in the screening, short listing and maintaining relationships
with candidates but ultimately some of these candidates are not even considered for
interview. This is a complete waste of time and does not benefit the organization in

Page 108 of 113

 any way. On the other hand, over production occurs when the supply of candidates
is greater than the demand for new employees. When the recruitment managers
attract, and engage more candidates than required it actually leads to a waste of time
and effort. Moreover, it gets quite difficult to handle so many candidates at the same
time and also to respond to everyone’s queries.
 Robi can drive referrals as a companywide initiative. For example, when Marketing
division is searching for new employees, internal employee referrals are considered
from within that particular division only. So, at times the search based on these
referrals is not fruitful. Therefore, if the employee referrals are driven as a
companywide initiative then there are better and faster chances of finding suitable
candidates.
 Robi can use Dependability and Safety Instrument (DSI) in the recruitment of all
the job positions along with that of the Graduate Trainee. This test will help Robi
to identify candidates who are dependable and reliable and also who are customer
centric and a team player. These personality traits play vital roles during the
recruitment of people for the organization. Moreover, the test is usually conducted
in the first phase of recruitment which helps to speed up the process of screening
for the second phase and also makes the assessment more effective.

7.2 Conclusion:
As the research finding show the poor service awareness status of GrameenPhone
subscribers, hence obviously GP has to increase awareness of subscribers. Increased
service awareness status will raise the service value of GP, increase subscribers usages
rate result increase revenue for GP. If continuous development of new product and
service cannot simultaneously aware subscribers then it will neither worth much to
subscribers nor add value to the company. Hence, it is clearly observed that there is a
GAP between services provided and services awareness. Now GP has to consider this
GAP minimization and maintain alignment with service offering and service
awareness. Otherwise, in the long run new services innovation will not give its ultimate
success.

Page 109 of 113

As a personnel function, recruiting can be viewed as a major human resource planning
programmed designed to attract the qualified work force required to meet future
organizational needs. Recruiting also provides a means of achieving affirmative action
goals set by human resource planners and policy marker. Recruiting also serves to
attract workers to unexpected job vacancies caused by turnover and to new positions
created by sudden demands for goods and services of an organization. It is known to
all the sound personal activities help an organization to function efficiently but to do
this an efficient personnel manager must be a person who has sound knowledge and
experience in personnel management. It is possible only through proper training and
practices.

To eliminate the weakness of personnel activities some good measures are needed. In
the chapter the fact of the study were listed. I have tried to point out strength and
weakness of the system with limitation of time and preoccupation of official work. I
had to work on the study. I have tried my best to collect all available data and other
information regarding present Recruitment and Selection practices in GrameenPhone
& Robi. In fact, my experience in Human Resource Management is not up to my
expectation as we studied in the Program of BBA in Human Resource Management of
this University has given us theoretical knowledge and completion of theoretical
course, preparation of this report has helped the wide range of our knowledge in Human
Resource Management.

Robi Recruitment is an important issue for any organization. Recruitment and selection
allows an organization to assess the vacancy and choose the best personnel who will
lead the organization in future. So the organization should give more emphasize on
selecting a person. A person who can carry forwarded the organization in terms of
development, values and ethics. Mainly the precious resource for any organization is
their knowledge based efficient workers. The organizations should more cautious on
this issue to ensure the quality and ethics.

From the above discussion we can easily understand that Robi Axiata Ltd. is one of the
top mobile Company of Bangladesh. It covers the whole Bangladesh by its network.
There are many product and services of Robi is available in Market. At this moment
the company is in growing position.
Page 110 of 113
Bibliography:

BOOK:

 Chand, S. (2012). Retrieved July 2016, from Your Article Library :

http://www.yourarticlelibrary.com/recruitment/recruitment-meaning-definition-
process-and-factors-influencing-recruitment/25950/
 Croteau, P. (2012, December). Legacy Bowes Articles. Retrieved July 2016,
from http://www.legacybowes.com/latest-blog-posts/entry/recruitment-a-
selection-audits-start-with-this-nine-step-checklist-.html
 Kolar, C. (2015, February). Recruitment Process Outsourcing Association.
Retrieved July 2016, from http://www.rpoassociation.org/blog/7-best-
recruiting-strategies-for-hiring-success
 Male, B. (2010, February). Business Insider. Retrieved July 2016, from
http://www.businessinsider.com/10-creative-recruiting-strategies-for-finding-
great-hires-2010-2
 Martin, M. J. (n.d.). Retrieved June 2016, from Small business Chron:
http://smallbusiness.chron.com/business-objectives-recruiting-23649.html
 Wang, D. (2015, November). Tiny Pulse. Retrieved July 2016, from
https://www.tinypulse.com/blog/sk-recruitment-strategies-to-attract-and-win-
top-talent
 Wyse, S. E. (2011, September). Snap Surveys. Retrieved July 2016, from
http://www.snapsurveys.com/blog/what-is-the-difference-between-qualitative-
research-and-quantitative-research/
 Recruitment. Business Dictionary. Retrieved July 2016, from
http://www.businessdictionary.com/definition/recruitment.html
 Anonymous. (n.d.). What is Lean Just-in-Time Recruiting? Retrieved July 2016,
from http://booleanblackbelt.com/2011/02/what-is-lean-just-in-time-recruting/
 Shareholders. (n.d.). Retrieved June 2016, from
http://www.robi.com.bd/en/corporate/shareholders Principles & purpose. (n.d.).
Retrieved June 2016, from http://www.robi.com.bd/en/corporate/principles-
purpose
 Key Achievements. (n.d.). Retrieved June 2016, from
http://www.robi.com.bd/en/corporate/acievements

Page 111 of 113

  Types of Recruitment. Retrieved July 2016, from
http://www.managementstudyguide.com/types-of-recruitment.html
 SHL Company Overview. Retrieved August 2016, from
http://www.bloomberg.com/research/stocks/private/snapshot/

 Effective Training Systems, Strategies and Practices. Second Edition. James

W.Thacker

 Decenzo D.A. and Robbins S.P. (2005) Human Resource Managements, Eight

Edition, John Wiley and sons, inc. USA.

 Stephen P. Robbins S.P. (2003) Organizational Behavior,

10th Edition, Prentic – Hall, inc. USA.

 Malhotra, K. (2004), Marketing Research an Applied Orientation, 4th edition,

Pearson. Education.

Journal:

 Annual Report 2016 of Grameenphone Ltd.

 Annual Report 2016 of Robi Axiata Ltd.


Website:

 www.Grameenphone.com
 https://www.robi.com.bd
 www.banglalinkgsm.com

Page 112 of 113

Appendix

QUESTIONNAIRE:
(Private & Confidential)

This is a questionnaire to evaluate some aspects of “Recruitment and Selection

process of Grameenphone Limited & Robi Axiata Limited Please feel free to
answer. Your information will be used exclusively for academic exercise.

1. Name of the Organization:

2. Year of establishment
3. Number of employees
4. Does your organization have any Human Resources Division?

Yes No No comment

5. Is there any HR policy in your organization?

Yes No No comment
6. Is this HR policy favorable with labor code 2006?

Yes No No comment
7. Do you think this HR policy fair?

Yes No No comment

8. Narrate the impact of HRM on:

a) Productivity : Positive Negative Neutral
b) Profitability : Positive Negative Neutral
c) Management performance : Positive Negative Neutral
9. Discuss the main functions, duties responsibilities of the following levels of
management:

Levels of Management Functions & Duties Responsibilities

Top level
Mid-level
Low level

10. Any suggestion regarding improve the process? If any please write:

Page 113 of 113