ii

TALENT ACQUISITION PROCESS IN

FCI GROUP BD LTD.

By
Himel Rafsun
ID: 3-20-44-004

A Project Report
Submitted to the
Department of Management

In Partial Fulfillment of the Requirements

for the Award of the Degree

of

MASTER OF BUSINESS ADMINISTRATION

UNIVERSITY OF DHAKA
Dhaka 1000

July, 2023

iii
 LETTER OF TRANSMITTAL

Md. Mosharraf Hossain

Professor
Department of Management
Faculty of Business Studies
University of Dhaka
Dhaka-1000.

Subject: Submission of Project Paper.

Dear Sir,
It is my great honor to submit the project paper on “Talent Acquisition Process in FCI Group BD
Ltd” which I was assigned as a part of the fulfillment of the requirements for the award of the
degree of Master of Business Administration. The report is the final outcome of successful
completion of my project paper at Talisman Ltd, one of the SBUs under the umbrella of FCI Group
located in Dhaka EPZ. In this endeavor, my report seeks to identify and describe the general talent
acquisition process, the standard process of talent acquisition at FCI Group and analyzing the
similarities and differences between the two.
Operating as a Management Trainee Officer at FCI Group, this endeavor was very useful indeed
to match my practical experiences with the theoretical knowledge gained from the quality
lectures received from the classroom and other readings/course materials during my two and a
half years long EMBA program.
It has been a joyful and enlightening experience for me to work in the organization and prepare
this report. I would like to express my profound gratitude for your kind and conscious guidance
in preparing the report. It would be a great achievement for me if you find this report informative
enough to fulfill the requirements to be awarded the degree of ‘Master of Business
Administration’ from such an esteemed institution as Faculty of Business Studies, University of
Dhaka.
Thank You.

Yours Sincerely,

Himel Rafsun
ID: 3-20-44-004

iv
 BONAFIDE CERTIFICATE

Certified that this project report titled “Talent Acquisition Process in FCI Group BD Ltd”
is the bonafide work of Mr. Himel Rafsun bearing the ID No. 3-20-44-004. He is a
student belonging to the EMBA program of Department of Management, University of
Dhaka. He carried out the research under my supervision. Certified further, that to the
best of my knowledge the work reported herein does not form part of any other project
report or dissertation on the basis of which a degree or award was conferred on an earlier
occasion on this or any other candidate.

Md. Mosharraf Hossain

Professor
Department of Management
Faculty of Business Studies
University of Dhaka

v
 ACKNOWLEDGEMENT

First of all, I would like to acknowledge with gratitude the blessings of Almighty Allah for
giving me physical and mental strength to successfully carrying out this project and
preparing the report.
I am deeply indebted to my project supervisor Mr. Md. Mosharraf Hossain, Professor,
Department of Management, Faculty of Business Studies, University of Dhaka for his
whole-hearted supervision during the preparation of the report. His valuable suggestions
and guidance helped me the most in preparing this report in an organized manner. I also
express my sincere gratitude to University of Dhaka for providing me an excellent
opportunity for this project work.
I must thank the management of FCI Group BD Ltd. for providing data, information,
materials and moral support in accomplishing my assignment. I am greatly indebted to
the continuous support of my co-workers without whom it was really difficult to collect
and accumulate different data. My heartfelt gratitude goes to my department head, Mr.
Md. Boni Amin, Group Head of HR Development, FCI BD Ltd, for his supervision and
keenness in letting me work and handle the important projects of the department for my
career advancement.
It was my great privilege to work with Mr. Md. Moniruzzaman, DGM, HR Development
and Ms. Jahanara Sharmin Lubna, Senior Talent Acquisition Specialist. I am really grateful
to them for their willful and heartiest cooperation and giving me the inspiration and
suggestions during my learning period in the organization.
Finally, I cordially express my sincere thanks to all the faculty members of Department of
Management, University of Dhaka for instilling required academic knowledge and
practical know-how in me to successfully complete the project work. I must mention
about the staffs of the department who also provided their support and encouragement
throughout the process.

Himel Rafsun
ID: 3-20-44-004

vi
 EXECUTIVE SUMMARY

Talent is the success for any organization. Sourcing and engaging the right talent are huge
challenges even in Bangladesh where unemployment is so high. Given the importance of
talent acquisition in the overall successful operations and growth of any organization;
this project is aimed at a study on talent acquisition process at Fashion Club Bangladesh
Limited (FCI BD), an apparel manufacturing company, is a world leader in supplying
global fashion brands aesthetic formalwear. This study is aimed at giving a solution to the
problems involved in their talent acquisition process. The study was conducted for a
period of 16 weeks at Talisman Ltd. one of the strategic business units of FCI Group which
includes 503 corporate employees.
The purpose of this project paper is to study the current talent acquisition process in the
organization and identify areas for improvement. Secondly, the project studies the extent
of adoption of best practices in the firm. The study also aims to examine the
implementation of new and innovative methods in job analysis, recruitment, screening
and selection processes in the organization. Descriptive research approach is applied in
the study. Primary data is collected by means of direct interviews. Secondary data is
collected from available books, publications, research studies, articles and websites and
social media. Judgmental sampling more commonly known as purposive sampling is
used, as subjects are chosen to be part of the sample with a specific purpose in mind.
This specific report is mainly based on the prime responsibilities that were needed to be
performed by the author at Talisman Ltd. Since the author worked in HR Development
department, the report has been prepared mainly considering the theme of Talent
Acquisition or recruitment process. The job responsibilities that were needed to be
accomplished in the organization have been elaborated aligning with HR best practices.
After that the general process of recruitment or talent acquisition that can be followed by
any organization has been elaborated.
The study employed judgmental sampling to select participants from major Departments
of FCI, aiming to explain attitudes and behavior rather than quantifying them in the
population. The sample included 50 employees for an online survey, 15 participants for
a focus group discussion, and interviews with FCI employees and third-party recruitment
partners. Data collection methods included an online survey, focus group discussion, and
interviews, and the collected data was analyzed using Microsoft Excel. The study aimed
to gather insights into FCI's talent acquisition process and provide recommendations for
improvement, benchmarking against industry best practices.
The steps of a proper recruitment process have been discussed carefully using different
HR terms. Then the following segment consists of the structured talent acquisition
process of FCI Group, Bangladesh. In that segment, the process of recruitment by the
organization has been described in different steps. The report has included a small
analysis which talked about the similarities and differences between a theoretical process
of recruitment and the customized talent acquisition process of FCI Group, Bangladesh.

vii
FCI's Talent Acquisition process demonstrates a systematic approach with stakeholder
involvement, ensuring effective talent selection. The research methodology enhances the
report's credibility, providing valuable insights for refining recruitment practices and
addressing the challenges faced by FCI BD. This research contributes to enhancing the
effectiveness and efficiency of talent acquisition in organizations.
In conclusion, the report provides recommendations based on the analysis of FCI's talent
acquisition practices and survey results, incorporating best industry practices. These
recommendations are aimed at enhancing FCI's Talent Acquisition process, offering
actionable strategies to improve the effectiveness and efficiency of talent acquisition
within the organization. By implementing these recommendations, FCI can strengthen its
recruitment efforts and attract top talent, ensuring sustained success and
competitiveness in the industry:
• Streamline the recruitment process by utilizing HRIS software and reducing
bureaucratic procedures.
• Leverage social media for recruitment and employer branding to attract a larger
pool of suitable talents.
• Improve the candidate experience through enhanced interviewer responsiveness
and personalized interactions.
• Enhance job advertisements to properly communicate FCI's multinational
heritage and work environment.
• Foster stronger relationships with recruitment partners through active
monitoring and feedback sessions.
• Improve the induction program and onboarding experience based on suggested
guidelines.
Implementing these recommendations and continuously monitoring the recruitment
process will help FCI attract and retain the right talent, ensuring sustained success and
growth.

viii
 TABLE OF CONTENTS

LETTER OF TRANSMITTAL.......................................................................................................... iv
BONAFIDE CERTIFICATE................................................................................................................ v
ACKNOWLEDGEMENT ................................................................................................................... vi
EXECUTIVE SUMMARY ................................................................................................................. vii
LIST OF TABLES............................................................................................................................... xi
LIST OF FIGURES ............................................................................................................................. xi
CHAPTER-1: INTRODUCTION | Page 10-15
1.1 Background of the Study .................................................................................................................... 11
1.2 Statement of the Research Problem ................................................................................................ 12
1.3 Significance of the Study .................................................................................................................... 13
1.4 Objectives of the Study ....................................................................................................................... 13
1.5 Scope & Limitations ............................................................................................................................. 14
CHAPTER – 2: LITERATURE REVIEW | Page 16-30
2.1 Talent Acquisition Through Recruitment and Selection............................................................. 17
2.2 Candidate Experience as a Concept and Its Importance ............................................................. 19
2.2.1 What is a Positive Candidate Experience and How to Develop It? ................................... 20
2.3 Attracting Talent .................................................................................................................................. 21
2.3.1 Advertising..................................................................................................................................... 22
2.3.2 Networking .................................................................................................................................... 23
2.4 Selection Methods ................................................................................................................................ 24
2.4.1 Screening & Completion of Application .................................................................................. 25
2.4.2 Pre-Employment Testing............................................................................................................ 26
2.4.3 Conditional Job Offer and Reference Check ........................................................................... 28
2.4.4 Medical/Physical Examination.................................................................................................. 28
2.4.5 Permanent Job Offers .................................................................................................................. 28
2.5 Third Party Recruitment Service Providers .................................................................................. 29
2.6 Pre-engagement process & Orientation ......................................................................................... 30
CHAPTER - 3: ORGANIZATIONAL PROFILE | Page 31-35
3.1 A Brief History of FCI Group .............................................................................................................. 32
3.2 Vision and Mission Statement of FCI ............................................................................................... 33
3.3 Operating Values of FCI ...................................................................................................................... 34
3.4 Organizational Structure of FCI ........................................................................................................ 35

ix
 CHAPTER–4: METHODOLOGY | Page 36-40
4.1 Research Design and Methods .......................................................................................................... 37
4.2 Sampling Design ................................................................................................................................... 38
4.3 Research Variables .............................................................................................................................. 39
4.4 Methods of Data Collection and Instruments Used ...................................................................... 39
4.5 Data Processing and Analysis............................................................................................................ 40
CHAPTER – 5: STUDY RESULTS & FINDINGS | Page 41-56
5.1 Talent Acquisition Process of FCI Group BD Ltd. ......................................................................... 42
5.1.1 Manpower Requisition ................................................................................................................ 43
5.1.2 Vacancy Announcement & Application ................................................................................... 44
5.1.3 Assessment & Selection .............................................................................................................. 45
5.1.4 Validation and On-boarding....................................................................................................... 46
5.2 The Focus Group Analysis – Survey Results & Group Discussion............................................. 48
5.2.1 Profile of the Workforce and its Demographics .................................................................... 48
5.2.2 Tools for Recruiting and Learning About the Position ........................................................ 50
5.2.3 Selection Tools and Interviewing Process Experienced by Employees........................... 50
5.2.4 - Employee’s Impression of the Induction Program ............................................................ 52
5.2.5 - Overall Feedback About the Recruitment and Selection Process ................................... 52
5.2.6 Current Job Satisfaction Level of New Hires at FCI .............................................................. 53
5.3 Interviews With Third Party Recruitment Partners .................................................................... 54
5.3.1 Candidate Search .......................................................................................................................... 54
5.3.2 How the Recruitment Partners Assess FCI’s Manpower Needs ........................................ 55
5.3.3 Cooperation Development with FCI ......................................................................................... 55
5.3.4 Expatriate Recruitment Aspects ............................................................................................... 56
CHAPTER - 6: CONCLUSIONS & RECOMMENDATIONS | Page 57-58
6.1 Conclusion ............................................................................................................................................. 58
6.2 Recommendations ............................................................................................................................... 58
REFERENCES ................................................................................................................................... 60
Annex-1: Survey Qustionnaire ................................................................................................. 63
Annex-2: Manpower Requisition Form ................................................................................. 63
Annex-3: Candidate Evaluation Form .................................................................................... 67

x
LIST OF TABLES

Serial Table Title Page Number

Table - 01 The Recruitment and Selection Sub-systems 18

Table -02 FCI Values 34

Table - 03 Sampling Design 38

Table - 04 Sample Induction Program plan of FCI 48

Table - 05 Employability Feedback from New Employees 54

LIST OF FIGURES

Serial Figure Title Page Number

Figure - 01 Research Limitations 14

Figure - 02 The Process of Selection 25

Figure - 03 History of FCI’S Excellence 32

Figure - 04 Executive Board Of FCI 35

Figure - 05 Research Diagram 38

Figure - 06 FCI Talent Acquisition Process Diagram 42

Figure - 07 Survey Respondents by Age Groups 49

Figure - 08 Employment Tenure of Respondents At FCI 49

Figure - 09 Respondents by Country of Origin 50

Figure - 10 Recruitment Tools Employed to Attract Talents At FCI 50

Figure - 11 Selection Tools Employed to Onboard Talents At FCI 51

Respondent Experiences of The Interviewing and The 51

Figure - 12
Selection Process Arrangements
Respondent Experiences of The Induction and Day One 52
Figure - 13
Arrangements
Respondent Perception of Current Recruitment & Selection 53
Figure - 14
Process of FCI
Current Job Satisfaction and The Likelihood of 53
Figure - 15
Recommendation to Work for FCI Bd

xi
 CHAPTER-1:
INTRODUCTION
1.1 Background of the Study

“The secret of my success is that we have gone to exceptional lengths to hire the best
people in the world.” – Steve Jobs, CEO and co-founder of Apple.

According to a survey by Deloitte (2017), 83% of executives stated that talent acquisition
is important or very important. However, due to talent and skill shortage (Chambers et
al., 1998; Deloitte, 2017), talent acquisition becomes equally important as other
resources needed for strategy alignment. By acquiring talent from a pool of market, firms
are deriving valuable skills that have been established elsewhere hence saving the firms
to have further investment on human capital development (Lepak and Snell, 1999). As a
consequence, human resource (HR) department plays an important role to ensure that
companies acquire talents to meet the competitive advantage through its strategy (Delery
and Roumpi, 2017; Ordóñez de Pablos and Lytras, 2008).
Talent acquisition may provoke thinking that it is simply a synonym of the recruitment
and selection concept. However, according to Rivera (2011), talent acquisition
encompasses more than recruitment and selection alone. Talent acquisition considers all
the involved processes into attracting, selecting and hiring the new employees which
reach beyond the recruitment and selection practices. Talent acquisition “includes
elements of employment branding, outreach, networking, and relationship building with
potential candidate communities”. (Rivera 2011.) The report topic is focusing on the
relationship building with potential candidates, or otherwise networking and creating a
positive candidate experience of employer brand and its practices of the recruitment and
selection process. Theory on the positive candidate experience imposes that candidates
(as favored to customers) long for positive experience of the ‘product’ (in this case,
recruitment and selection process and employer brand). Therefore, employers must
understand the power of positive candidate experience: candidates are potentially a
source of referral, good or bad, now and in the future. (Astringer 2009; Crisping & Mehler
2011, 11; Kaiser 2009, 1.)
Talent acquisition is the process of planning, sourcing, assessing, hiring, and on-boarding
of qualified and talented individuals into appropriate positions in the organization. The
process applies to all types of employment relationships including full and part time
employees, contract employees, contingent staff, or outsourced worker relationships.
The focus of the process is on attracting talented workers to the organization. Acquiring
and retaining the best talent acts as competitive advantage, but it is equally important
and difficult to find the right person for the right job. The increased competitiveness in
the recruitment market has led to organizations spending more time, effort and resources
on developing their recruitment strategy. Talent acquisition is an important function
within HR, responsible for recruiting high quality people through various sources for
given job positions under stringent deadlines and cost constraints.
Recruitment a subset of the talent acquisition process is almost central to the human
resource management process and failure in recruitment can create difficulties for any

11
company including an adverse effect on its profitability and inappropriate levels of
staffing or skills. Better recruitment and selection strategies result in improved
organizational outcomes. Only a talent resourcing process that is well defined and well-
executed from start to finish yields consistent and compliant results which will in turn
yield a competitive advantage in the war for talent.
Given the importance of talent acquisition in the overall successful operations and growth
of any organization, this project is aimed at a study on the talent acquisition process at
FCI Bangladesh Ltd. The study also aims at benchmarking this process with the best
industry practices.
Benchmarking is the process of identifying, understanding, and adapting outstanding
practices from organizations anywhere in the world to help your organization improve
its performance." "Benchmarking is a highly respected practice in the business world. It
is an activity that looks outward to find best practice and high performance and then
measures actual business operations against those goals.
The purpose of this paper was to study the current talent acquisition process analyze
methods, sources of recruitment and selection procedure in the organization and identify
areas for improvement. The study examines and assesses the organization ‘s strategy for
recruitment and selection. The study also aims at understanding the extent of adoption
of best practices, implementation of new and innovative methods in recruitment and
selection and recommends improvements based on the information gathered.

1.2 Statement of the Research Problem

The research topic is talent acquisition process within specific stages in FCI Group
Bangladesh. The aim of the research is to analyze current talent acquisition process and
to provide improvement suggestions. The main Research Problem (RP) and Investigative
Questions (IQs) are formulated as follows:
Research Problem:
How FCI Group’s talent acquisition process can be improved?
Investigative Questions:
1) What is FCI’s current recruitment and selection process in selected stages?
2) How FCI’s selected recruitment and selection process stages were experienced by
the recently employed employees?
3) What are the major areas of concern with the current talent acquisition process?
4) What is the extent of adoption of best practices in talent acquisition process-job
analysis, recruitment strategies, selection technique, branding?
5) What improvement suggestions can be given to FCI Management?

12
1.3 Significance of the Study

At FCI, the biggest challenge is to align their talent acquisition policy with the changing
business trends. FCI's HR strategy focuses on providing an exceptional experience for
their employees, who are considered the company's greatest asset as they shape its
future. On average, FCI fills 20 officer-cadre vacancies per month at entry and
experienced levels worldwide, making it a significant challenge for HR to meet business
expectations while aligning with the company's vision and values.
To ensure business success, it is crucial to source and hire the right talent. This study aims
to provide solutions to mitigate problems in the recruitment process and increase the
selection process's success rate. The study proposes reducing the number of visibly
under or overqualified job applicants, maintaining a recruitment rejection rate under
10%, and hiring people whose skills align with the company's values.
The Ready-Made Garments industry's supply side requirements and technology impose
pressure on FCI to attract and retain the best talent. To achieve a healthy employee
retention rate, the study evaluates the effectiveness of various recruiting techniques and
sources for all job applicants, identifying areas of improvement to hire and retain top
talents

1.4 Objectives of the Study

The contents of this report were structured by focusing on some key objectives required
for the credibility and significance of this paper. The broad and specific objectives of the
study are stated below:

a) Broad Objective:
i. Identifying successful talent acquisition strategies and best practices in order to
assist FCI BD Ltd. to attract and retain the right talent.

b) Specific Objectives:
ii. Evaluate the effectiveness of FCI's current talent acquisition process to identify
areas for improvement and optimize the process.

iii. Analyze the talent market and competition enabling FCI to position itself as an
attractive employer and develop a targeted approach.

iv. Develop a comprehensive talent acquisition strategy aligned with FCI's business
objectives, culture, and values.

13
 v. Measure the impact of talent acquisition on business outcomes to continuously
improve the process and demonstrate its value.

1.5 Scope & Limitations

The scope of the study on talent acquisition process in a multinational company,

specifically FCI Group BD Ltd., involves analyzing the recruitment and selection methods
used by the company to attract and retain high-quality talent. The study aims to
investigate the various aspects of the talent acquisition process, including sourcing
strategies, job postings, applicant screening, interviewing techniques, and onboarding
practices. The study will explore the effectiveness of the current talent acquisition
process and identify areas for improvement. Additionally, the study will also examine the
impact of the company's organizational culture, employee branding, and diversity and
inclusion initiatives on the talent acquisition process. The findings of the study will
provide insights for FCI Group BD Ltd. to enhance their talent acquisition strategies,
attract and retain the best talent, and maintain a competitive advantage in the market.
The study was carried out under some unavoidable minor limitations which did not have
considerable effect on the result. For the smooth conduct of the study some issues were
assumed to be fact which seemed logical to the researcher.
Limitations:
The principle limitation of this research can be reviewed in the figure below:

Figure-01: Research limitations

The scope of the research is limited to the recruitment and selection process, specifically
from the application stage to the Day One stage. The recruitment planning and induction
phases were overlooked from the research as they were not within the key focus of the
study.
Also, some subsidiary limitations of the study include:
a) Limited access to data: FCI has a strict policy around sharing data, which can
limit the scope of the study. This could mean that the researcher may not be able
to access certain data points or may need to rely on secondary sources.

14
b) Sample size: Depending on the size of the MNC (Over 10,000 employees), it may
be difficult to gather a large enough sample size to draw meaningful conclusions.
This can limit the generalizability of the study.
c) Bias: FCI may have a vested interest in presenting their talent acquisition
processes in a positive light, which could lead to bias in the data. Additionally, the
researcher may have their own biases that could impact the study.
d) Cultural differences: As this MNC operates in multiple countries, cultural
differences in hiring practices may impact the validity of the study.
e) Time constraints: Conducting a thorough study on talent acquisition processes
can be time-consuming. However, due to time constraints, the researcher may
need to limit the scope of the study, potentially limiting the depth of analysis.

15
 CHAPTER – 2:
LITERATURE REVIEW

16
2.1 Talent Acquisition Through Recruitment and Selection

Human resources (HR) become a source of competitive advantage for a firm (Barney and
Wright, 1998) hence HR is demanded to simultaneously be strategic, flexible, cost
efficient, and customer oriented (Lepak and Snell, 1998). The firms need to manage its
human capital effectively through recruiting, training, and staff development (Wilkinson
and Leifer, 2007). The HR basic strategies are defined according to its elements from
system perspective (input-process-output) and two strategic foci of HRM namely
competency and behavior (Wright and Snell, 1991). The talent acquisition can be derived
by the use of both internal employees and external talents depending on HR architecture
in managing different types of employees (Lepak and Snell, 1999).
As per Chambers, Handfield-Jones, and Michaels (1998), a shortage of talent can impede
a company's opportunities for growth. The difficulty in attracting top talent has been
linked to a "war for talent" phenomenon, which is largely driven by a scarcity mindset
among talented individuals, as per Beechler and Woodward (2009). This issue has been
prevalent for two decades, with Murray (1999) highlighting the scarcity of qualified IT
professionals due to lengthy recruitment cycles. Beechler and Woodward (2009) classify
this as a result of transformational changes to the business environment, skills, and
culture. Furthermore, the global war for talent is affected by factors such as increasing
mobility, global demographics and economic trends, and diversity.
To address this obstacle, talent acquisition has emerged as a strategic approach within
the Human Resources department (Shruthi and Sarala, 2014). Its primary goal is to
acquire the best talents for available positions, considering both competency and culture
fit, as stated by Anita (2019). By tapping into a pool of competitive applicants that would
have otherwise gone unnoticed, talent acquisition aims to fill critical roles. While the
terms talent acquisition and recruitment are frequently used interchangeably,
recruitment is a subset of talent acquisition that has a different focus, according to Anita
(2019).
According to Anita (2019), recruitment and talent acquisition differ in their strategic
scope. Recruitment has a narrower focus and aims to fulfill the company's current needs
by finding suitable candidates for available positions. On the other hand, talent
acquisition has a broader definition and encompasses a strategic approach to identifying,
attracting, and selecting the best individuals with the right skills, knowledge, and attitude
to fill the appropriate roles in the constantly evolving business environment. This
includes various activities such as workforce planning, employer branding, managing
candidate relationships, and monitoring performance (ibid).
To provide an overview of the talent acquisition process, we need to initiate a discussion
of the theories related to recruitment and selection. Subsequently, the presentation on
the candidate experience theory is crucial as it illustrates the interconnections and
involvement of each step in the recruitment and selection process.
There are various definitions of the recruitment and selection process. According to
Pilbeam (2010, p.156), recruitment aims to attract suitably qualified candidates for a
specific position, while selection involves utilizing appropriate techniques and methods
to appoint a competent person. However, Anderson (1994 in Beardwell 2011, p.226)
views recruitment and selection as a single objective of an organization to align with its

17
strategic needs. Anderson acknowledges that these processes are interconnected, and the
distinction between them is vague.
Different theorists describe the recruitment and selection process in various ways, and
the author has selected two theories that are most relevant to the research focus. Pilbeam
(2010, pp. 156-158) presents recruitment and selection as a system consisting of sub-
systems. These sub-systems include attraction, reduction, selection, and transition, which
can be compared to inputs, processing, and outputs in a production plant. Inputs are
candidates, processing involves various recruitment and selection methods, and outputs
are the selected and rejected candidates. Table 1 illustrates these sub-systems.

Table- 01. The recruitment and selection sub-systems (Pilbeam 2010, 158.)
SUB-SYSTEMS ACTIVITIES
• Pre-recruitment activity - establishing a prima facie case for
recruitment; job analysis; consideration of the labor market
1. ATTRACTION
• Use of recruitment methods
• Responding to enquiries
2 REDUCTION • Filtering, screening and shortlisting
• Use of selection methods and techniques
3 SELECTION
• Making the appointment – offer and acceptance
• Pre-engagement process
4 TRANSITION
• Induction and appraisal

This system comprises four categories of interdependent sub-systems. For instance, the
outcome of a job analysis can influence the attraction of diverse candidate pools.
Similarly, poor candidate selection methods can lead to recruitment failure. Therefore, it
is critical to consider the quality and interdependence of each sub-system during the
recruitment and selection process.
In his book "Recruitment and Selection," Roberts (2005) offers recruiters comprehensive
guidance by detailing the practical aspects of each step involved in the recruitment and
selection process. Additionally, Roberts provides a user-friendly recruitment and
selection process flowchart that clearly illustrates the process. This depiction of the
process enhances its clarity and will serve as a valuable foundation for subsequent
sections of this paper.
According to Roberts (2005, 6-17), the recruitment and selection process involves ten
distinct steps, beginning with role analysis and ending with induction. The first two steps
involve defining the ideal candidate for the position, including their required skills,
competencies, and personality traits. Next, suitable methods of attraction and job posting
are identified. The candidate selection process comprises screening and short-listing
applications, conducting interviews, and assessing the chosen candidates, culminating in
the final decision. Candidates may be rejected at two different stages: during the short-
listing phase and after the final decision has been made. Roberts recommends that
reference checks be conducted prior to extending a job offer and signing an employment
contract. After the contract is signed, the monitor and review phase occur, where the
candidate's progress is evaluated to ensure their success in the role. The recruiting
manager is provided with necessary information to support the candidate's progress.
Finally, induction commences after the monitor and review phase.

18
Pilbeam and Roberts both agree that recruitment and selection should start with a job
specification and competency-based analysis, and end with the induction of a new
employee. However, Pilbeam breaks down the process into four sub-systems, each
consisting of a few separate tasks, whereas Roberts identifies many steps involved and
arranges them in chronological order.
The recruitment and selection process involves multiple parties. In larger organizations,
there is usually a dedicated HR department and professional recruiters who manage the
process. Line managers also play a crucial role in assessing candidate suitability for the
job and team. Small companies without the resources to hire HR specialists may opt to
engage a recruitment or consultancy agency. According to research by the CIPD, HR
specialists are primarily responsible for advertising jobs, making offers, and
administering the process, while line managers are more involved in screening and
selection. The decision-making process is typically a collaboration between HR
specialists and line managers. Only a small percentage of companies outsource job
advertising and screening to private recruitment agencies. (Roberts, 2005, pp. 30-31.)

2.2 Candidate Experience as a Concept and Its Importance

Candidate experience, as defined by Kaiser (2009, 1), refers to the perspective of

applicants and candidates who are involved in the recruitment and selection process. The
definition used in section 1.4, by Crispin & Mehler (2011, 11), describes candidate
experience as the attitudes and behaviors of individuals who aspire to work for a
company, towards the recruitment process, stakeholders, work, and the company itself
as a potential employer. To comprehend what candidate experience means, Kaiser
suggests examining a "series of touch points" that encompass the candidate experience,
which includes all interactions between the candidate and the company, such as company
websites, job postings, phone calls, interviews, assessments, and job offers.
Crispin & Mehler propose that identifying the start and end points of the candidate
experience can aid employers and recruiters in understanding which moments may
positively or negatively impact candidates. According to them, the candidate experience
begins when the applicant expresses interest in the company, which could be through
submitting a job application, making a phone call, or meeting at a career event. While
determining the end point of the candidate experience was challenging for the
researchers, they believe that it extends beyond the job offer acceptance stage, including
the on-boarding, introduction, and induction phase organized by the employer, as new
employees still have the option to withdraw from the job contract during this phase.
Therefore, the on-boarding process remains a part of the candidate experience. (Crispin
& Mehler 2011, 11.)
Based on three valuable articles (Astringer, M. 2009 “Is your organization ensuring a
positive candidate experience?"; Crispin & Mehler 2011 “What they say it is; What it really
is; and, What it can be"; Kaiser, M. 2009 “Improving the candidate experience: can you
put yourself in their shoes?”), employers and recruiters should not overlook the
significance of providing a positive candidate experience and the potential benefits it can
bring. These articles provide three compelling reasons why employers and recruiters
should prioritize the candidate experience.

19
Firstly, candidates who have had a positive experience during the recruitment and
selection process can become the company's best referral source. Additionally, the
internet provides an excellent platform for candidates to spread the word, good or bad,
about their experience on various social media websites.
Secondly, as Crispin & Mehler (2011, 11) argue, we now live in an experience economy,
where candidates (and customers) have just as much influence on outcomes as
employers. Candidates are also customers who desire positive experiences.
Lastly, Kaiser (2009, 1) emphasizes the possibility of an economy shift where there will
be too few candidates for too many jobs. For this reason, employers and recruiters should
develop their recruitment processes to ensure that all applicants and candidates have the
best possible impressions of the company and the stakeholders involved in the process.

2.2.1 What is a Positive Candidate Experience and How to Develop It?

According to Kaiser (2009), an employer's website and career site serve as the
candidate's second impression of the company, following a job advertisement or a chat
with a representative at a job fair. It is crucial that the company website conveys a
positive image similar to that presented in the job advertisement or by the
representative. Kaiser recommends investing time in building an effective career site
because research has shown that approximately 90% of individuals who visit the career
site never apply for jobs or alter their opinions. The functionality factor of the career site
is also an important matter to consider when developing the candidate experience. Kaiser
(2009, 1) encourages recruiters and the hiring managers to navigate their own websites
and career sites to see what kind of experience candidates are obtaining.
Kaiser (2009) recommends utilizing social media platforms for job marketing and
employer branding by implementing a marketing strategy and enlisting current
employees to share positive experiences and advertise job openings. Additionally,
companies should consider the frustration that candidates may experience when filling
out job application forms. Often, companies fail to inform candidates about the time
required to complete the application and whether specific documents are necessary.
Candidates typically assume the application will take 10 minutes, but it often takes more
than 30. Kaiser suggests informing candidates beforehand about the length of the job
application and providing the option to save their progress and return to the form later
for submission.
Astringer (2009) notes that recruiter responsiveness rates during the recruitment and
selection process are surprisingly low, despite responsiveness being one of the most
critical factors in the candidate experience. Communication touchpoints are essential
moments when a candidate interacts with an employer, making it crucial to ensure their
experience is as positive as possible. Positive candidate experiences can be achieved
through a recruiter's professionalism, including confirming receipt of the application,
updating the candidate on their application status, providing opportunities for
candidates to ask questions, informing candidates of their status after interviews, and
sending rejection letters that include feedback.
According to Kaiser (2009), organizations should not forget that the candidate
experience during the recruitment and selection process is influenced not only by the

20
hiring manager or recruiter, but also by other staff members, such as secretaries or
potential colleagues that the candidate may meet on company premises. As Kaiser puts
it, "every employee is a recruiter when they meet the candidate." It is therefore essential
to pay special attention to the way that staff members welcome, communicate, and
behave towards candidates, as this can greatly impact the candidate's experience and
perception of the employer.
It is important to remember that the onboarding or induction stage, which begins after
the job offer has been accepted, is a continuation of the candidate experience. To welcome
new employees appropriately, the start of employment must be organized well and
professionally. According to Kaiser (2009), on the first day of the job, the new employee
should receive a welcome card from the hiring manager, fellow employees, and the CEO
and should be assigned a mentor for the first 60-90 days. Additionally, it is advisable to
plan ahead for the first year of employment to ensure a high rate of employee retention.
Regular communication and recognition of the new employee are also suggested.
Kaiser (2009) suggests that implementing measurement tools, such as external surveys,
internal surveys, focus groups, and online feedback forms, can improve the positive
candidate experience of the company's recruitment and selection process. Using these
measurement tools for all types of candidates, including job applicant pools, rejected
applicants, and new hires, can increase positive candidate experiences. Organizations
should continuously look for ways to improve their recruitment and selection process.

2.3 Attracting Talent

Conducting a labor market analysis is crucial before publishing a job advertisement

across multiple recruitment channels. This involves identifying the availability, quantity,
and quality of potential candidates that can be attracted. Various recruitment channels,
such as industry employers, recruitment service providers, or advertisers, should be
explored for their suitability. Additionally, it is essential to have knowledge of potential
candidates' expectations and job search behavior. (Pilbeam 2010, 163-164; Gong 2003 in
Cascio 2011, 242; Roberts 2005, 92.)
Once the labor market analysis has been completed, the recruiter can begin to assess
various methods for attracting talent. The objective of using multiple talent attraction
strategies is to create a high-quality candidate pool from which potential employees can
be recruited. However, recruitment methods must be evaluated and selected in a manner
that ensures reasonable talent attraction costs. There are many ways to attract high-
quality candidates, as detailed in various sources. (Pilbeam 2010, 164-165.)
It is essential to exercise caution when selecting the most suitable recruitment methods,
despite the availability of numerous effective approaches. To ensure maximum
effectiveness, the recruitment method and job advertisement should be tailored to attract
suitable candidates and dissuade unsuitable ones from applying. (Roberts 2005, 94.) The
choice of recruitment methods typically depends on the job position level and the value
it offers to the organization. Furthermore, analyzing the cost versus human resources
availability relationship can aid in identifying the most cost- and resource-friendly
recruitment methods, as well as facilitate the evaluation of internal versus external
recruitment methods. (Beardwell 2010, 171.)

21
According to research by CIPD in 2009 (Pilbeam 2010, 179), the most frequently used
recruitment methods include corporate websites (78%), employment agencies (76%),
local press adverts (70%), professional journals (55%), and employee referrals (46%).
Social networking sites account for as little as 7%, but their usage is expected to increase
in the future, while radio and TV advertisements are the least utilized recruitment
methods (6%).

2.3.1 Advertising

It is common for companies to focus on the most effective and relevant methods of
advertising when it comes to recruitment. In the case of FCI, it seems that press media
advertising and other less popular methods were deemed irrelevant to their recruitment
practices.
Instead, the company likely chose to focus on internet recruitment and social media
recruitment, which are becoming increasingly popular in the digital age. These methods
allow companies to reach a wider audience and target specific groups of people based on
their online behavior and interests.
Internet Recruitment
Lievens and Harris (2003, 136) define internet recruitment as any method that heavily
relies on the internet to attract job applicants. However, this definition can vary
depending on a company's recruitment goals, preferred internet channels, and use of
internet recruitment. While internet technology can also be used for candidate
assessment, this goes beyond attracting applicants and will be discussed in Chapter 2.4
on selection methods. This section will briefly describe the usage of internet recruitment,
as well as its main advantages and disadvantages.
According to Veger (2006, 3), internet recruitment involves a two-way process of
attracting job applicants. One way is known as 'you-find-us', where employers post job
advertisements and expect potential candidates to proactively apply. The other way is
called 'we-find-you', where recruiters actively search for suitable candidates through job
boards and CV banks without necessarily advertising a specific job vacancy. Both
methods are commonly used in internet recruitment.

The internet provides a convenient tool for job seekers to access a large number of job
postings and apply to multiple jobs quickly, without having to send written paper
applications by mail to each company. In addition, the internet allows applicants to view
company descriptions and make informed decisions about whether they want to work
for a particular company.
From the perspective of an employer, internet recruitment is cheaper than print media
advertising, provides access to a wider pool of potential candidates, and is a time-efficient
method of attracting job applicants. As a result, organizations use internet recruitment in
various ways, such as job posting, job advertising, handling emailed and online
applications, and building their employer brand (Beardwell 2010, 171; Harris and
Lievens 2003, 134-135).

22
In addition to the advantages mentioned earlier, internet recruitment offers the
opportunity to promote the employer's brand and showcase the organization's up-to-
date profile, as well as assisting in handling a large volume of applications, improving
internal recruitment, and providing extensive company information. Despite its benefits,
internet recruitment also has several potential disadvantages that can complicate the
recruitment process. For example, the pool of candidates attracted is limited to those who
search for online advertised vacancies. Furthermore, internet recruitment often results
in a high number of applications, including non-targeted ones. Finally, exclusive reliance
on internet recruitment excludes potential candidates who do not have access to online
job search facilities (Beardwell 2010, 171).
Social Media Recruitment
The utilization of social media as a means of online job advertising and recruitment-
related purposes is becoming increasingly popular. Social media, or social networking
sites, are interactive platforms on Web 2.0, such as LinkedIn, Facebook, Twitter, MySpace,
and blogs. According to Pilbeam, Social Media serves two main purposes in the talent
attraction process. Firstly, it provides a means of communicating with potential
candidates online while promoting the employer brand. Secondly, it can act as a pathway
to obtaining relevant information about potential candidates. However, the latter
opportunity may potentially put employers at risk of violating non-discriminatory laws.
(Pilbeam 2010, 168-170.)
According to a 2009 DWP survey, 33% of employers are utilizing social media platforms
to expand their talent pool and establish connections with potential candidates.
Additionally, the survey found that 50% of the employers surveyed believe that job
seekers should allocate more time to building an online "personal brand" in order to
increase their chances of being hired.
The use of social media for recruitment purposes is anticipated to increase as employers
are eager to leverage the tools provided by social media to enhance online "employer-
employee" connections. Consequently, social media has the potential to become the "new
frontier" in talent acquisition. (Pilbeam 2010, 170).

2.3.2 Networking

According to Carrol et al. (1999, 237), networking refers to informal methods of

recruiting new talent, in contrast to the channels described earlier. The upcoming
paragraph on networking as one of the most widely used recruitment methods will
address various means of networking, including employee referrals, career events and
open days, and recruitment through educational institutions.
Employee referrals
Nowadays, employee referral has become a popular method of recruiting new personnel,
despite its origins dating back to 1918 as described in the John Lewis Partnership Gazette.
Employee referral refers to the use of current employees' networks to attract potential
candidates for job positions, with a financial reward offered to the referring employee for
suggesting a highly qualified candidate. As per the CIPD recruitment survey, 46% of the

23
750 employers surveyed were practicing employee referrals as a means of recruitment.
Employee referrals are also known as "word-of-mouth recruitment."

Employee referrals have several advantages and disadvantages. Among the benefits are
speed, cost reduction, and familiarity with the employer. The employer may also benefit
from such recruitment methods by assigning employees to oversee the socialization
process of the recommended candidate. However, the main drawbacks are that many
suitable candidates may not have been identified, and an employer may face allegations
of discrimination against other potential candidates. (Carrol et al. 1999, 237; Pilbeam
2010, 174.)
Career events and open days
Career events and open days are an employer's proactive approach to recruitment. These
fairs may take various forms, from casual company presentations to planned programs
that engage potential candidates in different aspects of the company. As these events
expose the company's image and require professional representation, the company must
carefully plan the program to make the best impression on potential applicants. From an
applicant's perspective, career events and open days provide an opportunity to become
familiar with a company without any obligation to become an active applicant. (Pilbeam
2010, 174.)
Recruitment through educational institutions
Recruitment through educational institutions typically occurs as a result of a partnership
between the institution and an employer seeking to hire students or fresh graduates.
There are various ways in which this type of recruitment can occur. For instance, an
employer may organize a recruitment fair at the premises of a college or university for
students. Alternatively, an employer can network with the institution's lecturers and
provide professional expertise in exchange for the lecturers promoting the employer to
students. (Pilbeam 2010, 173.)

2.4 Selection Methods

During the selection process, both suitable and unsuitable candidates are identified. The
type of selection method employed may vary depending on the level of the job position
being filled. For instance, assessment centers are typically reserved for management or
graduate positions rather than being used in every selection process. In this subchapter,
the concepts of screening and shortlisting will be briefly explained, followed by a
description of candidate testing methods including interviews, work sampling,
psychometric testing, and the use of assessment centers. The ultimate goal of the
selection process is to choose the best candidate for the job. It should be noted that this
subchapter will not delve into less common selection methods, such as graphology,
astrology, honesty tests, and polygraph tests, as they are deemed to be of limited practical
significance.
The selection process involves a standard sequence of steps, starting with an initial
screening interview and culminating in the final hiring decision. This process typically
consists of eight stages, including: (1) initial screening interview, (2) completion of the
24
application form, (3) pre-employment tests, (4) comprehensive interview, (5)
conditional job offer, (6) background investigation, (7) medical or physical examination,
and (8) permanent job offer. At each step, affirmative feedback is required for the process
to move forward, and each stage aims to increase the organization's understanding of the
applicant's background, skills, and motivation, providing decision-makers with more
information to make their final selection. Certain steps may be skipped if they do not
produce valuable data or are not cost-effective. Applicants should also be informed of any
specific screening procedures, such as credit checks, reference checks, or drug tests
(Decenzo & Robbins 2010, 156). Figure-2 illustrates the progression of these activities. Each
step will be explored in greater detail.

Figure - 02: The Process of Selection, Decenzo & Robbins, 10th/e, p. 157

2.4.1 Screening & Completion of Application

In today's economy, it is common for the demand for jobs to exceed the available
opportunity. This means that the number of job applications received is likely to exceed
the number of positions available. In such cases, the initial focus of the selection process
should be on screening and shortlisting. The main objective of these methods is to reduce
the number of candidates to a manageable level, which in turn allows for more rigorous
selection methods to be applied. This stage of the recruitment and selection process,
referred to as "reduction" by Pilbeam in his sub-systems model, is closely intertwined
with the other stages. Neglecting the reduction stage can have detrimental effects on the

25
entire process. However, there are situations where screening and shortlisting are not
necessary. For example, for hard-to-fill positions, the number of applicants may be small
enough to move directly to the next stage of selection.
The most commonly used method for screening job applicants is to assess their
application forms and CVs, with a usage rate of 98%. Nowadays, it is expected that
applicants will submit their CVs as part of the job application process, which recruiters’
value as it allows job seekers to demonstrate their ability to identify relevant information
related to the job. However, CVs have a drawback in that they only highlight the
candidate's strengths, and this is where the importance of standard application forms
comes into play. These forms are also commonly used for screening and typically
accompany the CV. Ideally, the application form should contain questions that are
relevant only to the specific job position. However, due to organizational constraints,
custom-made application forms are not always feasible. Both application forms and CVs
are used for administrative, reference, interview planning and scheduling, as well as
screening decisions. (Roberts 2005, 103-104.)
Other common methods of shortlisting candidates include telephone screening, biodata
checks, and automated screening. Telephone screening is often used for job applicants
who require customer service skills and frequent phone usage. Biodata checks involve
reviewing the candidate's biographical information to predict their future performance,
often for security purposes in fields like police departments or banks. Automated
screening involves using computer software to identify applications that match specific
selection criteria keywords, reducing subjectivity but potentially excluding candidates
who used different wording in their applications.

2.4.2 Pre-Employment Testing

Interviews
According to various sources (Beardwell 2010, 174; Pilbeam 2010, 195; Roberts 2005,
122), interviews are the most frequently utilized selection method. Pilbeam (2010, 195)
defines an interview as a social encounter between a job applicant and one or more
representatives of an employer, which personalizes the recruitment and selection
process. Interviews can involve multiple interviewers and may occur more than once
within the same selection process (Beardwell 2010, 174; Roberts 2005, 122-124). The
primary purposes of interviews include information exchange, screening, selection, and
providing a realistic job preview to candidates (Pilbeam 2010, 195; Roberts 2005, 122-
123). Although there are various interview designs, most selection interviews consist of
four essential components, including:
1) Initial contact and explanation of the interview program.
2) The interviewer asks questions and the interviewee responds with answers, and
other information.
3) The interviewee asks questions and the interviewer responds, and supplies
additional information.
4) Closing the interview and agreement on what happens next. (Pilbeam 2010, 195).

26
There are various categories in which interviews can be classified, including those that
are designed based on either the biographical layout or key competency-based questions
(Beardwell 2010, 174).
Another classification of interviews is based on three types: biographical, behavioral, and
situational, which can be combined into a single interview. A biographical interview
follows the chronological information on the application or CV, while a behavioral
interview asks about a candidate's past behavior at work. Behavioral questions operate
under the assumption that patterns of behavior remain consistent over time (Pilbeam
2010, 198). The aim of the situational questions is to view candidate’s ability to simulate
a job-related situation and solve the stated problem. (Beardwell 2010, 174-175, Pilbeam
2010, 198; Roberts 2005, 125-127).
Third category explains three approaches to interviews: one-to-one interview, panel
interview, and group interview. Panel interviews involve more than one interviewer, and
group interviews involve few candidates and one or more interviewers. (Pilbeam 2010,
196-197.) Last but not least, the interviews may be either unstructured or structured.
The latter form gives higher predictive validity, because they allow easier and more
consistent system of measurement of candidate’s competencies in relation to the pre-
specified job criteria. (Beardwell 2010, 174-175; Pilbeam 2010, 195-198; Roberts 2005,
125-127.)
Assessment centres
Assessment centres can be organized either by internal HR department employees or
external consultants. These centres involve a variety of psychological and knowledge-
based evaluations, and are commonly employed as a method for selecting candidates.
This process includes multiple evaluation tools such as interviews, group exercises,
presentations, work simulations, and psychometric testing, through which different
candidates are assessed. Compared to interviewing, assessment centres are more
objective since they involve multiple evaluators and the results are compared with other
candidate results from the same assessment. Assessment centres are often used when
hiring for managerial, supervisory, senior expert, or recent graduate positions. (Source:
Beardwell 2010, 176-177.)
Work sampling
Another selection method available to recruiters is work sampling, which allows
potential candidates to experience examples of the actual job they are applying for.
Through work sampling, recruiters can view the candidate's abilities and work
performance. Cascio (2011, 298-303) suggests a managerial work sampling approach
where the focus is on assessing the candidate's ability to do rather than their knowledge.
The design of each work sampling is unique to the job specifications. Work sampling can
be approached in two ways: reality and simulation. Cascio (2011, 299) considers work
sampling an attractive selection method because of its potential for high validity, lack of
bias based on race and gender, and substantially reduced adverse impact. Two studies
(Cascio 2011, 299) conducted in the United States, France, Spain, Portugal, and Singapore
confirmed that work sampling was rated as one of the top three favored selection
techniques by candidates.

27
2.4.3 Conditional Job Offer and Reference Check

After successfully completing each step of the selection process, job applicants are
typically given a conditional job offer, which is typically made by a representative from
the HR department. This conditional job offer is contingent on passing specific medical,
physical, or substance abuse tests. If the conditions of the offer are met, such as passing
the required tests, the offer will become permanent and the candidate will be officially
hired (Decenzo & Robbins 2010, 165).
Background Investigation
The confirmation of a candidate's background information and its use in making the
selection decision can be accomplished through reference checks. Typically, third parties
such as former employers, academic advisors, colleagues, or friends act as referees.
According to Beardwell (2010, 177), 90% of recruiters use reference checks. Cascio
(2011, 453) identifies four types of information that can be obtained through reference
checks:
• Employment and educational history;
• Evaluation of the applicant’s character, personality and interpersonal
competence;
• Evaluation of the applicant’s job performance ability;
• Willingness to rehire.
However, Armstrong (2006 in Beardwell 2010, 177) suggests that only factual
information holds importance, and referee evaluations on a candidate's personality
might not be reliable. Therefore, recruiters mainly seek information from referees
regarding the candidate's recent employment and absenteeism records.

2.4.4 Medical/Physical Examination

Decenzo & Robbins suggest a penultimate step of the selection process that may involve
the applicant undergoing a medical or physical evaluation. Physical assessments are
utilized solely to weed out candidates who are incapable of meeting the physical demands
of a job. For instance, firefighters are required to engage in activities that necessitate a
specific level of physical fitness. They must demonstrate their ability to perform tasks like
scaling a ladder, carrying a water-filled hose, or transporting an injured person. Specific
positions that mandate particular physical attributes may require a job-specific physical
examination, although these occupations comprise a small percentage of the workforce
today. (Decenzo & Robbins 2010, 167).

2.4.5 Permanent Job Offers

Once an individual has successfully completed the preceding selection steps, they are
deemed eligible to receive a job offer. The person responsible for extending the offer is
determined by several factors. For administrative reasons such as processing salary
information, maintaining Equal Employment Opportunity (EEO) data, and ensuring that

28
employment is not guaranteed, an HR representative typically makes the offer. However,
the HR representative's role should be restricted to administrative tasks only. The hiring
decision should be made by the department manager where the job opening exists. This
is important because the applicant will be working under this manager, and a good fit
between the boss and employee is necessary. Additionally, if the decision is flawed, the
hiring manager is solely accountable. Also, it is strongly recommended that unsuccessful
finalists should be informed promptly as a courtesy.

2.5 Third Party Recruitment Service Providers

If any organization’s existing HR Department is unable to close vacant positions with

suitable candidates; they may employ third party recruiters for the following
justifications;
According to a recent article in Forbes, organizations use third-party recruitment
agencies for a variety of reasons. One of the key benefits is the specialized expertise that
recruitment agencies can bring to the hiring process. These agencies have a deep
understanding of the labor market and can identify the most qualified candidates for a
particular role. Additionally, they have access to a wider pool of talent, including passive
candidates who may not be actively looking for a job.
Recruitment agencies can also save organizations time and money by handling the entire
recruitment process, from advertising the job to conducting initial interviews and
checking references. This allows organizations to focus on their core business activities
and minimize the time and resources spent on recruitment.
Another advantage of using a recruitment agency is confidentiality. Organizations may
want to maintain privacy during the recruitment process, particularly when filling senior-
level positions. Recruitment agencies can help protect the privacy of both the
organization and the candidates.
Finally, recruitment agencies can provide organizations with flexible staffing solutions,
including temporary, contract, or permanent placements. This allows organizations to
adjust their staffing levels as needed without incurring the costs of hiring and training
new employees. Overall, the use of third-party recruitment agencies can offer significant
benefits to organizations seeking to find the best talent for their needs.
The use of recruitment service providers has increased significantly since 2001, and there
are few types of such providers available (Beardwell & Holden 2001, 250; Pilbeam 2010,
172). According to Beardwell & Holden (2001, 249), the intensification in using
recruitment service providers is due to the growing trend of non-permanent job
contracts. Furthermore, recruitment service providers have clear advantages in
personnel recruitment and selection, which makes them an increasingly popular choice
(Pilbeam 2010, 172). Roberts (2005, 27) suggests that HR departments in organizations
have been downsized, turning them into "procurers" of services instead of service
providers. Volpe (2004, 1) offers a more practical reason for selecting recruitment service
providers, indicating that companies usually try other recruitment and selection methods
before resorting to such providers. Even if companies decide to use a recruitment service
provider, they may still consider using other methods in addition

29
2.6 Pre-engagement Process & Orientation

The period of time between accepting a job offer and starting at a new company is
referred to as the pre-engagement process by some sources. This process is also known
as transition, onboarding, pre-start, pre-boarding, or pre-Day One support, as stated by
Pilbeam (2010) and Stein & Christiansen (2010). However, there is a lack of research and
a precise definition of onboarding. To describe it, the author has referred to Wikipedia
(2010), which defines onboarding as the process of organizational socialization. This
process helps new employees acquire the necessary knowledge, skills, and behaviors to
become effective members of the organization. Stein & Christiansen (2010) have
presented a model of onboarding that includes four phases during the Year One: Prepare,
Orient, Integrate, and Excel. In this context, it is important to review the Prepare phase,
as it represents the pre-engagement process.
Orientation (Day One)
Although the tasks and processes during the pre-engagement process and the Day One
may seem similar in terms of information provided, their purpose is slightly different.
The pre-engagement process primarily involves providing external information about
the organization, while the Day One is when the new employee experiences the internal
view of the organization firsthand. Craig (2008) notes that the Day One can be a
challenging day for both parties, as the employee may feel nervous and uncomfortable,
while the employer must make a good impression by organizing a carefully planned
induction process and ensuring that the necessary IT technology is in place. According to
Craig, HR typically spends most of the Day One discussing basic matters such as health
insurance, hygiene, employment contract matters, and personnel benefits with the new
employee. Additionally, it is important to introduce the new employee to colleagues they
will be working with on a daily basis (Roberts, 2005).
Craig has recommended five rules that employers should follow to ensure that the Day
One is well performed:
1. Welcome the new employee(s)
2. Ensure that the IT needs are met and work properly
3. Plan the induction process carefully
4. Avoid information overload
5. Plan activities beyond Day One
(Adapted from Craig 2008, 31.)
According to Craig (2008, 31), these five guidelines are sufficient for providing a good
Day One experience for the new employee. Additionally, it's recommended to familiarize
the new hire with the organizational amenities, such as the cafeteria, parking areas,
restrooms, and company events.

30
 CHAPTER - 3:
ORGANIZATIONAL
PROFILE

31
3.1 A Brief History of FCI Group

FCI BD Ltd. is a preeminent entity in the Ready-Made Garments (RMG) industry of

Bangladesh, starting its operation the country in 1997 and subsequently attaining a
prominent status within the industry.
The enterprise's origins can be traced back to London in 1980, where it commenced
operations as a small factory producing the iconic Burberry trench and duffle coats. The
business experienced substantial growth, expanding its production capacity to include
other renowned brands such as Liz Claiborne, Jaques Vert, Windsmoor & Alexon. The
organization's offshore expansion began with the establishment of factories in Morocco
in 1992, followed by Bangladesh in 1997. From its inception, the company has been
renowned for producing high-quality garments, ranging from soft tailoring to structured
formal outerwear for global brands. FCI Group is widely recognized for its unwavering
commitment to maintaining the highest compliance standards, utilizing state-of-the-art
manufacturing facilities, and possessing world-class technical expertise. The excellence
of FCI achieved by years of tradition is illustrated in the following figure:

Figure - 03: History of FCI’s Excellence.

FCI Group has been operating in Bangladesh for over two decades, during which time it
has diversified its business operations. Currently, the group comprises six distinct
business units - FCI (BD) Ltd., Talisman Ltd., Alliance Stitches Ltd., and Helicon Ltd.,
Young International Weaving Ltd & Sartorial Ltd. With a workforce of more than ten
thousand, FCI Group is committed to providing equal employment opportunities to all.
The organization specializes in crafting and exporting superior-grade apparel for men,
women, and children, with an extensive assortment that caters to various market

32
segments encompassing tailored suit, jackets, chino pants, lady’s casual wear, skirts,
sweaters, dresses, and other clothing items.
Commitment to sustainability and ethical business practices is a key tenet of FCI BD Ltd.'s
ethos, and as such, the company employs eco-friendly production techniques,
complemented by various initiatives aimed at reducing its carbon footprint. The firm also
prioritizes employee welfare, ensuring that its workforce operates in a secure and
healthy environment.
FCI BD Ltd. enjoys a robust global footprint, supplying its products to multiple nations
worldwide. The company maintains long-standing relationships with its clientele and is
renowned for delivering high-quality merchandise within set timelines. By keeping
abreast of the latest fashion trends, FCI BD Ltd. can tailor its products accordingly,
ensuring its continued relevance within the fiercely competitive industry
The organization is currently preparing for a more aggressive expansion strategy as they
are aspiring to become the largest apparel manufacturer by acquiring more vertically &
horizontally integrate businesses to become a self-sustaining organization.

3.2 Vision and Mission Statement of FCI

Vision of FCI
“Incomparable Experience for Customers & People”
The vision of FCI is to provide an incomparable experience for both customers, employees
& the community it operates in. This means that FCI strives to create a positive and
inclusive work environment that fosters growth, development, and excellence. FCI also
aims to provide exceptional service and quality products to its customers, ensuring that
every interaction with the brand is a memorable one. Through its commitment to
excellence and a customer-centric approach, FCI seeks to be the leading entity in the
worldwide apparel manufacturing industry, setting the standard for others to follow.
Mission of FCI
"To become a leading company in our industry that is known for its integrity and
commitment to excellence. We strive to create a positive and equal work environment
that fosters trust, open communication, and encourages continuous learning and
development. We aim to be a company that inspires and motivates its team members to
achieve our common goals through hard work and dedication. Our focus is on delivering
superior quality and customer satisfaction by being effective communicators and always
following through on our promises. We aspire to create a culture where passion,
positivity, and simplicity are the key values that drive our success."

33
3.3 Operating Values of FCI

FCI Group adheres to six core values that are indispensable to their prosperity. These
values dictate the approach by which employees strive towards their objectives,
collaborate with one another, and ultimately experience the sense of affiliation with FCI.
Together, FCI’s core values are named “SPIRIT”. This value encompasses a set of qualities
that the organization strives to embody and promote in its employees, partners, and
stakeholders. Following table contains the breakdown of what each letter in "SPIRIT"
stands for:
Table – 02: FCI Values
FCI Values
No. Letters Values Behavioral Indicators
“- Taking charge of a situation with an entrepreneurial spirit
- Having a patient demeanor and deals with customers
positively
Support/
1. S - Being an effective communicator and listens to and
Service understands the client very well
- Follows up on your words and never goes back on your
promises with customer”
“- Passion over experience
- Making superior performance a habit
2. P Passion - Being consistent in delivering with superior quality each
time, every time
- Igniting the passion in self & others"
"- Making sure, what you say and what you do, are in
alignment
3. I Integrity - Courage to be the best in what we do
- Be positive and celebrate success
- Enjoy what you do and keep it simple"
"- Supporting an environment where everyone is treated as
equals
- Being responsible for upholding the image of the
4. R Respect organization
- Communicate fearlessly, have an environment of trust
- Encouraging feedback for self and using it for improving
performance "
"- Being open to learn and change
- Not making the same mistake twice - because second time
Continuous it's not a mistake, it's a choice
5. I
Improvement - Being focused on development of self and others
- Aligning organizational and individual goals to create
learning opportunities"
"- Motivating team members to successfully achieve the
common goal
- Work smart, play hard. You don't need a suit to be serious
6. T Team Work
- Always ready to offer the right assistance to colleagues who
are having difficulty with their duties
- Needs to inspire others to give their best on the job"

34
Together, these qualities make up the “SPIRIT” that FCI seeks to embody as an
organization. By living out these values, FCI aims to create a positive impact on its clients,
employees, and the wider community.

3.4 Organizational Structure of FCI

FCI follows a matrix organizational structure, which is designed to facilitate efficient

operations and decision-making processes. The matrix structure at FCI BD Ltd. is a
combination of functional and project-based structures. This means that the employees
work in both functional teams based on their areas of expertise, such as production,
industrial engineering, marketing, finance etc. and in project teams based on specific
projects or clients. The following organogram of FCI’s “Executive Board” illustrate its
matrix structure.

Figure-04: Executive Board of FCI

This structure enables FCI BD Ltd. to be flexible and responsive to the needs of its clients
while also allowing the company to efficiently manage its resources. Additionally, the
matrix structure promotes collaboration and knowledge sharing among employees,
leading to a more innovative and creative work environment. Overall, the matrix
organizational structure has proved to be effective for FCI BD Ltd. in managing its
complex collaborative operations of six large scale strategic business units (SBUs) in the
RMG sector of Bangladesh.

35
 CHAPTER–4:
METHODOLOGY

36
4.1 Research Design and Methods

This research employed both quantitative and qualitative approaches to data collection.
It was an explanatory study focused on a specific sample (see section 3.2) and involved a
combination of a quantitative survey and a focus group discussion. Saunders et al. (2003,
99) provide an example of how surveys and case study methods can be combined, with
subsequent steps supporting the chosen data collection methods of a quantitative survey
followed by a focus group discussion. The combination of data collection methods was
also chosen to utilize triangulation, which involves combining multiple methods to
ensure that key findings are well-communicated and interpreted correctly. Kaiser (2009,
6) suggested using a combination of surveying the intended population and conducting
focus group discussions to measure candidate experience and gain a deeper
understanding, which further supports the choice of combining data collection methods
in this study.
Company workshop were deemed the most effective data collection tool to address:
• Investigative Question 1.
A combination of quantitative and qualitative approaches, namely a survey and focus
group discussion, were utilized to address:

• Investigative Question 2,
• Investigative Question 3 and
• Investigative Question 4 Partially.
Interviews were chosen to answer:

• Investigative Question 4 Partially and

• Investigative Question 5
The research design diagram, illustrated in Figure 5, clearly depicts the relationship
between the research methods and Investigative Questions, as introduced in section 1.2
with the Research Problem and Investigative Questions. The remainder of the Research
Problem and Investigative Questions is presented below with the diagram.

37
Figure - 05: Research Diagram

As shown in the research design diagram, all five Investigative Questions has been
addressed by three distinct research method groups. The first group employed a
company workshops conducted with the HR Development Manager and recently
employed job incumbents at FCI. The second group, named Focus Group, involved two
stages: an online quantitative survey sent to a pre-arranged sample of employees, which
included closed-ended, multiple closed-ended, and a few open-ended questions; and a
semi-structured focus group discussion after survey analysis. The third method group,
named Third Party Recruiters, included structured interviews with three of the
recruitment partner’s representative of FCI.

4.2 Sampling Design

In this study, non-probability sampling was employed, specifically judgmental sampling

or purposive sampling. The selection of subjects was done with a specific purpose in
mind, and the primary source for the sample was the organization's HR Department. To
ensure appropriate and accurate results, representatives from all departments were
chosen to cover as many people as possible. The aim of this research was to explain
attitudes and behavior rather than quantify them in the population. As per Cooper and
Schindler (2010), qualitative samples do not need to be as large or statistically
representative as survey samples. Instead, the samples must be purposively selected to
capture the diversity present in the target population.
The sample size for the quantitative online survey was 50 employees. This sample
includes 10 expatriate (foreign) and 40 local employees. The sample size was compiled
considering all foreign employees who were recruited recently to set a clear cut-point.

38
The idea behind selecting recent employees for the research was to get opinions of those
who could best remember the recruitment and selection process.
A reasonable way to research the employee sample would have been to conduct a few of
focus group discussions and then analyze them comparatively (Kaiser 2009, 6). However,
the time and scale of the Master’s Project Paper were the main constraints for such
implementation. Therefore, only 1 focus group discussion was chosen to be executed.
According to Liamputtong (2011, 42-44), the recommended range for focus group
discussion participants is between 4 and 12 individuals. In this particular research, the
group discussion consisted of 5 employees who were selected based on 3 specific criteria.
These criteria aimed to maximize the value of the research tool, and included factors such
as:
• the length of employment at FCI,
• whether the employee was recruited from abroad or within Bangladesh,
• whether they were recruited directly by FCI or through other means.
Finally, two interview sessions were arranged; one with the existing employees of FCI &
another with the representative of Third-party recruitment partners of FCI.
Table - 03: Sampling Design
Particulars Number of participants (employees)
Sample Frame 503
• Online Survey: 50
Sample Size • Group Discussion: 15
• Interviews (2)
Sample Method Judgmental Sampling

Location Talisman Ltd (SBU of FCI Group), Dhaka Export Processing Zone
Managerial staff and officers who can project the accurate
Target Group
picture of the organization.

4.3 Research Variables

The independent and dependent variable of the research were:

a. Independent Variable: Talent Acquisition Process.

b. Dependent Variable: FCI’s method of acquiring talents through suitable sources

and employee’s perception of the credibility of FCI’s current talent acquisition
techniques.

4.4 Methods of Data Collection and Instruments Used

One company workshop was held at FCI headquarters in Talisman, DEPZ to address the
research problem and investigative questions 1. The meeting occurred on January 6th,

39
2023. Initially, the primary goal was to gather relevant information about FCI’S talent
acquisition process. Later during the workshop, I focused on more specific and detailed
questions. FCI’s Senior Talent Acquisition Executive was present to provide more
accurate information.
The research's IQ-2 and IQ-3 were addressed using an online survey and a focus group
discussion. The online survey's questions and layout were carefully reviewed before
being published and distributed to participants via their corporate email addresses. The
survey remained open for two weeks, beginning on Saturday, January 7, 2023, and
concluding on Saturday, January 21, 2023.
Interviews with existing employees of FCI was held at Talisman Ltd. on Wednesday, 01
February, 2023 with the group’s senior talent acquisition executive. Another session was
held online (zoom session) Thursday, March 16, 2023.
The aim was to obtain comprehensive insights into the organization's recruitment and
selection strategy. To achieve this, interviews were carried out with the HR team,
identifying several issues that require attention in the talent acquisition process. The
interview utilized a mix of structured and unstructured questions. The list of questions
was shared with the interviewees via email ahead of time, allowing them to prepare and
eliminating any surprises during the interview.

4.5 Data Processing and Analysis

The survey data was collected successfully and contained valuable open comments,
indicating a high level of interest and engagement among respondents which was later
analyzed using Ms. Excel. Out of the 50 participants, 15 expressed interest in participating
in the subsequent focus group discussion.
The Focus Group session yielded excellent results, with each participant getting an
opportunity to express their thoughts, share their experiences, and provide valuable
insights. The discussion had a relaxed yet intense atmosphere, with the attendees
displaying genuine interest in the subject matter and feeling pleased to contribute to the
enhancement of FCI’s global recruitment and selection process.
After conducting interviews with FCI employees, a process flow diagram of the talent
acquisition process was created. The process was thoroughly examined, and
recommendations were provided for improvement, including reducing the process lead
time. Additionally, the study aimed to benchmark the process against industry best
practices.

40
 CHAPTER – 5:
STUDY RESULTS &
FINDINGS

41
Chapter 5 is dedicated to the presentation and analysis of the results obtained from the
research conducted. The chapter is divided into three sections to provide a
comprehensive understanding of the findings and to answer the investigative questions.
Section 5.1 portrays FCI Group's current talent acquisition process and provides an
answer to Investigative Question 1 (IQ 1).
In section 5.2, the focus group results are presented, which provide answers to IQ-2, and
partially to IQ-4. Section 5.3 reports the outcomes of the interviews conducted with Third
Party Recruitment Partners providing answers to IQ-3 and partially to IQ-4. Section 5.1
and 5.2 both combined answers to IQ-5.

5.1 Talent Acquisition Process of FCI Group BD Ltd.

Chapter 2's theoretical framework characterizes recruitment and selection as an

extensive procedure that involves numerous stages and steps. Similarly, FCI's
recruitment and selection process shares similar length and steps. Both internal and
external recruitment processes are utilized by FCI, and no separate process is conducted
for international recruitment. As for the practice, FCI primarily follows an in-house
recruitment and selection process and supplements it with a few external sources to aid
in talent attraction and evaluation.

Figure – 06: FCI Talent Acquisition Process Diagram

On page 33, Figure 6 illustrates FCI’s recruitment and selection process. The top row of
the figure outlines the different stages of the process, including manpower requisition
and vacancy announcement & application. The Second row depicts candidate
assessment & selection and finally, validation & onboarding. The process involves
42
participants from the concerned departments and HR Development team, each
responsible for specific tasks to advance the process. The arrows indicate the sequence
of tasks, starting with raising the approved manpower requisition from the concerned
department. The next process is then the commutation of vacancy in suitable job
advertisement channels. Candidates can then submit applications either through job
advertisement circulated through BDjobs, LikedIn and other social media websites. After
pre-screening the applications, selected candidates are invited for an interview.
The validation and selection stage begin with the first interview and potential written
test. Following the initial interview, the final interview and suitability assessment is
arranged. The onboarding stage begins with employment offer communication and
concludes with the arrangement of the induction program.
The following sections will dive into the details of the recruitment and selection stages
that are being followed by FCI Group. The subsequent sections will provide a more in-
depth analysis of each stage, highlighting its significance in the recruitment process and
the ways in which it can be optimized for successful outcomes.

5.1.1 Manpower Requisition

Human Resources Development Team (HRD) plays a vital role in the annual manpower
planning process, which kicks off by July of each year in consultation with the respective
department heads of each business unit. The Talent Acquisition Team then prepares the
annual sourcing plan, in line with the budget, including an active and proactive
recruitment plan that involves visiting universities, job fairs, and career festivals. It is
important that the Annual Manpower Planning and Forecasting and Recruitment budget
is completed by August 30th every year.
The company's HR department follows a meticulous process to ensure fairness and
equity in the salary structure for all employees. When an employee is being replaced, the
HR Services team matches the salary structure of the new employee with that of the
outgoing one to ensure consistency and fairness. However, when a new position is being
created, the average salary structure is offered to the new hire.
Once the salary structure has been finalized, the HOD-HRD takes the initiative to get the
approval of the senior management for the signing process. If the new employee is a
replacement, the HOD-HRD seeks approval from the CEO and Director. On the other hand,
if it is a new position, the CFO, CEO and Director are all involved in the approval process.
This process ensures that the company maintains its commitment to equitable and fair
compensation practices, while also keeping its senior management informed and
involved in the decision-making process. The Chief Executive Officer (CEO) of FCI Group
must approve all requisitions, while Chairman’s approval is necessary for any non-
budgeted or new position. The requisition should come with a marked and approved
organogram, along with the resignation letter.
Effective manpower planning ensures that the organization is well-staffed with the right
talent, while also preventing overstaffing and underutilization of resources. By following
a systematic and well-defined process for recruitment and requisition approvals, FCI
Group can attract and retain top talent, drive business growth and achieve its strategic
objectives.

43
5.1.2 Vacancy Announcement & Application

After completion of signing process of employee request for, the talent acquisition team
then triggers the subsequent recruitment and selection process.
FCI, being a company with a constant focus on expanding its workforce, has implemented
an effective talent sourcing strategy by utilizing various channels. The company
recognizes that the key to success lies in having the right people on board, and therefore,
uses several channels such as
▪ BD Jobs,
▪ LinkedIn,
▪ Internal Referrals,
▪ Social Media, and
▪ Third Party
for sourcing potential candidates. Once the applications are received, the HR team
thoroughly screens the CVs to identify the most suitable candidates, and shares them with
the relevant department for the final shortlisting. In order to ensure that the screening
process is thorough, the HR team may also conduct an initial screening through phone
calls to check if the CV matches the requirements of the job. This not only saves time, but
also helps the company identify the most deserving candidates for the interview process.
After the shortlisting process, the HR team coordinates with the departments to arrange
the interview dates as per their convenience. FCI's meticulous approach towards talent
sourcing reflects its commitment towards hiring the best candidates and strengthening
its workforce.
In order to ensure a streamlined and efficient recruitment process, FCI has set formal lead
times for sourcing, selecting, and onboarding candidates.
▪ For fresher's recruitment, the lead time is set at 15 days
▪ For positions that require experience, it is extended to 45 days
▪ However, for any critical position, the lead time is set at 90 to 120 days to allow
for a thorough search and selection process
It is important to note that these lead times are calculated from the day of final approval
of the requisition and may be subject to change based on various factors.
While the channel of sourcing may vary depending on the position, the Talent Acquisition
Team is responsible for finding the most optimal and cost-effective sourcing channel. This
team uses both online and offline platforms to publish job advertisements and utilizes
their own resources to source for suitable candidates. However, for critical positions, the
team may opt for an executive search company to ensure a thorough search and selection
process.
It is worth mentioning that the lead time for recruitment may be shortened or lengthened
depending on various factors such as the requirements of the business unit/department,
the ability of HR to supply candidates, and the notice period of candidates from their
current employer. FCI's commitment towards a thorough recruitment process reflects its
dedication to hiring the best candidates for each role and strengthening its workforce.

44
To ensure that candidates are able to attend interviews at their convenience, candidates
receive a formal invitation in advance that includes the date, time, and location of the
interview, along with any necessary instructions or guidelines.

5.1.3 Assessment & Selection

Candidate Evaluation
For officer-level and above positions, the Group Human Resources Department oversee
the selection process. Each interviewer/assessor completes an ‘Candidate Evaluation
Form’ (Attachment-2) for every candidate interviewed, and rejected candidates will not
be able to apply for the same position for at least 01 year, or for any other position for at
least 06 months.
Written Test
From officer to deputy manager positions, the Talent Acquisition Team administers an
Aptitude Indicator Test that includes both general and technical assessments related to
the role.
Two-Phase Interview Process
Once the initial screening has been completed, the Talent Acquisition Team and a
department representative conducts a preliminary interview of the shortlisted
candidates.
Candidates successfully advancing trough the preliminary interview are referred to the
final interview, which be conducted by the Requesting Departmental Head, HR General
Manager, and in certain cases, the Chairman or COO (for positions above GM).
Salary Negotiation
After the final interview, the selected candidates are offered salary and benefits package
based on the general salary and compensation structure of the company which is
reviewed each year depending on the cost of living increase for the particular period.
Employment Offer Letter Communication
FCI HR Development team sends out employment offer letters to candidates who have
been selected for the vacant positions in the company. These letters serve as a formal
communication to the selected candidates and outline the Intent FCI BD Ltd. to employ
them at the agreed-upon date. The offer letters include information such as the job title,
start date, and other relevant details that are important for the candidates to know before
joining the company.
The employment offer letters from FCI are carefully crafted to ensure that the selected
candidates fully understand the terms and conditions of their employment.
The selection process at FCI is rigorous, and only the most qualified candidates are chosen
for employment. The company values its employees and strives to create a positive and
inclusive work environment where everyone can thrive. Therefore, the employment offer
letters from FCI are a representation of the company's commitment to excellence and its
desire to attract and retain top talent in the industry.

45
Regret Message
Finally, the Talent Acquisition Team notifies unsuccessful candidates that they were not
selected and offer their regrets upon the successful candidate's joining.

5.1.4 Validation and On-boarding

Reference Check and Documents Verification

On the day of each candidates joining, appointment letter is issued on the verification of
all the educational and professional certificates and feedback provided by the referees
during the reference check process. The HR Services Team conducts a thorough reference
check of al-least two referees utilizing the Reference Check Form. Business units or
departments have the option to request an in-depth reference check, while for certain
essential positions, the HR department must conduct a background check using external
professional firms, if deemed necessary. The general steps followed regarding the
reference check are briefly discussed below:
• Declaration Form: The authority for background check is attained by taking
signature of the selected candidates in the declaration form by the company. The
form is given in Attachment 4.
• Employment Records Verifications: Final selected employees’ employment
with the listed companies, including dates of employment, position held and
additional information available pertaining to performance rating, reasoning for
departure and eligibility for rehire. This verification will be run on the past two
employers or the previous five years whichever comes first.
• Referral Verifications: Calls or emails are placed to each individual listed as
references by the applicant to check ethical & integrity standard checking,
relationship with peers in the organization. If the given referee doesn’t respond
within 3 working days, alternative referee information details are requested from
the final shortlisted employee.
• Certificate Verifications: Degrees / diplomas obtained by the final selected
employee including claimed educational institution including the years will be
verified.
• Real time NID/Birth Certificate Verification: The final selected employees’
NID/Birth Certificate are verified through cross checking from Election
Commission/ICT Division using api.porichoy.gov.bd.
• Third Party Involvement: The reference check procedure of a final shortlisted
candidate is usually undertaken by the company but in certain cases FCI may
involve a third-party company to do the reference check.

Guidelines for Appointment

Once a decision on the selection process is finalized, the HR department prepares a
comprehensive salary proposal for approval by the COO. This proposal will consider
several factors such as internal equity, the candidate's current remuneration and
expectations, and the job's market value. The HR Development team conducts salary
negotiations on behalf of the company.

46
Once the salary proposal is approved, the selected candidate will be offered an Offer
Letter. However, before the candidate is asked to join, the company requires the
candidate to undergo a medical fitness test by a medical practitioner approved by the
company. Additionally, the candidate must be at least 18 years of age.
Upon joining, the HR department must thoroughly verify all relevant documents,
including education and experience certificates, proof of the last salary drawn, etc., which
the candidate had submitted at the time of application.
After the verification process is completed, an Appointment Letter in the prescribed
format must be issued to the candidate by an authorized person from the company. The
new employee must sign a copy of this letter as a token of their acceptance of all the terms
and conditions of their employment. In cases where specific terms of appointment are
agreed upon, they will take precedence over the general Service Conditions.

Creation of Personal File with required documents; HRIS Database update

After receiving all the required documents, the new joiners’ personal file will be prepared
by the HR Development Team and maintain the information in their records. The general
composition of employee’s personal file at FCI includes the below mentioned documents:
Personal Information and Details Sheet
(PIDF), Nominee Form, CV, Past
Organization Experience Letter,
Performance Evaluation Form,
After Joining and during Service
Confirmation Letter, Increment/ Special
Increment letter, Promotion Letter, Show
Cause/ Warning Letter (if any), Copies of
Certificates
Resignation Letter, Exit Interview Form,
Final Settlement Details, Provident
After Separation
Withdraw Application, Experience
Certificate of FCI

All employee’s data are maintained digitally as well using dedicated HRIS ERP
“KORMEE”. Employees general information, daily attendance and leave status are
generally maintained with the help of this HRIS Software.
Ensuring Company Facilities
▪ Identification and visitor's cards: After receiving all necessary paperwork, the
employee will receive a new ID card that will serve as his official business
identification. If required, a visiting card will also be issued. The HR Team is in
charge of supplying visiting cards and ID cards.
▪ Payroll Account: For the new hires, a new salary account will be opened by
providing letter of intent (LOI) from FCI with banks maintaining financial
partnership with the company.
▪ Email Account, Laptop/Desktop, and SIM Card: A request form for the new
employee's laptop or desktop, email address, and SIM card will be sent by the HR

47
 team to IT. After that, the IT department will give the new employee a new laptop
or desktop, a new SIM card, and a new email account.
Induction
For new hires, the Talent Acquisition Team creates an orientation program that lasts for
two days. The new employee will gain a complete overview of the business, office
locations, departments, and will participate in an introductory episode with other
employees during orientation.

Table - 04: Sample induction program plan of FCI.

5.2 The Focus Group Analysis – Survey Results & Group Discussion

The focus group's data presentation and analysis adhere to a specific structure. The
survey data is first analyzed and interpreted for better comprehension. Next the
information collected from the group discussion held at FCI is analyzed, evaluated and
finally narrated.
Six (6) distinct themes comprise the presentation and analysis of the survey results. Both
the data description and analysis are carried out at once. Attachment -1 includes survey
questions for the Focus Group to collect and analyze data.

5.2.1 Profile of the Workforce and its Demographics

The chosen sample, as previously stated, comprised of 50 employees from FCI’s

Bangladesh operations. Out of which 40 employees are of Bangladeshi origin; 6
employees are Sri-Lankan, 3 employees are Indian and 1 is Turkish.

48
In the survey, the male respondents accounted for 96% of the total, while the female
respondents made up 4%. The largest proportion of participants fell within the age range
of 26 to 35 years, comprising 75% of all respondents. Additionally, 25% of the
respondents were between 36 and 59 years old. The figure provided illustrates a more
detailed breakdown of the respondents by age groups.

Respondents by Age Group

50-59
41-50
Age Group

36-40
31-35
26-30
21-25
0 5 10 15 20
Frequency

Figure - 07: Respondents by age groups

Prior to joining FCI, the majority of respondents had between 2 and 5 years of work
experience. 40% of the respondents were made up of them. About 19% of the
respondents had more than 5 years of work experience, while 31% had less than 10 years.
The remaining 10% of the respondents were recruited as fresher. The tenure of
employment for the respondents at FCI is illustrated by the graph below.

Employment Tenure of the Respondents at FCI

19
Number of Respondents

13
11
7

0-6 Months 6-12 Months 01- 02 Years Over 02 Years

Figure - 08: Employment Tenure of Respondents at FCI

Except for two, all other respondents were directly recruited by FCI’s Talent Acquisition
Team. A recruitment partner was used to find the rest 02 respondents. 12% of the
employees were hired from Sri-Lanka, 06% from India and 02% from Turkey. The rest
80% were hired locally within Bangladesh.

49
 Respondents by Nationality

Turkey
India
Sri-Lanka
Bangladesh
0 5 10 15 20 25 30 35 40

Figure - 09: Respondents by country of origin

5.2.2 Tools for Recruiting and Learning about the Position

The job postings on BdJobs and employee referrals were cited as the most popular
sources by respondents as the ways to learn about job openings. LinkedIn and FCI’s own
website were shown to be another extremely popular tool. The social media platforms
such as Facebook was cited as somewhat useful.
Figure - 10 presented below illustrates the correlation between different recruitment
tools employed to acquire knowledge about the job, along with the respondents' provided
answers. In this instance, social events and Social Media platforms, with the exception of
LinkedIn and Facebook, were not favored channels for obtaining information about the
job.
Frequently Used Recruitment Channels From Employees
Bdjobs
3rd Party Head Hunters
Employee referrel
FCI Website
LikedIn
Facebook
Career Events
Twitter
Other Sources
0 5 10 15 20 25 30

Figure – 10: Recruitment Tools Employed to Attract Talents at FCI

5.2.3 Selection Tools and Interviewing Process Experienced by Employees

To address this topic, participants were requested to indicate the tools they encountered
while going through the recruitment and selection procedure at FCI. Furthermore, they

50
were asked to assess their overall impressions, experiences, and opinions regarding the
interview arrangements and the selection process.
Every respondent was interviewed by the Line Manager and Respective Department
Head. Additionally, common selection tools frequently encountered included interviews
conducted by HR department representatives, Written test (for entry to mid-level jobs),
Telephone screening, and Group presentations (for jobs offered to fresh graduates).
Depending on the specific requirements of the recruitment process, occasional utilization
of tools such as the OPQ (Occupational Personality Questionnaire), Suitability
Assessment, and Online interviews were observed. It is worth noting that two
respondents underwent an interview conducted by an Agent (from recruitment
partners).
Selection Tools Typically Experienced by Candidates at FCI
Suitability Assessment
OPQ
Group -work
Written test
Online interviews
Telephone screening
Interview with HR representative
Interview with line managers
0 10 20 30 40 50

Figure – 11: Selection Tools Employed to Onboard Talents at FCI

Figure 12 illustrates the perceived quality of interviewing arrangements and selection

process encountered by employees at FCI. The survey allowed respondents to choose
among Five options for each statement: strongly disagree, moderately disagree, neutral,
moderately agree, and strongly agree to highlight potential weaknesses in the selection
process.

Employees Feedback on FCI’s Recruitment & Selection

Process

5. I was keen to call and ask about my status…

4. I was informed regularly about my status…

3. The interviews were organized professionally

2. Job advertisement described the vacant…

1. My opinion about FCI was positive

0 10 20 30 40 50

Strongly disagree Moderately disagree Neutral Moderately agree Strongly agree

Figure – 12: Respondent experiences of the interviewing and the selection process arrangements

51
The most notable aspects of the experiences were positively highlighted in the 1st, 2nd and
3rd statements. Statements 1, 2 and 3 were completely devoid of any negative feedback.
The potential areas of weakness were identified in the 4th and 5th statements. Overall, the
respondents had highly positive experiences with the interviewing and selection process
arrangements, as evidenced by an average rating of 4.20 out of 5, equivalent to 84%
positivity.

5.2.4 - Employee’s Impression of the Induction Program

All 50 respondents have provided with their opinions, experiences and impressions of
the Day One and the Induction arrangements. The contrast of the respondent’s answers
is depicted below in the Figure 13 ranging from disagree to agree.

First Day Impression of Employees at FCI

6. IT tools needed for the job worked properly…

5. I felt welcomed warmly to FCI after the 1st…

4. I was introduced to the core colleagues that I…

3. The amount of the information received in the…

2. The information received on the 1st day was…

1. The Induction Program was organized well.

0 5 10 15 20 25 30 35 40 45 50

Agree Disagree

Figure - 13: Respondent experiences of the Induction and Day One arrangements

The 1st, 4th and 5th statements regarding the arrangements of induction program,
employee introduction and feeling welcome at FCI after Day One received the most
positive feedback. However, there were some opinions and experiences that deserve
more attention. Many of the respondents expressed dissatisfaction with the delay to
receive tools of trade (office equipment, mail account, IT equipment) and also the
malfunctioning of IT tools since the first day. Overall, the evaluation ratings were
relatively high indicating an 82% positive response.

5.2.5 - Overall Feedback About the Recruitment and Selection Process

The impression that FCI’s recruitment and selection process was smooth, simple,
straightforward, quick, and professional was not unanimous. A small percentage of
respondents (15%) offered constructive feedback on the process. Specifically, 05
respondents felt that the career path and goal-setting discussions were missing during

52
and after the recruitment and selection process. Some respondents (20%) felt that the
process was not entirely smooth due to unresponsiveness and the need to take initiative
for various matters. Additionally, 10% of the respondent found the entire process to be
excessively long and had contemplated applying elsewhere as a result.

The remaining majority of respondents (55%) did not provide any comments on the
recruitment and selection process.

Perceived impression of FCI's Recruitment & Selection Process

No Comments

Was Lenthy and Buracratic

Needs Constructive Improvements

Not Entirely Smooth

0% 10% 20% 30% 40% 50% 60%

Figure – 14: Respondent perception of current recruitment & selection process of FCI

5.2.6 Current Job Satisfaction Level of New Hires at FCI

The opinions of all 50 respondents were gathered to evaluate their satisfaction with their
current job positions and whether they would recommend employment opportunities
with FCI to their friends or previous colleagues. The results have been analyzed and are
visually presented in the bar chart below.

Job Satisfaction Level of New Employees

20% 80%
Satisfied with Current Job

15% 85%
Likelihood of Recommendation

0% 20% 40% 60% 80% 100%

No Yes

Figure – 15: Current job satisfaction and the likelihood of recommendation to work for FCI BD

53
According to the data presented in the charts, it can be observed that the majority of
respondents, accounting for 80%, expressed satisfaction with their current job position.
Conversely, a smaller but alarming portion of respondents, specifically 20%, indicated a
somewhat or highly negative level of satisfaction. The survey results regarding the
likelihood of recommending FCI as an employer to their friends and colleagues were
comparable to the satisfaction ratings for the current job position. Specifically, 85% of
respondents stated that they would recommend FCI, while 15% expressed that they
would not. Both the positive comments providers and negative comments providers
about FCI’s job environment, highlighted the reasons why they would recommend it as a
favorable workplace or communicate negatively to others about FCI. The table below
displays a comprehensive list of these positive and negative remarks.
Table – 05: Employability feedback from new employees

Reasons for recommending FCI
❖ Fantastic place to work
❖ Job security
❖ International atmosphere
❖ Industry leading compensation
and benefits package
❖ Good working environment
❖ Interesting assignments
❖ Professionally challenging
❖ Fully subsidized breakfast, lunch
and snacks
Reasons for discouraging others about FCI
❖ Too much work pressure
❖ Declining Work-life balance
❖ Bureaucratic Administration
❖ Conservative mindset of top
management
❖ Inadequate Transportation Facilities
❖ Remote Work Environment
❖ Job based salary disparity

5.3 Interviews with Third Party Recruitment Partners

The comparative analysis of Interviews with Recruitment Partners “Grow & Excel” and
“Human X” focuses on four (04) distinct yet interconnected themes. In this section, the
presentation and interpretation of the results are conducted simultaneously after
interviewing the recruitment partner’s representative along with the presence of FCI
Group HR Development officials.

5.3.1 Candidate Search

Both agencies partnering with FCI employ two primary methods to search for potential
candidates: utilizing their own resources and advertising job positions through various
marketing channels. When searching for candidates, both agencies rely on their local CV
databases and engage in headhunting when necessary. “Grow & Excel” goes a step further
by leveraging the professional social platform LinkedIn and collaborating with other
agencies to access additional CV databases and banks. “Human X”, on the other hand,
utilizes their global CV database to expand their candidate search. “Human X” has a
dedicated team of professionals who provide consultation on where to place

54
advertisements to attract the desired candidates. Moreover, both agencies select different
combinations of advertising channels based on the specific job position.

5.3.2 – How the Recruitment Partners Assess FCI’s Manpower Needs

Theme 2 focuses on comprehending the requirements of the client, including their

business, environment, specific job position needs, as well as their culture and values
from the recruitment partner’s viewpoint. “Grow & Excel” utilizes secondary sources
such as the client's homepage, brochures, and media to gain a general understanding of
the client's industry, customers, and competitors. Both agencies emphasize the
importance of meeting the hiring manager in order to grasp the client's needs. The
following direct quotes serve as examples of this essential aspect:
"Meeting the hiring manager is a must for us. It's through this interaction that we can delve
deeper into understanding the client's business and gather valuable information, especially
when we're dealing with a new company." (Representative of “Grow & Excel”, February 13,
2023)
"It's essential for us to allocate time to communicate with the client prior to the interview
or assessment. This allows us to thoroughly discuss the role, set expectations, and
understand the client's perspectives on the ideal candidate." (Representative of “Human X”,
May 12, 2023)
According to both the agencies, meeting the hiring manager provides crucial insights into
the type of person and team player the client is seeking. Both agencies prioritize analyzing
the client's job descriptions. “Human X” specifically emphasizes investing sufficient time
to fully grasp the requirements of the vacant position. Understanding the client's
company culture and values that are deemed essential before commencing recruitment.
“Grow & Excel”, verifies the hiring manager's perception of the client's company culture.
In contrast, “Human X”, takes a proactive approach by engaging with individuals beyond
the hiring manager, such as colleagues, team assistants, and even relevant customers.
“Grow & Excel” acknowledges that their recruitment process may take longer due to the
time dedicated to understanding the client's company culture.

5.3.3 Cooperation Development with FCI

According to both agencies, the collaboration process with FCI has been positive, typically
smooth, and characterized by overall success. Both recruitment partners acknowledge
the expertise of FCI's HR personnel in providing the necessary information to the agency.
On the other hand, “Grow & Excel” highlights the ease of communication with FCI's staff,
particularly noting that the company culture at FCI allows for direct and straightforward
questioning. As a representative from “Grow & Excel” stated on February 12, 2023, "The
company culture at FCI is quite open, which enables us to ask questions directly."

55
Both agencies expressed their satisfaction with the opportunity to enhance the value and
effectiveness of cooperation with FCI by offering improved recruitment solutions and
additional services. For example, “Grow and Excel” is willing to go beyond research and
conduct interviews with all candidates before providing recommendations, as well as
perform psychological assessments. “Grow and Excel” believes that conducting candidate
interviews would save time for the hiring manager and lead to faster delivery of results.
Furthermore, “Human X” is eager to assist FCI's HR Development department in
managing incoming job applications. Given FCI's strong employer brand, Human X”
assumes that a high volume of job applications, especially open applications, are received
regularly. Therefore, “Human X” proposed to take over the responsibility of reviewing
and organizing these applications, optimizing their utilization when searching through
FCI's own CV registers.

5.3.4 Expatriate Recruitment Aspects

Both agencies agree that international recruitment significantly differ from regular
recruitment processes, and the distinction in treatment between foreign and local
candidates can be massive to moderate. There are a few important aspects that agents
must address when dealing with international recruitment: the validity of foreign
education and cultural alignment.
For “Grow & Excel”, verifying the validity of a candidate's foreign education is crucial.
Ensuring that the candidate's qualifications are recognized and accepted in the relevant
context is an important consideration.
On the other hand, “Human X” emphasizes the significance of foreign candidates
understanding the implications of relocating to Bangladesh. The agency places great
importance on discussing the Bangladeshi culture with candidates in a way that allows
them to comprehend what they would be stepping into. As a representative from “Human
X” stated on May 12, 2023, "We talk to the candidates about the Bangladeshi culture in a
way that they would understand where they would be coming to... Those who would be
moving to a new country might always have wrong expectations, too high expectations."
Overall, both agencies also acknowledge that international recruitment necessitates
increased vigilance and careful deliberation compared to local recruitment processes.

56
 CHAPTER - 6:
CONCLUSIONS &
RECOMMENDATIONS

57
6.1 Conclusion

In conclusion, FCI’s Talent Acquisition process exemplifies a systematic approach that

encompasses all essential steps for attracting, screening, and selecting talents both locally
and internationally. By involving both HR and hiring managers and incorporating various
stakeholders in the decision-making process, FCI ensures the selection decisions are
based on predetermined criteria and have better validity. Additionally, leveraging the
expertise of recruitment service providers enhances application attraction and candidate
selection techniques.
Additionally, this paper explores talent acquisition challenges in the context of a
Multinational apparel manufacturing company operating in Bangladesh. The research
methodology involving descriptive approach, using direct interviews and secondary data
from various sources enhances the credibility of the report.
Overall, this Project paper underscores the importance of a comprehensive talent
acquisition process and offers valuable insights into refining recruitment practices. By
studying FCI’s process for acquiring appropriate talents for its sustained success with
growth and addressing the challenges faced by FCI BD, this research contributes to
enhancing the effectiveness and efficiency of talent acquisition in organizations.

6.2 Recommendations

This section aims to address Investigative Question 5 and provide recommendations to

FCI regarding make the talent acquisition process more dynamic and sustainable. These
suggestions draw upon the theoretical framework presented in chapter 2, the research
findings discussed in chapter 5, as well as author’s own professional judgment as a
researcher.
To attract a larger pool of suitable talents, several recommendations can be proposed for
enhancing FCI's recruitment efforts.
1. Enhancing the dynamism of recruitment & selection process: To address
FCI's goal of shortening the recruitment delivery process, for in-house
recruitment, it is recommended to abolish the bureaucratic paper pushing
required for getting the approval for initiating the recruitment process. The entire
approval system for hiring can be maintained with the assistance of an
appropriate HRIS Software reducing the lead time and hiring costs effectively.

Also, FCI should try fostering a stronger commitment to communication with

recruitment partners. This involves prioritizing active and timely communication,
providing prompt responses and regular feedback, scheduling early meetings
when necessary (especially with hiring managers), which support the importance
of effective communication.

58
 2. Focusing on talent attraction methods: The author suggests leveraging the
power of social media tools for recruitment and employer branding purposes. The
insights gained from the key findings on social media align closely with the
theories presented in sections 2.3.1, highlighting the potential benefits of utilizing
social media platforms. Employing a multifaceted approach to social media tools
is expected to increase FCI's attractiveness and visibility among potential
candidates.

3. Greater attention towards creating a positive candidate experience: The

results indicate that interviewer responsiveness and personalized interactions
during the recruitment and selection process, as well as colleague involvement
during the pre-engagement and Day One stages, require more focus. Enhanced
interviewer/recruiter responsiveness can significantly improve the overall
candidate experience. Providing personal attendants, such as interviewers or
colleagues, can make candidates feel more welcome and comfortable. Assigning a
colleague to new recruits from Day One onward contributes positively to
employee retention, while colleague involvement in the new employee's
integration process increases satisfaction levels.

4. Properly present and communicate FCI’s multinational heritage: It is

suggested that standard job advertisements of FCI should be upgraded to reflect
an "international" perspective, incorporating a video that showcases Bangladesh
and highlights FCI's work environment, culture, and personnel. The group
discussion participants agreed that there is a lack of information about
Bangladesh among foreign candidates, and providing insights into both the
country and FCI would greatly enhance its global visibility and appeal.

5. Redefine the relationship with recruitment partners: FCI should assess and
revise their cooperative relationships with all recruitment and selection service
providers. By actively monitoring and engaging in feedback sessions, FCI can
improve communication levels, strengthen partnerships, and foster long-term
commitment.

6. Reconceive the Induction Program: The research findings also highlight the
need for improvements in the arrangements for Day One. Craig's five rules
outlined on page 23, along with other theories presented in section 2.6, strongly
support this development suggestion.
Finally, it is recommended to FCI Management to engage in continuous monitoring and
enhancement of their recruitment and selection process, as well as the pre-start and Day
One activities. By constantly improving these aspects, FCI can ensure a superior
candidate experience and achieve higher validity rates for their recruitment and selection
techniques.

59
REFERENCES

Backhaus, K., Tikoo, S., & Zaefarian, R. (2016). Employer branding: A brand equity-
based literature review and research agenda. Journal of Brand Management, 23(1), 1-
18.

Brewster, C., Brookes, M., & Gollan, P. J. (2016). Talent management and international
assignments: A review and future research agenda. Journal of World Business, 51(2),
199-211.

Beardwell, J., & Claydon, T. (2010). Human resource management: A contemporary

approach (6th ed.). Pearson Education.

Beardwell, J., & Holden, L. (2001). Human resource management: A contemporary

approach (3rd ed.). Pearson Education.

Collings, D. G., Mellahi, K., & Cascio, W. F. (2015). Global talent management and
performance in multinational enterprises: A multilevel perspective. Journal of
Management, 41(2), 540-572.

Collings, D. G., Wood, G. T., & Szamosi, L. T. (2018). Talent management: A critical
review. Human Resource Management Review, 28(3), 284-300.

Carrol, M., Marchington, M., Earnshaw, J., & Taylor, S. (1999). Recruitment in small
firms. Processes, methods, and problems. Employee Relations, 21(3), 236-250.

Cascio, W., & Aguinis, H. (2011). Applied Psychology in Human Resources

Management (7th ed.). Pearson Education.

Craig, T. (2008). How to make their first day a good one. Personnel Today, 31.

Crispin, G., & Mehler, M. (2011). The Candidate Experience: What they say it is; What
it really is; and, what it can be. A CareerXroads & Friends Monograph.

60
FCIBD. (n.d.). Retrieved from https://fcibd.com/

Fish, A., & Macklin, R. (2004). Perceptions of executive search and advertised
recruitment attributes and service quality. Personnel Review, 33(1), 30-54.

Kaiser, M. (2009). Improving the candidate experience: Can you put yourself in their
shoes? NAS Recruitment Communications.
Kluemper, D., & Rosen, P. (2009). Future employment selection methods: Evaluating
social networking web sites. Journal of Managerial Psychology, 24(6), 567-580.

Lawler III, E. E., Ulrich, D., Fitz-Enz, J., & Madden, V. J. C. (2004). Human resources
business process outsourcing: Transforming how HR gets its work done. Jossey-Bass,
San Francisco.

Lievens, F., & Harris, M. M. (2003). Research on Internet Recruiting and Testing:
Current Status and Future Directions. In C. L. Cooper & I. T. Robertson (Eds.),
International Review of Industrial and Organizational Psychology, 16, 131-165.

Pilbeam, S. (2010). People resourcing & Talent planning (4th ed.). Pearson Education.
Harlow, England.

Rivera, M. (2011). Talent acquisition: A definition. The Seamless Workforce. Retrieved

from http://blog.yoh.com/2011/05/talent-acquisition-a-definition.html

Roberts, G. (2005). Recruitment & Selection (2nd ed.). Chartered Institute of

Personnel Development (CIPD). London.

Saunders, M., Lewis, P., & Thornhill, A. (2003). Research methods for business
students (3rd ed.). Prentice Hall. Harlow, England.

Stein, M. A., & Christiansen, L. (2010). Successful onboarding: A strategy to unlock

hidden value within your organization. Kaiser Associates Inc. McGraw-Hill. USA.

Stroh, L. K., & Treehuboff, D. (2003). Outsourcing HR Functions: When - and when not
- to go outside. Journal of Leadership & Organizational Studies, 10(1), 19-28.

61
Tesch, R. (1990). Qualitative research: Analysis types & software tools. The Falmer
Press. Hampshire, United Kingdom.

Tuten, T., & Urban, D. (2001). An expanded model of business-to-business partnership

formation and success. Industrial Marketing Management, 30(2), 149-164.

Veger, M. (2006). How does Internet recruitment have effect on recruitment

performance? 4th Twente Student Conference on IT. University of Twente.

Volpe, L., & Tucker, J. (2004). Third-party recruiting. Employment Relations Today,
31(1), 1-10.

Wikipedia. (2012). Onboarding. Retrieved from

http://en.wikipedia.org/wiki/Onboarding

62
Annex-1: Survey Qustionnaire

63
64
65
Annex-2: Manpower Requisistion Form

Position Title: Assistant Manager, Accounts & Finance

REQUIREMENT DETAILS
Date of Request Department

Deadline Work Location

Reporting To Cost Center

HC Required Job Grade/Level

PROFILE OF DESIRED CANDIDATES

Education

Specific Skills Required Experience

Mode of Requisition:
Replacement
New
Work Location Status: (Check with Admin & IT)- Seating arrangement available?  Yes  No PC available?  Yes  No

Budget Status: Budgeted Not Budgeted

Salary Structure: REMARKS:

REQUEST & APPROVED BY

Requested by

Line Manager/ HOD

Checked by DGM (HRM)

Signature & Date

Head of HRM
Signature & Date
Endorsed by

CFO
Signature & Date

COO

Signature & Date

Approved by

Director

Signature & Date

Comments (if any):

66
 Annex-3: Candidate Evaluation Form

Applicant: Position:

Department: Business Unit: Date & Time:

5 – Outstanding 4 - Above Average 3 – Average 2 - Below Average 1- Poor

CRITERIA RATING COMMENTS

EDUCATION (Consider the educational qualification meets the
requirement)

RELEVANT JOB KNOWLEDGE (Consider the extent about

knowledge requirement of the job)

CONCEPTUAL/ANALYTICAL SKILLS (Ability to develop

realistic plan, ability to analysis and solving problem)

POTENTIALITY (Consider the potentiality in respect of self-

development and career progression)

ADAPTABILITY (Adapts to change, open to new ideas, takes

on new responsibilities, handles pressures and uncertainties,
adjusts work plans to meet ever changing company need.)

COMMUNICATION (How articulate is he/she in putting ideas

across and also his/her ability to comprehend problems)

MATURITY-ATTITUDE (Self-confidence, independence and

flexibility)

CREATIVITY ON GLOBAL CONCEPTS (Ability to develop

new ways of doing works, applies new techniques considering
global concepts.)

JUDGEMENT (Logic, opinion & soundness of reasoning)

OVERALL PERSONALITY (Consider the overall attitude and

interpersonal abilities)
Total Score: Remarks:
  
Recommendation
Invite for another round Not suitable for this position Reject from the initial round
  
Final Selection Decision
Decide to Hire/Recruit Keep on waiting list Reject from the Final round

Current Salary Expected Salary Notice Period Negotiated Salary

Any Relative In FCI

Name Signature

Interviewed By

Instructions:
After the interview the interviewer should review the form and make a recommendation as to whether the person should
be employed or considered for employment or rejected.

67