Contemporary Human Resource Practices in Bangladesh

HRM 410

Assignment 1
Recruitment Process of Bashundhara Group

Submitted to:

Dr. A.N.M. Shibly Noman Khan

Submitted by:

Md Arman Hasan 1830058

Submission date: 18/02/2022

Table of Contents
1 Introduction..............................................................................................................................3
2 Theory of Recruitment policy...................................................................................................3
2.1 Factors affecting the recruitment policy...........................................................................3
2.1.1 Internal Factors..........................................................................................................3
2.2.2 External Factors.........................................................................................................4
2.2 Components of recruitment policy...................................................................................5
2.3 Steps of Recruitment........................................................................................................5
3 Recruitment of Bashundhara Group........................................................................................7
3.1 Source of recruitment.......................................................................................................7
3.2 The selection process of Bashundhara Group..................................................................8
3.3 Benefits and Compensations............................................................................................8
3.4 Performance Appraisal......................................................................................................9
3.5 Training for the Employees.............................................................................................10
3.6 Labor Law........................................................................................................................10
4 Recruitment Policy of South Asian Context...........................................................................11
5 Conclusion..............................................................................................................................12
References.....................................................................................................................................13
1 Introduction

Recruitment is a crucial HRM function that aims to increase personnel strength in order to
achieve the company's goals and objectives. In a nutshell, it is the process of finding, evaluating,
shortlisting, and selecting qualified individuals to fill open positions. It is the complete hiring
process, from the initial interview to the employee's incorporation into the company. Any
company wants to make sure that its future is secure and in good hands. As a result, finding the
correct talent is a critical job for any company. The process must be completed within a
reasonable amount of time and at a reasonable cost. If the recruitment process is performed
efficiently, the organization will have happier and more productive employees, a positive
workplace environment, and overall organizational growth.

2 Theory of Recruitment policy

The process of recruiting is described by the theory of recruitment policy. Because of the
increased competition for talent in today's society, this is especially crucial in the workplace.
Recruitment is influenced by a variety of factors. HR professionals should be aware of the
factors that influence recruiting and take the required initiatives to strengthen the organization.
When the market conditions change, the company must also keep track of these changes and
determine how they affect resources and functions in order to make recruitment more
productive. There are both internal and external factors that affect the recruitment process.

2.1 Factors affecting the recruitment policy

2.1.1 Internal Factors

Organizations have control over the internal factors that influence their recruitment
processes.

 Size of the Organization

 One of the most crucial aspects affecting the recruitment process is the organization's
size. Recruitment planning is required to expand the business in order to hire more
employees to handle future activities.

 Recruiting procedure

An organization's recruitment policy is also an element that influences the recruitment

process. It outlines the recruitment objectives and provides a framework for
implementing recruitment activities.

 Image of the company

Organizations with a positive market image can readily attract qualified individuals.
Maintaining effective public relations, providing public services, and other similar
activities can all assist a company improve its market reputation and, as a result, attract
the greatest potential talents.

 Image of the job

The image of a job, like the image of an organization, is important in recruitment. Jobs
with a positive image in terms of improved salary, promotions, acknowledgment, and a
decent work culture with prospects for professional advancement are seen to be
attractive to talented individuals.

2.2.2 External Factors

External factors are those that an organization cannot control.

 The Job Market

The job market regulates demand and supply. If the supply of persons with a given
expertise is fewer than the demand then, recruiting will take longer. On the other
hand, if demand is lower than supply, recruiting will be more straightforward.

 The rate of unemployment 

If the unemployment rate in a certain area is high, employing manpower will be

simple and straightforward due to the large number of candidates. When the
unemployment rate is low, on the other hand, recruiting is difficult due to a lack of
resources.

 Laws governing employment

 The sociopolitical setting of a market is reflected in labor regulations, which are
developed by the federal and state governments. For many types of jobs, these rules
define compensation, working conditions, safety and health restrictions, and so on.
The laws change in lockstep with the government.

 Competitors

When companies in the same industry compete for the finest skilled employees, it's
important to analyze the competition and offer the best resource packages in
comparison to industry standards.

2.2 Components of recruitment policy

A good recruitment policy should include the following elements:

 The organization's general hiring policies and terms

 Consultant recruitment services, if needed
 Temporary recruitment 
 The procedure for selecting candidates
 Detailed job descriptions
 The employment agreement's terms and conditions

2.3 Steps of Recruitment

It is advised that an organization's HR team follow the five steps to improve hiring efficiency.
These five steps will ensure that the recruitment process runs smoothly. Furthermore, these
steps ensure that the recruiting process is consistent and compliant. The steps are:

1 Recruitment Planning
The open roles are assessed and explained in the first step of the recruitment process,
which is recruitment planning. It contains information such as work specifications and
nature, as well as experience, qualifications, and expertise required for the position. To
attract suitable applicants from a range of participants, a systematic recruitment plan is
required. 
 Identifying the vacancy is the first and most important step in the recruitment
process.
  The second component is job analysis, which aids in determining which tasks are
critical and how to complete them.
 Then there's the job description, which explains the job's scope and duties.
 The job specification is the next component. It focuses on the qualities of the
individual who will be hired by the HR department.
 The last one is job evaluation. Salary and compensation discussions are based on
job evaluation.

2 Strategy for Hiring

The second part of the recruitment process is to create a strategy for hiring the
resources. The HR team considers the following factors while developing a recruitment
strategy:
 Employees can be created or purchased.
 Different types of recruitment
 Geographical location
 Sources of recruitment

3 Identifying the Best Candidates

Following the completion of the recruitment strategy, the process of finding individuals
will begin. Searching entails attracting candidates to open positions. The sources are
classified into two categories: internal sources and external sources. Promotions,
transfers, previous employees, internal job postings, employee referrals, and previous
applicants are all examples of internal sources of recruiting. Direct recruitment,
Employment Exchanges, Employment Agencies, Advertisements, Professional
Associations etc. are examples of external sources of recruitment.

4 Shortlisting
Shortlisting begins when the candidate sourcing process is completed. It is an important
aspect of the hiring process since it aids in the elimination of unqualified or irrelevant
applicants who were obtained through sourcing. Shortlisting is a three-step process.
 The initial stage in the screening process is to go at resumes. During this
procedure, candidates' resumes are evaluated and checked to see if their
education, work experience, and overall history meet the job requirements.
 The second phase in the screening process is to conduct interviews. The hiring
manager contacts candidates by phone or video once the resumes have been
evaluated in this procedure. It assists in determining whether candidates are
active and available, as well as providing a quick assessment of the candidate's
attitude and communication skills.
  The final phase in the candidate shortlisting process is to identify the top
candidates. The top tier of resumes is shortlisted in this procedure, making it
easier for the recruiting manager to make a decision.

5 Assessment and Control

The final stage of the recruitment process is assessment and control. The effectiveness
and accuracy of the method and techniques are evaluated during this procedure.
Because recruitment is an expensive process, it's critical to assess how well it's doing.

3 Recruitment of Bashundhara Group

In 1987, the Bashundhara Group began operations as a real estate venture known as
"Bashundhara," under the administration of the Group's founding concern, the East West
Property Development (Pvt) Ltd. The Group now has more than 20 main concerns spread across
the country. Bashundhara has effectively added to the country's financial stability and capital
markets through major investment projects in all critical areas. The group's tagline is "For the
People, for the Country." The Bashundhara Group's recruitment process is summarized below:

 Human Resource Planning: 

To avoid HR surplus or shortfall, BG defines the number of employees to be hired and the
qualifications they must possess each year.
 Specific Request to the Management: 
Following a successful HR planning session, the HR department submits a requisition to the
concerned manager for future HR requirements.
 Job Opportunities:
The HR department uses historical data, statistical analysis, new-venture analysis, and
budget and planning analysis to find job openings.
 Job analysis:
In this step, the HR department specifies the job's functions, responsibilities, and
accountabilities.
 Recruitment:
In the fifth step, they choose whether to hire from within or outside the company.
 A satisfactory pool of recruiters:
Eligible candidates are chosen from among the applicants who applied for the available
position.
3.1 Source of recruitment

The HR department can fill job positions either within or from outside. If job vacancies cannot
be filled internally, the HR department looks for candidates from outside the company, such as
classified ads, job agencies, educational institutions, and so on. The Bashundhara Group (BG)
prefers to outsource its staff. We can see that the majority of Bashundhara Group's 8000
employees are recruited from outside sources. The majority of the people were recruited from
job advertisements in the Daily Newspapers, with about 800 coming from other sources and
400 coming from both recruitment company and referrals.

3.2 The selection process of Bashundhara Group

The process of gathering information in order to analyze and decide who should be hired for
specific jobs is known as selection. 

 Preliminary reception of the candidate's application:  

The HR department will occasionally schedule a preliminary interview as a formality.

 Employment tests: 

In the second step, candidates must complete a series of tests (ability, knowledge, and so
on) that will be used to evaluate their ability and skill level for the open post.

 Selection interview: 

To determine an applicant's suitability, a formal, in-depth discussion is held. I have two

general questions for the interviewer:

 Is the applicant qualified for the position?

 How does this applicant compare to the other candidates?

 Hiring decision:

The selection procedure is now complete. The HR department notifies both successful
and unsuccessful candidates after picking the desired candidate. They also file
unsuccessful applicants' applications and save successful applicants' applications in the
employee's personnel file.
3.3 Benefits and Compensations

Benefits and compensation are a crucial part of HRM since it keeps employees motivated.
Retirement plans, health insurance, life insurance, vacation etc. are all examples of employee
benefits.   Benefits are types of value other than remuneration that are granted to employees in
exchange for their contribution to the organization, that is, for completing their work. Some
benefits, such as unemployment and worker's compensation, are mandated by the federal
government. To decide remuneration and benefit packages for its employees, the Bashundhara
Group employs a number of processes such as: fixed pay, cash compensation, festival bonus,
mobile allowance etc. Employees also receive transportation benefits and lunch subsidies at
cafes. Furthermore, the Bashundhara Group has a provident fund into which the company
contributes 10% of every permanent employee’s base income. The company also offers a bonus
as a pension incentive.

3.4 Performance Appraisal

The primary goal of performance assessment is to determine an employee's value and

contribution to the organization. Attendance, efficiency, attitude, quality of work etc. are only a
few of the crucial criteria. The Bashundhara Group places a high value on employee
performance. They evaluate the performance of their employees in the company using three
approaches. The techniques are as follows:

1 Behaviorally Anchored Rating Scale (BARS)

This strategy was recently implemented in this organization. Both behavior and

productivity of the employees are studied and used to evaluate an employee's overall
performance in this approach. This process involves the HR department. Employees are
rated as good, average, or bad based on their performance and behavior.

2 Critical Incident Method

They're also employing the critical incident technique. In this strategy, the
manager assesses an employee based on "particular events," often known as crucial
incidents, in which the individual performed exceptionally well or miserable. This
method is particularly beneficial to an employee's development since, unlike other
performance appraisal systems, it provides precise details.

3 Graphic Rating
 HR managers are the ones who employ this strategy the most. An evaluator must
identify an employee's general capability and attitude toward a certain job feature, work
habits, skills, and performance output on the visual rating scales.

3.5 Training for the Employees

Bashundhara Group assists employees by providing opportunities and support for moving
forward, training, and improving. These cures and taking steps in job-related talents and
information are part of the staff's preparation. Individual growth, planning for advancement,
and the expansion of work responsibilities are all part of staff development. One of the
Company's most valuable assets is the potential of its employees. The company, as much as the
individual, benefits from employee recognition and growth. There are options for on job or off
job training.

3.6 Labor Law

 In accordance with Sec. 3, the Bashundhara Group monitors service and unemployment
conditions.
 In accordance with Sec. 4, the Bashundhara Group divides workers into four categories:
probationer, apprentice, temporary, and permanent.
 The Bashundhara Group gives staff with an identification card with a photograph and a
letter of appointment based on Sec: 5.
 Bashundhara Group maintains a Service Book for each employee in accordance with
Sec: 6,7,8.
 According to Sec:10, the Bashundhara Group adheres to the leave procedure.
 Bashundhara Group follows the procedure for unveiled leave based on Sec:11.
 Based on Sec:13, the Bashundhara Group permits workers to take a break from work.
 Based on Sec:13, Bashundhara Group permits workers to take a break from work.
 Section 19 provides for a death benefit.
 Sec: 20,21-Retrenchment, where the Bashundhara Group dismisses worker not as a
measure of punishment.
 Employees may be discharged owing to mental incompetence or physical illness
according to Sec: 22.
 Sec: 23-If there is any misbehavior, the Bashundhara Group will take measures.
 Sec. 27–Before firing employees, the Bashundhara Group gives them written notice.
  Sec. 28-Bashundhara Group adheres to the retirement process.
 Sec:29-Bashundhara Group keeps track of procedure money payments.
 Sec. 34: No employee under the age of 18 is hired by the Bashundhara Group.
 Maternity leave is provided by the Bashundhara Group based on Sec 45-50.
 Sec: 51-60-Bashundhara Group ensures each employee's 'Health and Hygiene.'
 All staff at Bashundhara Group are provided with First-Aid equipment based on Sec: 89.
 Sec: 100-In the case of a daily working hour limit for each adult employee, the
Bashundhara Group adheres to the standards.

The above laws make sure that the employees of the Bashundhara Group work in a healthy
working environment.

4 Recruitment Policy of South Asian Context

South Asia is made up of eight countries: Afghanistan, Bangladesh, Bhutan, India, Maldives,
Nepal, Pakistan, and Sri Lanka. Despite its natural resources, the region has failed to reach the
anticipated socioeconomic growth, which has had an impact on the quality of HRM in
organizations that is still in its infancy. Some employees may be unaware that complaints and
grievance procedures exist. For example, the vast majority of Nepalese workers polled by
Amnesty International were unaware that they had contributed to the Government Welfare
Fund or that the Fund was intended to assist them if they had problems while working abroad.
Not all employees want to file complaints; others may be relieved to be free of harsh job and
have no desire to file a complaint. They may also be discouraged or annoyed by regulation, as
well as threatened by recruiters and employers. Private recruiting companies are helpful in
expanding global markets because they can identify growing labor market demands and trends.
In this way, they serve as a beneficial labor market mediator. They are also more easily
accessible to potential migrants than government entities.

Across South Asia, employment is at the focus of a number of debates. Are there enough jobs
being produced to accommodate the number of new people entering the workforce? To what
extent does economic expansion lead to an increase in employment?  How many of the newly
created jobs are basic paying jobs? Is the female percentage of employment decreasing as the
economy grows? etc. are some of the hotly debated issues in the South Asian context.

It's vital to remember that regular pay work is not the same as formal employment when it
comes to job types. It simply indicates that the employer-employee relationship is steady and
predictable, and that the worker can anticipate to have the job the following month. Even by
this criterion, only around a tenth of the working-age population in South Asia holds a regular
job. Bhutan has a greater percentage, although it is still only 16 percent. Even casual wage
work, defined as a temporary employer-employee relationship, is unusual in the region. India
(15 %) and Sri Lanka (15 %) have the largest proportion of working-age people, while Bhutan
has the lowest (11 %).

Low salaries, typically through contract replacement in destination, combined with short-term
contracts make it difficult for migrant workers to recover from debt burdens and expensive
prices, therefore the plan should also target on wages in destination nations. Improving labor
returns necessitates a focus on migrant pay. It is one of the areas of migration research that has
received the least attention.

 To serve as a benchmark, do a study on salary trends in monetary and real terms for
various occupations and nationalities in various nations.
 Discuss among SAARC countries to determine the establishment of reference minimum
wages for various occupations based on the study findings.
 Negotiate with destination nations for reference minimum salaries to be implemented,
taking into account increasing living costs, to prevent employers in destination countries
or recruiting brokers from other countries from pushing down pay.
 Increased competition and facilitation will lower remittance transmission costs. Both the
origin and destination countries have a role to play in this.
 Reduce the expense of contact with own nation and family: Migrant workers, for
example, can contact with their families via low-cost electronic means such as Skype. In
this light, Saudi Arabia's recent measures to prohibit the usage of viber and skype are
regrettable.

5 Conclusion

Recruitment is the job of a variety of individuals, depending on the size of a business. Larger
companies, such as Bashundhara Group, may have full teams of recruiters, whereas smaller
companies may just have one. Companies virtually always use adverts, job boards, social
networking platforms, and other methods to find candidates for new openings. Many
businesses use recruiting tools to find excellent employees more quickly and effectively. In most
cases, recruitment is done in collaboration with, or as part of, Human Resources.

An up-to-date recruitment strategy benefits the bottom line in a variety of ways. Following best
practices in the selection process can result in higher-quality employees, a higher retention
rate, lower costs, and more work satisfaction, to name a few advantages. When all of these
advantages are combined, they increase total business success.
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